Why an Over the Counter Age Spot Remover is Your Best Choice

Let’s face it. Anti aging skin care is big business and the market for it is huge. Whether you are considering an over the counter age spot remover or looking into some of the more radical medical procedures such as skin peels, you need to understand that not all companies have your health as their highest priority.

You would think that medical professionals, of all people would focus on doing what is best for your skin, but that just isn’t true. Are you aware that a skin peel is basically done by burning a layer of skin off by the use of an acid?

As if it makes it any better, they do say the burning sensation only lasts 7 or 8 minutes. This makes no sense to me. Why are these companies not showing their clients ways to build healthy skin? Well, for one reason, there is much more money to be made by performing expensive medical procedures than there is in the healthier, more gradual methods of removing age spots.

Even the manufacturer of an over the counter age spot remover may not have your best interest in mind. Many of these contain substances that are hard on the skin as they attempt to bleach away brown spots in the skin.

When you look for age spot removers, look for Uncategorized products that are designed to build healthy skin while they fade the unsightly spots. Ingredients like Extropone nutgrass root and Uncategorized vitamin E are two essential ingredients in an over the counter age spot remover that you will want to look for.

Vitamin E helps lighten the skin while Extrapone nutgrass root has been shown to inhibit the formation of melanin, the skin pigment responsible for brown coloration. In clinical studies, these two wonderful substances have been shown to work together to fade age spots gradually with no harsh side effects.

An over the counter age spot remover that combines these ingredients with Uncategorized moisturizers that nourish the skin and other substances like Cynergy TK will gradually build collagen levels, fade age spots and wrinkles, and build healthier tissue, providing much better long term results than any of the other treatments we have discussed.

Low Interest Personal Loans – Unsecured?

Low-interest personal loans, also known as signature loans, can often be quite difficult to qualify for. Low-interest personal loans are granted to the borrower without the lender enjoying the benefit of collateral which is why they are often called unsecured loans. It is for this reason that borrowers will find that lenders’ guidelines for such loans are often significantly more stringent.

Since no collateral is offered, as opposed to a home equity or auto loans, the lender’s only recourse in the event of default is to file a lawsuit. While it is certainly within reason that the lender could be awarded some personal property or wage garnishment as a result of a lawsuit, this is generally not the case.

In jurisdictions where wage garnishments are permitted, they are generally reserved for cases involving child support payments. As lenders find themselves financially exposed with low-interest personal loans, they will often require that the borrower has a requisite level of financial stability and credit in order to consider granting them.

The underwriting guidelines as regards low-interest personal loans will vary from lending institution to lending institution. In the case where there is a pre-existing personal relationship between the lending institution and the potential borrower, the qualification criteria will often be quite a bit more lenient.

While this is often the case, the lending institution is certainly under no obligation to make any exceptions as regards their guidelines. The parameters that lending institutions will use in order to determine whether a borrower is qualified for a low-interest personal loan are solid financial assets, job longevity, good credit rating and a low debt to income ratio.

The size of the personal loan that most lending institutions are willing to offer are often limited, sometimes to as low as $5,000. While some may offer more, it is important to remember that low-interest personal loans are often quite difficult to receive approval for. In the case of a potential borrower with less than perfect credit, they will find that the opportunity for them to receive approval for a low-interest personal loan is limited to say the least.

The situation is necessarily as dire as one might believe for borrowers seeking a loan with less than perfect credit. There are countless finance companies that specialize in smaller loans for just such borrowers. While borrowers may succeed in obtaining a loan through these finance companies, they will find that the interest rates that they are offered are often as much as 10% above market interest rates and can be paid off over a one to two year period. It is highly recommended that borrowers do their due diligence as regards researching their available alternatives.

There is another option for borrowers with poor credit, cash advance loans. Cash advance loans are also know as fast cash and payday loans; they require no credit check and, as such, the borrowers credit history is of no consequence. Cash advance loans are high-risk and, subsequently, have high interest rates and are designed to help borrowers solve immediate cash-flow problems.

It is important to remember that there are financial institutions that are more flexible than others and more open to work with a borrowers of all credit ratings. In certain cases, borrowers with poor credit may find that they can obtain a loan for up to $20,000. Of course, unsecured personal loans are obtainable by almost everyone for virtually any situation.

While unsecured loans with low-interest are not easy to come by, there are alternatives available for borrowers with a less than stable financial standing. Again, with some research and by learning what is available, one should be able to find loan package that meets their needs.

How Nicotine Test Helps Employers to Establish Smoke-Free Workplace

Nicotine abuse is an issue affecting the profitability of businesses and the environment at workplaces. Employers are insisting on measures that will help them make the workplaces free from smoking of tobacco so as to make their businesses more productive.

Employers in US imposing ban on smokers:

Increasing numbers of employers in US are rejecting the applications of candidates who smoke. They are abiding by the laws framed by the government for the purpose and are not hiring who they find to be smokers. To know whether the prospective hired is smoker, they conduct tests. Those who are found positive for smoking are not offered employment.

