Accountancy Business Management Quotes

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In the long run managements stressing accounting appearance over economic substance usually achieve little of either.
Warren Buffett
Delegating your accountabilities is abdication
Michael E. Gerber
Accountants are in the past, managers are in the present, and leaders are in the future.
Paul Orfalea (Copy This!: Lessons from a Hyperactive Dyslexic who Turned a Bright Idea Into One of America's Best Companies)
If your business doesn't have money set aside in a business savings account, then your business is extremely vulnerable to crisis. Your business has gotta put money aside as a safety precaution.
Hendrith Vanlon Smith Jr.
We’ll have to figure out a way to spend our money,” said Kaz. “What money?” said Jesper. “It all got poured into the Shu coffers. Like they needed it.” “Did it?” Nina’s eyes narrowed and Jesper saw a bit of her spirit return. “Stop playing around, Brekker, or I’ll send my unholy army of the dead after you.” Kaz shrugged. “I felt the Shu could manage with forty million.” “The thirty million Van Eck owed us—” murmured Jesper. “Four million kruge each. I’m giving Per Haskell’s share to Rotty and Specht. It will be laundered through one of the Dregs’ businesses before it passes back through the Gemensbank, but the funds should be in separate accounts for you by the end of the month.” He paused. “Matthias’ share will go to Nina. I know money doesn’t matter to—” “It matters,” said Nina. “I’ll find a way to make it matter. What will you do with your shares?” “Find a ship,” said Inej. “Put together a crew.” “Help run an empire,” said Jesper. “Try not to run it into the ground,” said Wylan. “And you, Kaz?” Nina asked. “Build something new,” he said with a shrug. “Watch it burn.
Leigh Bardugo (Crooked Kingdom (Six of Crows, #2))
The first step to solving any problem is to accept one’s own accountability for creating it.
Stan Slap
Maintaining good accounting records is vital to the successful management of a business. It's really good to be able to assess business-specific financial data to inform decisions. So every business should invest in good accounting software like Intuit, Quicken, or Freshbooks... Or any of the many apps out there.
Hendrith Vanlon Smith Jr.
For intuitive people, it can be exhausting having to constantly manage other people’s emotional needs on personal social media accounts.
Sam Owen (500 Relationships And Life Quotes: Bite-Sized Advice For Busy People)
You are a manager nonetheless who you are. There is a business worth keeping and you are the manager of that business. Yes, the business of your life. There is a big asset worth managing. Yes, your choices. As a manager of your own life, your choices are your assets. They form the pivot for the doom or boom of the business of your life. Some will be great managers and others will collapse the business of their lives by their choices or stay in mediocrity with the business of their lives.
Ernest Agyemang Yeboah (The Untapped Wonderer In You: dare to do the undone)
When considering the acquisition of new sources of revenue, the business must account for the costs that must be incurred prior to the acquisition, and the costs associated with the maintenance of that source of revenue.
Hendrith Vanlon Smith Jr.
Liquidity is important to investors. When opportunities arise, businesses need to have sufficient cash available in order to act on the opportunity promptly. Having sufficient cash available can also serve as protection against losses or a tool with which the business acquired solutions in the event of crises. We like to see that businesses have a sufficient amount of available cash.
Hendrith Vanlon Smith Jr.
Like technical debt, management debt is incurred when you make an expedient, short-term management decision with an expensive, long-term consequence. Like technical debt, the trade-off sometimes makes sense, but often does not. More important, if you incur the management debt without accounting for it, then you will eventually go management bankrupt. Like technical debt, management debt comes in too many different forms to elaborate entirely, but a few salient examples will help explain the concept. Here are three of the more popular types among startups: 1. Putting two in the box 2. Overcompensating a key employee, because she gets another job offer 3. No performance management or employee feedback process
Ben Horowitz (The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers)
Bad timekeeping will suck the life out of your bank account.