Nicotine test helps them to detect smokers – instantly:

Employers apply different techniques to tackle the issue of smoking. These include testing for tobacco (nicotine) by different methods. These tests are helpful to identify if the applicant really smokes tobacco or not. Generally, a nicotine test can be conducted using urine, saliva or hair follicle samples. Employers use any or a combination of these techniques.

Benefits of establishing smoke-free environment:

A smoke-free environment improves productivity of the employees and reduces health insurance costs. Employers find smoke-free workplace beneficial on the following grounds.

Increased productive hours:

A no-smoking environment results in higher number of productive hours than in a smoking permitted one. Employees not used to smoking concentrate better on work and hence there is greater number of productive hours. They are healthy and take few sick leaves.

Whereas, smoking employees take unauthorized breaks to smoke, which is waste of productive time.

Healthy atmosphere:

As healthy employees are more focused on productivity, there is cordial relation between employees as well as employers. Such workplaces boost the employees’ morale and work potential and encourage talented workforce to work for more number of hours. Employers too reciprocate and get prompted to take positive action on any issue.

Shows professional approach of the business:

A smoke-free workplace, places the employer’s image in a positive view among the employees, peers, government, and social groups. The welfare measures taken serve as an example for professional approach taken by the employer. This will enhance mutual trust between the employer and employees.

Reduces healthcare costs:

Following a no-smoking policy at workplace would result in less healthcare costs. This is because, the employees are healthy and need lower health maintenance expenses – be it insurance premium or medical emergencies. These factors are known to cause increased medical expenses to employers in case of employees habituated to smoking. Studies show that, post non-smoking policy there is remarkable decline in the tobacco caused heart attacks, making current smokers to quit (Source: Forbes, 12 June, 2012).

Taking up nicotine tests to enforce a smoking-free environment at workplace is beneficial. The measures, of course, entail costs to the employers.

Starting a Mobile Auto Detailing Business – A Quick Discussion

If you are going to start a mobile auto detailing company, you need to find someone who is both fair and honest to buy the right equipment from, and perhaps someone who has been setting up detailing rigs for a couple of decades – basically someone who knows their stuff. You may not find someone setting up these units in California, in fact I can remember before I retired we got tired of all the over-regulation there. We had moved our training to Las Vegas and our truck bed and trailer manufacturing to AZ. Okay so, once you find a good vendor then you must decide what type of equipment to buy.

Will you get a skid unit for the back of a pick-up, try a van set up, or consider a trailer you can unhook at the end of the day? If you do get a trailer, should you get a single or dual axle trailer? Well, often dual axle trailers are better, even though sometimes they wear out tires quicker, but they are more stable and safe especially fully loaded in the rain. In the city trailers can curtail stopping distance, making an accident more likely. Remember if you are in a bigger city there is a lot of traffic and frequent need for quick stopping, and some of the dual trailers have trailer brakes or you can add them later.

Should you buy a new or used rig? Well, that’s a decent question. Yes, sometimes you can find deals on used rigs where people bail-out of the business for a corporate job, you’d be surprised that companies will try to hire away your best workers and even offer you jobs too, obviously if you can run a business, you’d make a great employee because you know how to get things done.

Now then, before you go and start your new business, especially if you are leaving a good paying job with benefits, you need to ask yourself if you can go without any income for a while, if not you; I might think twice if I were you. It’s going to be challenging at first, perhaps no real income for a while. Beware. Running a company is hard work, and nothing is guaranteed. Okay so, those are some important considerations prior to starting your own mobile auto detailing business. I hope you enjoyed today’s conversation, but more importantly, I hope you will please consider all this and think on it.

Getting Ready For A Removal The Smooth And Easy Way

Getting ready for a removal can be really stressful – but only if you don’t know what you’re doing. Most of us only move a certain number of times in our lives, so we can’t really claim to be experts on it. Here are some tips on getting ready for a removal that will make your move much smoother.

Get Packing!

It’s never too early to start packing. You’ll find all kinds of things lurking in closets and cabinets that you totally forgot about. If you start early, you can do just a little bit of packing each day and it will be a breeze. This makes it much easier for people who have busy lives with work schedules, kids or other things to do.

Be Organized

While you’re packing, make sure to label your boxes. What most people do is box things according to which room it belongs in. This makes it really easy to unpack after the move, and it also helps if you suddenly need something that’s already packed. Color coding your labels by room makes it even easier.

Let Everybody Know You’re Moving

Way ahead of time, let people know that you’re moving. Tell the post office and any companies that you might correspond with by mail. This includes banks, credit card companies and just about anybody else who may need to know. It’s better to tell people who don’t need to know than to leave out somebody important! And don’t forget to tell friends and family too.

Make Arrangements With The Mover

You should call your mover and make all the necessary arrangements as soon as possible. They’ll need to know when you’re moving, how far and about how much stuff you’ve got. They’ll give you a quote and a day and time. This will be your deadline to get ready! You also might want to ask them if there are any ways you can cut costs with your moving expenses.

Get Rid Of Some Things

Moving is a golden opportunity to take a look at all the stuff you have, and ditch some of it. You can probably save quite a bit of money on your moving expenses if you get rid of some things. You can sell stuff at a garage sale, donate to charity organizations, or arrange with the city for them to pick it up. You’ll be glad you did it when moving day comes around!

Getting ready for a removal is much easier if you get started early. As soon as you decide to move, get a moving calendar and get started making arrangements and you’ll have everything all ready.

The Life Cycle of Acquisition-Based Companies

A few years ago, I was discussing this phenomenon with the CEO of one of our clients. His company had grown almost entirely through acquisition, and for several years the company had experienced revenue growth rates exceeding 20%. However, the company had plateaued with respect to earnings, and looking at their overall performance it became clear to him (and to the Wall Street analysts that watched his company) that a great deal of money had been left on the table. Working with that CEO, I developed a model called the ACL Life Cycle. Understanding and using the ACL Life Cycle has proven enormously beneficial to clients depending on an M&A strategy for continued growth.

The ACL Life Cycle

The ACL Life Cycle describes the maturation process of companies who grow substantially through acquisitions and mergers. Using the ACL model, we can clearly identify the company’s current position. Knowing that position, and then looking forward at the company’s financial objectives through the lens of their business strategies, the specific actions that are needed become clear. Those actions can then be formed into an executable plan with associated performance measures, and managed through completion to bring the overall enterprise to heightened levels of financial performance. It is important for acquisition-oriented executives to understand the major phases and characteristics of the ACL Life Cycle.

Businesses who have survived one or more acquisitions and/or mergers are usually left with some degree of disintegration among their processes and systems. A company’s success in reaching the financial objectives of the merger or acquisition is directly correlated with the degree to which that disintegration has been replaced by a set of business processes and information systems that are common enough to generate enterprise-wide leverage. Implicit in that commonality is enterprise-level direction and guidance, manifested in company-wide business strategies and performance measures that align all of the combined business units. These businesses move, in this post-acquisition or post-merger environment, from an acquisition-based operating model to one characterized by shared services and a general commonization, to a stage where the enterprise “whole” really is able to become something greater than the sum of its business unit “parts”. It is more than the typical cost-reduction synergy anticipated in most of these transactions; it is a new platform for innovation, and an even higher level of innovation-based leverage.

Companies who experience substantive growth as a result of business acquisitions typically follow the ACL life cycle. ACL in this context stands for: Acquisition, Commonization, and Leverage. Many companies never leave the first stage of this maturity scale, and still more remain at the second stage. The most successful companies are usually those who recognize the importance of moving through all three stages, and consistently implement a structured process for doing so.
All companies experience pressures that push them toward decentralized operations, including idiosyncrasies of specific market niches served, the uniquenesses of isolated business processes, unusual needs of specific customer populations, and Uncategorized organizational entropy. At the same time, most of the companies that are successful in achieving the financial performance objectives established for the newly merged enterprise manage to overcome those challenges, electing to pursue the advantages of leverage, including:

  • broad synergistic brand recognition, enabling cross-selling, bundling of products and services, and improving revenue
  • interchangeability of business process resources, enabling the company to reduce its asset base
  • commonality and scalability in equipment / skills / facilities, facilitating innovation and growth into additional markets
  • higher utilization of business assets, reducing unit cost
  • lower levels of redundancy, resulting in reduced operating costs

These companies also typically find that maintaining compliance with financial reporting standards such as Sarbanes-Oxley requirements are enhanced as a result of strengthened internal controls.
Some companies make a deliberate decision to remain “holding companies”, which simply buy and sell diverse businesses that have only marginal relationships with one another. These conglomerates prefer to manage the portfolio through buying and selling components, and allowing the leadership teams at the individual companies to manage ongoing operations from strategy through execution. A few of them have been quite successful, and this article is sometimes not as directly applicable to those at a corporate level. It works very well, however, for their major divisions. Companies that benefit most from understanding the three stages of the ACL Life Cycle are those companies who have decided to focus on a single core industry – Aerospace & Defense, Automotive, Chemicals and Polymers, Textiles, Electronics, Telecommunications, Consumer Products, Medical Equipment producers, Healthcare providers, and Financial Services providers are all good candidates. 