Colin Myles (5 Keys to Doing Business With The Right People)
Accountability is about one person taking responsibility. If two people are accountable for the same decision, no one is really accountable. —GLYN HOLTON, INVESTMENT RISK MANAGEMENT CONSULTANT
Josh Kaufman (The Personal MBA: Master the Art of Business)
The rationales for centralized, to-down decision making - control, direction, and compliance - melts away when individuals are tightly aligned with the company's values and goals, accountable for their actions, and self-regulated.
Dov Seidman (How: Why How We Do Anything Means Everything...in Business (and in Life))
A loser's true problem is not account size but overtrading and sloppy money management. He takes risks that are too big for his account size, however small or big. No matter how good his system may be, a streak of bad trades is sure to put him out of business.
Alexander Elder (The New Trading for a Living: Psychology, Discipline, Trading Tools and Systems, Risk Control, Trade Management (Wiley Trading))
1. Project What is the project? Why is it unique? Why is the business needed? Why will customers love your product? 2. Partners Who are you? Who are the partners? What are your educational backgrounds? How much experience do you all have? How are you and your partners qualified to make the project a success? 3. Financing What is the total cost of the project? How much debt and how much equity is there? Are partners investing their own money? What is the investor’s return and reward for their risk? What are the tax consequences? Who is your CFO or accounting firm? Who is responsible for investor communications? What is the investor’s exit? 4. Management Who is running your company? What is their experience? What is their track record? Have they ever failed? How does their experience relate to your industry? Do you believe this is the strongest management team you can assemble? Can you pitch them with confidence?
Donald J. Trump (Midas Touch)
In the workplace, Japanese women have low participation and low pay. Participation declines steeply with increasing level of responsibility. Whereas women account for 49% of Japanese university students and 45% of entry-level job holders, they account for only 14% of university faculty positions (versus 33%–44% in the U.S., United Kingdom, Germany, and France), 11% of middle-level to senior management positions, 2% of positions on boards of directors, 1% of business executive committee members, and less than 1% of CEOs. At those higher levels Japan lags behind all major industrial countries except (again) South Korea.
Jared Diamond (Upheaval: Turning Points for Nations in Crisis)
Entrepreneurs are everywhere. You don’t have to work in a garage to be in a startup. The concept of entrepreneurship includes anyone who works within my definition of a startup: a human institution designed to create new products and services under conditions of extreme uncertainty. That means entrepreneurs are everywhere and the Lean Startup approach can work in any size company, even a very large enterprise, in any sector or industry. 2. Entrepreneurship is management. A startup is an institution, not just a product, and so it requires a new kind of management specifically geared to its context of extreme uncertainty. In fact, as I will argue later, I believe “entrepreneur” should be considered a job title in all modern companies that depend on innovation for their future growth. 3. Validated learning. Startups exist not just to make stuff, make money, or even serve customers. They exist to learn how to build a sustainable business. This learning can be validated scientifically by running frequent experiments that allow entrepreneurs to test each element of their vision. 4. Build-Measure-Learn. The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere. All successful startup processes should be geared to accelerate that feedback loop. 5. Innovation accounting. To improve entrepreneurial outcomes and hold innovators accountable, we need to focus on the boring stuff: how to measure progress, how to set up milestones, and how to prioritize work. This requires a new kind of accounting designed for startups—and the people who hold them accountable.