The Acquisition Stage of the ACL Life Cycle

Companies in the Acquisition Stageof their life cycles are usually focused on revenue growth, and capturing market share. They are characterized by high levels of autonomy in management, in the reporting of site-level data to the corporate parent, and in the design of their business processes and systems. Companies who remain in this stage for long periods of time following acquisitions usually act as holding companies, with the corporation allowing individual divisions or sites to operate almost as independent companies with their own P&L, strategic plans, and market-facing branding. Often, companies in the Acquisition stage lack a common vision of the future of the overall business, and tend to operate at cross-purposes among the operating units. They sometimes even compete against one another for the same customers. They share little operating information, making it nearly impossible to coordinate and deploy “best practices”, effectively distribute work load, utilize general market intelligence, and grasp other elements that could provide corporate-wide leverage of the businesses’ assets and resources. A few industry-specific examples here should help to illustrate the situation:

Manufacturing companies in the acquisition stage are usually characterized by redundancies in raw materials, equipment, staffing, and other business resources. Because manufacturing companies are relatively material-intense, a great deal of cost can be tied up in raw materials, work-in-process, and finished goods. Since acquisition stage companies have so little visibility between business units, there is little opportunity for them to reallocate these assets in order to use them effectively. As a result, the most costly resources remain the most underutilized. In addition, acquisition-stage companies have not centralized the management of even commodity-level business processes, such as finance, human resources, and information technology. This lack of centralization leaves additional inefficiencies in place around accounting staff, employee benefits provider subscriptions, business software applications, data centers, and computing equipment. 

Telecommunications companies in the acquisition stage also have unrealized opportunities for greater leverage from their business assets, but these more often take the form of redundancies in network equipment, network coverage, retail outlets, partner agreements related to the sale of their products, and interconnection agreements with other carriers. In addition, acquisition stage telecom companies often have a substantial amount of unrealized leverage in the lack of integration among the data bases and information of their various divisions that could enable shared service operations for commodity-type processes such as billing and cross-selling of products and services. Like manufacturing companies, telecom companies in the acquisition stage also typically have unexploited opportunities around the consolidation of data centers and related equipment and staffing.

Healthcare providers in the acquisition stage usually find opportunities in different areas of their businesses, because of the differing cost structure of their operations. The bulk of their costs and their opportunities while in the acquisition stage of maturity in the ACL Life Cycle are related to employee salaries & benefits, and to medical supplies and drugs. It is less common for these businesses to be able to effectively share inventories and equipment, since the nature of their business is rooted in community health care that requires local service provision. The opportunities that do exist, which are typically not exploited well in acquisition stage health care companies, are related to centralizing commodity type business processes such as finance, human resources, and information systems, and leveraging required service and supply procurement across the enterprise. 

Financial Services providers, such as banks, brokerages, credit unions, financial planning companies and tax & audit services exhibit yet another cost profile, with the largest elements typically including personnel and occupancy costs. In these businesses, like health care provision, being where the customers are is critical. The companies’ ability to understand the changing demographics and match up their branches as well as their skills to the targeted customer base is often a differentiator between the companies that succeed and those that fail. Financial services providers who are still in the acquisition stage of maturity in the ACL Life Cycle often do not have the commonality in fundamental business processes and systems to readily reconfigure their operations to meet the changing needs of their marketplace. Their acquisitions or mergers have enabled them to grow horizontally, typically into adjacent markets. However, lacking an adequate foundation of commonality in processes and systems, there is substantial money left on the proverbial table as a result of ineffective resource deployment, and delays in the reporting of operational performance data that would enable the company to be more responsive. These companies also fail, in their acquisition stage, to take advantage of their larger purchasing power to gain leverage around purchased services spanning items as diverse as employee health care and branch-level office supplies.   

The Commonization Stage of the ACL Life Cycle

Companies in the Commonization Stage of their life cycles have usually awakened to the value of focusing on Return on Net Assets (RONA) and Return on Invested Capital (ROIC). In order to begin to capture improvements in these areas, companies in the Commonization Stage often turn to shared service models of operations for selected business processes and systems. Strategies and performance measures begin to crystallize around common themes that span multiple operating units or divisions. Among the areas of focus for a shared service model in this stage are Finance (A/R, A/P, General Ledger, and Financial Reporting), Human Resources (Payroll, Benefits, and Employment Records), and Information Technology (Computer Hardware, Network Administration, and selected Software Applications Management). Some companies in the Commonization Stage also move Procurement and other aspects of Materials Management to a shared service model, enabling the corporation to more effectively leverage its broadest possible purchasing power.

Manufacturing companies in the commonization stage of maturity typically have shared services in place for commodity types of business processes such as finance, human resources, and information systems management. As they advance through the commonization phase, some of them also begin to pull together a common platform for procurement, encompassing at least their most costly and common raw materials. A few in this stage reach a point where their data center
operations are completely centralized, and may even be outsourced to a third party like CSC. Toward the end of the commonization phase, centralization of work deployment and capacity utilization as well as process quality emerge as companies begin to deploy common processes and systems in customer requirements management, enterprise requirements planning, manufacturing execution systems, and distribution management systems. 

Telecommunications companies in the commonization stage of maturity also typically have shared services in place for commodity types of business processes such as finance, human resources, and information systems management. As they advance in maturity through this stage, telecoms also become aware of the available leverage in centralizing the management of some of their most valuable assets. However, unlike the manufacturer’s raw material focus, for telecommunications operations those elements are things like spectrum licenses, network equipment, connection agreements, partner agreements, distribution centers, and retail outlets. Centralizing the management of those assets to identify overlaps and redundancies enables telecoms to emerge from the commonization stage with much more effectively leveraged business assets, providing broader market coverage with a lower total asset base and generating much higher earnings on that consolidated foundation.

Healthcare companies in the commonization phase of maturity find substantial benefit in the commonization and centralization of their commodity type processes and systems.  This is primarily because of the impact on cash flow and earnings when the employee base is reduced through shared services, and employee benefits and supplies are both leveraged in terms of the broader purchasing power of the company following a business acquisition of significant size. However, there is also an especially rich opportunity available to healthcare companies in the commonization stage that stems form the leverage available related to insurance coverage – not for the employees directly, but covering the potential liability of the company itself. This category of cost is typically about the third largest slice of the pie, and significant reductions there can translate quickly to a meaningful earnings impact. 

 Financial services providers in the commonization stage of the ACL Life Cycle, like healthcare providers, often find substantial benefit in the commonization and centralization of their commodity type processes and systems. With roughly half of their cost of operations wrapped up in employee salaries and benefits, there is an opportunity for meaningful impact on cash flow and earnings when the employee base is reduced through shared services, and employee benefits and supplies are both leveraged in terms of the broader purchasing power of the company following a business acquisition or merger. The next significant area for financial service providers in the commonization stage is the capability for rapid reconfiguration of the business based on enterprise-wide visibility of operational data and market intelligence.

The Leverage Stage of the ACL Life Cycle

Companies in the Leverage Stage of their life cycles are usually embarked on a fierce drive toward adding real value. They are relentless in their efforts to fully utilize the assets of the entire corporation, driving out redundancy and its associated costs. They are then able to pivot on the fulcrum of those more agile processes and systems to implement innovations that foster organic growth resulting in greater market share, greater revenue, and improved earnings for their shareholders. Leverage Stage companies also establish a structured and repetitive process of assimilating new businesses, gathering and incorporating market intelligence into company-wide strategies, and innovating on the basis of these new combinations to capture additional market segments. These companies are characterized by coordination and centralization of major business functions such as the planning and allocation of R&D, production work, inventories, raw material purchases, personnel, and factories & equipment. They centrally manage a broad spectrum of common business processes and systems, including customer requirements management, product data management, enterprise requirements planning, manufacturing execution systems, and logistics management. They are constantly changing, evaluating and configuring business assets to meet future market needs, acquiring and developing new businesses, and shedding assets that no longer fit their evolving model.

Manufacturing companies in the leverage stage of maturity typically have shared services in place for most of the critical business processes of their company, having reached beyond the commodity level processes and into those which deliver the most value to their customers. Examples include sales & marketing, order entry & customer service, capacity planning and management, production scheduling and shop floor control, and distribution requirements planning. As they move through the leverage stage of the ACL Life Cycle, some of these companies leverage the commonality of their processes and systems to produce innovative new products and services, identify additional market opportunities, and develop industry-changing relationships that reach through their supply chains. 

Telecommunications companies in the leverage stage of maturity also have shared services in place for most of the critical business processes of their company, including the seamless provisioning (often called “flow-through provisioning” by industry insiders) of all telephonic services to customers stemming from a single telephone conversation responding to an individual inquiry about a service. This type of capability is only enabled when all of the information from what have historically been disparate data bases is available in an intelligent form through excellent systems integration, based on exceptional levels of commonality and strength in enterprise-wide business processes.

Healthcare companies in the leverage stage of maturity have typically discovered and implemented leverage-based improvements in their major cost structure elements as a result of enterprise-wide information visibility flowing from systems integration and centralized management of critical business processes. Health care companies generally also have uniquely challenging business conditions related to three other areas where leverage level operations can be a powerful tool. 

The first of these areas is employee safety. Most health care organizations are spending a substantial amount of money in this regard, with training and documentation of company polices and safety-related practices requiring an increasing amount of company attention. The integration of systems and commonization of processes in a leverage stage health care company offers opportunities to more quickly incorporate internal best practices, externally imposed business requirements, and feedback about lessons learned across the entire health care organization regardless of geographic dispersion. Commonization and centralized management here can result in substantially lower cost, and more importantly, substantially higher and more uniform levels of employee safety. 

The second area is bad debt. The integration of customer data, and effectively interfacing a common set of enterprise-wide processes and systems with outside service providers such health maintenance organizations and insurance carriers, substantially reduces the amount of bad debt in leverage level health care companies. 

The third area, and perhaps the area of richest opportunity, is the area of patient medical information. This area is tricky because of legislation related to patient privacy and guidelines recently established for the maintenance and communication of patient medic
al information. However, one of the fundamental challenges faced by health care providers is the absence of available medical history, particularly when a patient is admitted to an emergency room or urgent care facility. Particularly when a patient is unable to respond to questions directly due to an incapacitation illness or injury, time can literally mean life or death. Making all necessary information available to the physicians and other health care professionals involved as quickly as possible is extremely important. When critical business processes and information systems for the management of this information are brought to an effective level of commonality, the rapid dissemination of the needed information can be greatly improved, while patients’ expectations around the privacy of their information are still met. 