Eric Ries (The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses)
Entrepreneurs who kept their day jobs had 33 percent lower odds of failure than those who quit. If you’re risk averse and have some doubts about the feasibility of your ideas, it’s likely that your business will be built to last. If you’re a freewheeling gambler, your startup is far more fragile. Like the Warby Parker crew, the entrepreneurs whose companies topped Fast Company’s recent most innovative lists typically stayed in their day jobs even after they launched. Former track star Phil Knight started selling running shoes out of the trunk of his car in 1964, yet kept working as an accountant until 1969. After inventing the original Apple I computer, Steve Wozniak started the company with Steve Jobs in 1976 but continued working full time in his engineering job at Hewlett-Packard until 1977. And although Google founders Larry Page and Sergey Brin figured out how to dramatically improve internet searches in 1996, they didn’t go on leave from their graduate studies at Stanford until 1998. “We almost didn’t start Google,” Page says, because we “were too worried about dropping out of our Ph.D. program.” In 1997, concerned that their fledgling search engine was distracting them from their research, they tried to sell Google for less than $2 million in cash and stock. Luckily for them, the potential buyer rejected the offer. This habit of keeping one’s day job isn’t limited to successful entrepreneurs. Many influential creative minds have stayed in full-time employment or education even after earning income from major projects. Selma director Ava DuVernay made her first three films while working in her day job as a publicist, only pursuing filmmaking full time after working at it for four years and winning multiple awards. Brian May was in the middle of doctoral studies in astrophysics when he started playing guitar in a new band, but he didn’t drop out until several years later to go all in with Queen. Soon thereafter he wrote “We Will Rock You.” Grammy winner John Legend released his first album in 2000 but kept working as a management consultant until 2002, preparing PowerPoint presentations by day while performing at night. Thriller master Stephen King worked as a teacher, janitor, and gas station attendant for seven years after writing his first story, only quitting a year after his first novel, Carrie, was published. Dilbert author Scott Adams worked at Pacific Bell for seven years after his first comic strip hit newspapers. Why did all these originals play it safe instead of risking it all?
Adam M. Grant (Originals: How Non-Conformists Move the World)
After several rounds of interviews with Google’s founders, they offered me a job. My bank account was diminishing quickly, so it was time to get back to paid employment, and fast. In typical—and yes, annoying—MBA fashion, I made a spreadsheet and listed my various opportunities in the rows and my selection criteria in the columns. I compared the roles, the level of responsibility, and so on. My heart wanted to join Google in its mission to provide the world with access to information, but in the spreadsheet game, the Google job fared the worst by far. I went back to Eric and explained my dilemma. The other companies were recruiting me for real jobs with teams to run and goals to hit. At Google, I would be the first “business unit general manager,” which sounded great except for the glaring fact that Google had no business units and therefore nothing to actually manage. Not only was the role lower in level than my other options, but it was entirely unclear what the job was in the first place. Eric responded with perhaps the best piece of career advice that I have ever heard. He covered my spreadsheet with his hand and told me not to be an idiot (also a great piece of advice). Then he explained that only one criterion mattered when picking a job—fast growth. When
Sheryl Sandberg (Lean In: Women, Work, and the Will to Lead)
As an example, the Visionary function’s five roles might be as follows (these are the most common): • New ideas/R&D • Creative problem solving • Major external relationships • Culture • Selling big deals The Integrator function’s five roles might be as follows (these are the most common): • Leading, Managing, and holding people Accountable (LMA) • Executing the business plan/P&L results • Integrating the other major functions • Resolving cross-functional issues • Communication across the organization
Gino Wickman (Rocket Fuel: The One Essential Combination That Will Get You More of What You Want from Your Business)
The divorce of control, or power, from ownership has been due in large part to the growth of public corporations. So long as a single person, family or comparatively small group held a substantial portion of the common shares of a corporation, the legal “owner” could control its affairs. Even if they no longer actually conducted the business, the operating managers were functioning as their accountable agents. But when the enterprise became more vast in scope and at the same time, the stock certificates became spread in small bundles among thousands of persons, the managers were gradually released from subordination to the nominal owners. De facto control passed, for the most part, to non-owning management.