Financial services companies in the leverage stage of maturity, like health care companies in some ways, must balance the needs of differing local customer geographies against the advantages of centralized management in critical business processes and systems. There is real value in allowing some latitude to local branch officers and customer-facing staff such as loan officers to accommodate the unique circumstances involved in specific cases. However, these companies often find that a significant advantage of the leverage provided by enterprise-wide commonization of processes and systems is the ability to see the nuances of differing markets at a corporate level, and recognize broader trends among those different markets more quickly and clearly than they could before. This improved visibility, in turn, enables management to reconfigure their service offerings, redeploy resources such as sales dollars, and organize sales campaigns for those specific markets more quickly than they could previously.  

The best of these companies, regardless of what industry they occupy, utilize their common platform of processes, systems, and information to understand the needs of their customers in unique ways, and fluidly translate those needs into the features of their products and services. A few, at the very top of the game, come to understand the customers’ needs even before the customer recognizes them, and when necessary they reconfigure their entire business to meet those needs, gaining unassailable competitive advantage. The enterprise-wide leverage they achieved as a result of carefully and skillfully handling the post-merger or post-acquisition integration of processes, systems, and data provided the platform from which innovation launched them to new levels of performance. Examples could as easily be provided for companies in pharmaceuticals, retail operations, or the food & beverage industry. The lessons learned and the techniques vary a little, but the principles are the same.

Finding The Best Car Remote

A remote for a car is simply a key less system of entry. You have an electronic lock that gives you access to the car without making use of a traditionally cut mechanical key. It is basically an electronic remote control that can be used as a key. This kind of a key is used a great deal in vehicles. It gives you the basic abilities of a car that gives you the ability to access the car without actually touching it.

One of the first remotes for cars came with the French Renault in 1982 and it then went on to several other American brands to now becoming a staple with most cars. Car remotes have a radio transmitter that works on a short range of 15-60 ft. When you press the activation button it sends a signal to the car which is mechanically interpreted and the car can be unlocked this way. In general American cars work on a 315 MHz frequency. Car from Europe, Japan and Asia has cars that operate on high frequencies of 433.92.

The general practice is to have the lock beep twice when it is unlocked and a single time when it is locked. If you hear four beeps it means everybody in the car has not buckled up. One long beep will be for the trunk as well as the power tailgate. A single sharp beep is meant to indicate that the system is set and everything else is secure.

All of these functions with a remote key less entry are placed on a key fob. In some cases it is placed on the handle of the ignition itself. You will have buttons that will let you lock doors and also open trunks and check on the tailgate. You could even get the remote to open some sliding doors for you or hold them in place. There is always a red button on the remote that you can press on in the case of an emergency like a theft. It will shut down the car and not allow it to be moved at all.

It is one of the most interesting things to have a when you are dealing with the automatic keys is that you will find it on every brand conceivable. When you choose your car remote, weigh in all the relevant factors and make a choice for the best.

How to Employ a Personal Assistant in Commercial Real Estate Agency

In commercial real estate sales and leasing, it is increasingly common to hear that agents have no time to spare each day. Normally there are plenty of things going on around the office and in the property market. That being said, you still need to get to some critical things that allow you to build your business. The solution is to put more people around you and get some outside assistance.

When you look at the daily tasks that need to be done, there are still two or three that are highly important. Typically they are:

  • Finding new business opportunities through daily prospecting
  • Servicing your existing clients with effective marketing campaigns
  • Matching buyers and tenants to your listings

So these three things drive the entire commercial real estate cycle. Some of these things can be adjusted to involve other people to assist you. Having a good personal assistant that understands your business processes will be of high value in your career. First and foremost, you need to get to the point where you can afford this high quality person. You will need the right person and that will be a cost to you personally or to the business.

Before I go further here into the strategy behind the process, I would like to say that you should never entirely delegate the prospecting process to other people, and do so for the wrong reasons. I have seen many salespeople seize the opportunity to give others the task of making cold calls and door knocking. The best salespeople always prospect every day in some way or form, and find the process critical to their leverage in the market place.

Always remember that you are in a professional selling industry; that requires an exceptional salesperson that is prepared to do the difficult things each and every day. You have to ‘sell’ in many ways and forms.

So you can appoint people to assist you with each of these three processes. They should however not entirely take over and remove you from the 3 key activities. You must still have a discipline of client connection and negotiation as part of your business model. You are the person to do the deals and that is a fact to be remembered.

Taking these three points that I have just mentioned, you can adjust your business day in the following way:

  1. Get someone to research the correct people to cold call. This research process takes a lot of time. When the correct numbers and contact details are passed to you, you can still make the calls. The results of the calls can then be entered into the database by your personal assistant. You should however keep a close connection with your database and review its progress every night or at the end of the business day.
  2. Your personal assistant can send correspondence and emails to your clients in your absence. This does not however remove you from personal contact and telephone calls with all your clients at least once or twice a week. You are the person that they hired to solve a property problem.
  3. You can have your personal assistant review the database to match the buyer and tenant enquiry to the listings that you have currently. This then allows you to make the personal calls to qualified people in a timely way. When the match is made, you make the call.

Always keep in touch with your market, and do not let shortcuts remove you from the process. The best salespeople are always at the front line of their business activity and marketing processes.

Toolbox Tactics in Commercial Real Estate

You may say that the commercial real estate sales and leasing market is difficult at the moment. You will not be the first agent or investor to observe that fact. This is however a major opportunity market with properties adjusting to the beginning of a new property cycle.

You are at the beginning of new opportunity. Tenants, buyers, and sellers are still out there. It’s just that their sales, purchase, and rental strategy has needed to shift. So if you are a commercial real estate agent that works on retail, office, or industrial property, we are going to let you in on a major marketing secret that works tremendously well to generate listing opportunity in this economy and investment property shift.

Moving Your Business Forward?

So how do you move forward in this market to create real opportunity? You create a significant pipeline of opportunity from speaking to many people and helping them with the market adjustment process. This means that the help they require may be a listing or property this year, next year, or the year after, however they will need well qualified and experienced property professionals.

You must be that solution for them. You must be confident in this market. You should use a marketing point of difference and most particularly your ‘toolbox’ to attract and convert the clients that you need.

Sales and Leasing Together

In this market the best commercial real estate agencies specialise in both investment property sales and investment property leasing. In those specialist categories they can bring significant strategy and understanding to the property, together with a ‘toolbox’ approach for the customers and clients.

A great lease will one day support a great property sale. This means that every lease should be planned and structured to optimise the situation for the property owner. This is where ‘toolbox’ stands head and shoulders above generic marketing of commercial real estate services.

Solicitors Awareness of Property

Whilst talking about leases I would like to make an important and relevant observation. In doing so I do not want to upset the solicitors and legal people of the ‘property investment world’ however the following is a real fact.

Most solicitors and legal people that do the lease documents for the investment property owner have little awareness of the actual property in question and probably have not even inspected the property.

My apologies to the legal people that are the exception to the rule!

This random process of lease preparation is not good investment practice, considering that the property lease is to produce a cash flow over a number of years. Solicitors and property agents need to get together and make sure that all the elements of the property that enhance cash flow are well considered and placed in the property lease before it is signed!

In only this way can they bring real strategy and stability to the occupancy and cash flow!

What’s Your Agency Point of Difference Today?

Only yesterday I was speaking to a real estate agency that was working on identifying a point of difference in this market. They realized that the competition agencies they were up against in the market place were doing nothing special to attract and retain new business.

Those competition agencies were simply continuing the same practices of prospecting and conversion that they have been doing for years. They were not offering any new approach or support process to the clients in the market today.

Let’s face the facts. This market today requires experienced real estate agents that can bring solid levels of property strategy to the investor including:

  1. Rental strategies for the long term that match the lifecycle needs of the property owner
  2. Lease documentation which minimises cash flow and vacancy exposure
  3. Strength of tenancy profile that gives an element of prestige to the building
  4. Tenants that bring financial strength and stability to the building
  5. Lease deals that will enhance the opportunity of sale when the time comes
  6. A balance of net and gross rentals to optimise the best return on investment for the property owner
  7. Well controlled building operating costs that are contained within the averages of that property type for the area
  8. An occupancy experience in the property which strengthens the relationships between landlords and tenants
  9. A target market of tenants that are clearly identified and pursued in the marketing campaign.

So this list is in fact the elements of a ‘Lease ‘toolbox” approach to the market. Many commercial real estate agents will generally say that they do these things anyway. The reality is they do not. Most lease transactions today are undertaken in a ‘one off mindset’ with little balance to the long-term future and strength of the building.

In recent seminar workshop I asked the agency staff in a larger industrial agency to tell me what they would do for ‘me acting as the client’ in a lease transaction of a vacant space in a sample building. Many of the agency staff gave me a broad variety of initiatives and processes that were fairly standard in the industry. It was interesting to note that all of these ideas were not ‘bundled and packaged’ into something that was even remotely attractive to the ‘me’ as the property owner.

Let’s understand a simple fact. If you do not logically document and display for the client the stages of your professional commercial real estate property service and give it a name that the can client relate to, you are affectively a generic marketer. This is the major problem in the industry today. The client needs specific help and you must market your services in a ‘toolbox’ approach. Give your ‘toolbox’ a name and then market your business around it.

I also recommend that you use the advantages of PERT and GANTT models to do this ‘toolbox’, given that this great illustration approach really interests most clients. This helps you stand apart from the competition. You become the agency of choice.

‘Toolbox’ is Your Tactical Advantage

Every sales and leasing program should be subjected to the processes of the ‘toolbox’ so that the client knows that the best results, controls, and outcomes are seen to be achievable. The ‘toolbox’ process also suggests that you have a quality control procedure that every property is exposed to.

This ‘toolbox’ is simple marketing; however it can be easily implemented into your agency business making you more professional and desirable as the commercial real estate agency of choice in your region. Your ‘toolbox’ becomes your marketable point of difference. You should have a separate ‘toolbox’ for:

  • Commercial real estate sales
  • Commercial real estate leasing
  • Commercial real estate property management

Within each of these elements of service you should have a specific ‘toolbox’ which supports the property disciplines of:

  • Retail Property
  • Office Property
  • Industrial property
  • Specialist tourism and leisure

Listing Strategy in this Market

Let’s talk about the sales ‘toolbox’ now for a brief moment. In most cases the time needed to sell or rent a listing would be no longer than 12 weeks even in a tough market. After that time a listing becomes stale and a waste of your time. Choose your listings and the time on market with care.

A couple of essential rules need to be set here and incorporated into your sales ‘toolbox’. They are:

  1. Always seek vendor paid advertising – you are not the source of advertising funds to promote property no matter how good you think the property is. Vendor paid advertising sets the foundation of vendor commitment.
  2. Always seek exclusive or sole listings when you can
    – controlled stock is the only way to go. A seller of an open listing cannot be trusted and is likely to ‘shift in the wind’ on who they deal with. It should also be noted that exclusive listings are much more desirable than sole agency listings. It is your choice as to whether you would take on a sole agency.
  3. Always seek to list properties for sale on the basis of a ‘time driven’ method of sale such as tender, auction, or expression of interest. This is the best way to go to get and sustain momentum in the property promotion. Properties that are listed for sale at a fixed or nominated price are likely to be this undesirable hard to sell listings or over priced listings with little momentum. In such situations a buyer will make an offer; maybe that works for you; maybe it doesn’t.

These 3 rules above infer that you are the driving force that creates the quality listing. Nothing could truer. You drive the quality of the listing appointment that you want. If you let the owner of the property dictate the rules of engagement, you are likely to suffer poor results. Remember that you are the expert consultant to help people with commercial real estate needs; you are not the agent that lists everything and anything that comes your way at any price or rental.

In closing this ‘toolbox’ topic, here are some important rules:

  • In every listing know what you are doing and why.
  • Focus on the outcome that you want for the client.
  • Use your ‘toolbox’ as your point of difference to attract the client’s interests.
  • Understand that your time and expertise is precious.

You May Be Statistically At Risk For A Payday Loan

Recently, there has been a lot of talk about percentiles. With the presidential election on the horizon, Americans are being flooded with percentages and many are drowning in confusion. Payday loan lenders have been inundated with borrowers who are trying to stay on top of their bills. A deluge of mass media has emerged to cover the politic elections, surfacing statistical claims about economic differences among the American population and submerging any consistent sense of where one fits into the fiscal scheme of things.

These statistics raise questions that come with a lot of political baggage: Am I one of Occupation Wall Street’s 99 %? Am I one of Mitt Romney’s 47% who rely on federal benefits? And, if so, is this a bad thing?

These ‘factual’ numbers, which are meant to act as clear, logical backing for political campaigns, are leaving many Americans mystified, obscuring political agendas behind a silk-screen of percentages.

Let’s face it; politicians employ these statistics, which may or may not be whole truths, to inspire voters to stand up for a cause–their cause. Among the aforementioned percentages, there is one common denominator: they all target or discuss an audience of low income families. In some cases, these statistics are used to draw attention to discrepancies between high and low income families, while others demonize those in the low income demographic as moochers and/or freeloaders.

Yet, another statistic that has not been addressed in the campaigns but that directly relates to low income families is the number of households in this demographic that utilize payday loan services. A PEW survey recently exposed that 72 % of payday loan borrowers have a combined family income of less than $40,000 per year. Clearly, those in lower income demographics are more inclined to borrow these high interest loans, which they are required to pay off at their own expense.

It is easy to comprehend the reasons that those in low income families are more inclined to borrow–utility bills need to be paid, children need to be fed and clothed, cars need to be in working order and fueled up. This becomes even clearer when considering that most payday loans are taken out to accommodate recurrent, necessary life expenses. Evidently, many low income American families are treading water, relying on temporary safety rafts, like payday loan lenders, to stay afloat, and getting closer and closer to a tidal wave of unavoidable debt.

This raises the questions: do the aforementioned political percentages and statistics accurately represent low income families who are relying on payday loans?

To answer the question, statistics rarely speak for themselves. Yes, over 40 % of Americans rely on federal benefits, but it is important to note that this percentage is largely made up of impoverished families, mothers with young children, and senior citizens. Without such services, more people from these demographics would be pushed to rely on payday loans and cash advances, furthering their debt and making them more susceptible to extreme financial circumstances, such as bankruptcy, which ultimately costs tax payers a great deal of money. It is important to note, additionally, that a person must be employed to take out a payday loan, challenging the idea that the low income families and individuals who rely on such services are freeloaders.

In short, not only is the onslaught of political statistics confusing, it is often unreliable, as it only presents a partial picture of the current circumstances of low income American families–a demographic which makes up a significant portion of the American population.