James Burnham (The Managerial Revolution: What is Happening in the World)
with a minimum of formal discipline. A well-respected sergeant can become ‘king of the company’ and exercise authority even over commissioned officers. A small family business can survive and flourish without a board of directors, a CEO or an accounting department. But once the threshold of 150 individuals is crossed, things can no longer work that way. You cannot run a division with thousands of soldiers the same way you run a platoon. Successful family businesses usually face a crisis when they grow larger and hire more personnel. If they cannot reinvent themselves, they go bust. How did Homo sapiens manage to cross this critical threshold, eventually founding cities comprising tens of thousands of inhabitants
Yuval Noah Harari (Sapiens: A Brief History of Humankind)
To be sure, the cost of managing capital and of “formal” financial intermediation (that is, the investment advice and portfolio management services provided by a bank or official financial institution or real estate agency or managing partner) is obviously taken into account and deducted from the income on capital in calculating the average rate of return (as presented here). But this is not the case with “informal” financial intermediation: every investor spends time—in some cases a lot of time—managing his own portfolio and affairs and determining which investments are likely to be the most profitable. This effort can in certain cases be compared to genuine entrepreneurial labor or to a form of business activity.
Thomas Piketty (Capital in the Twenty-First Century)
One remarkable part of the SnapTax story is what the team leaders said when I asked them to account for their unlikely success. Did they hire superstar entrepreneurs from outside the company? No, they assembled a team from within Intuit. Did they face constant meddling from senior management, which is the bane of innovation teams in many companies? No, their executive sponsors created an “island of freedom” where they could experiment as necessary. Did they have a huge team, a large budget, and lots of marketing dollars? Nope, they started with a team of five. What allowed the SnapTax team to innovate was not their genes, destiny, or astrological signs but a process deliberately facilitated by Intuit’s senior management.
Eric Ries (The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses)
The pattern, as well as magnitude, of foreign economic activity in Russia provides clues to the sources of Russian economic backwardness. The foreigners specialized in providing what the Russians most lacked—technical and scientific skills, efficient and honest management and, to a secondary extent, capital. Russian managers were notorious for their inefficiency and corruption. A French observer in 1904 referred to "the extraordinary waste—to be polite—that reigns among Russian administrators."210 Even after trained Russians began to emerge over the years into increasingly responsible positions, foreign firms were careful not to use Russian accountants.211 This business corruption mirrored a pervasive corruption in the czarist government,212 which was by no means stamped out under the Communists213 or in the post-Soviet era.
Thomas Sowell (Conquests and Cultures: An International History)
Isabella Di Fabio Secret Story Social Media Features Immediacy: the immediate form of communication through Social Media, allows faster interaction and favors a close relationship between friends, family and the company itself. Personalization: consists of fully adapting to the tastes and personality of the user, also allowing direct interaction with other users and even with business accounts, by an administrator or Community Manager. In this way, the networking experience is intimate and unique. Connectivity: the connectivity of new technologies has been used by Social Media, to have a presence in almost all gadgets: computer, tablets, smartphones ... The presence of a company or an individual in social networks can be seen as a requirement to reach new audiences. Massivity: it is one of the great attractions of Social Media. The main social networks have millions of users worldwide, to whom we can present our content in the form of advertising or news.
Isabella Di Fabio
A startling thought this, that a woman could handle business matters as well as or better than a man, a revolutionary thought to Scarlett who had been reared in the tradition that men were omniscient and women none too bright. Of course, she had discovered that this was not altogether true but the pleasant fiction still stuck in her mind. Never before had she put this remarkable idea into words. She sat quite still, with the heavy book across her lap, her mouth a little open with surprise, thinking that during the lean months at Tara she had done a man’s work and done it well. She had been brought up to believe that a woman alone could accomplish nothing, yet she had managed the plantation without men to help her until Will came. Why, why, her mind stuttered, I believe women could manage everything in the world without men’s help—except having babies, and God knows, no woman in her right mind would have babies if she could help it. With the idea that she was as capable as a man came a sudden rush of pride and a violent longing to prove it, to make money for herself as men made money. Money which would be her own, which she would neither have to ask for nor account for to any man.
Margaret Mitchell (Gone with the Wind)
This new religion has had a decisive influence on the development of modern science, too. Scientific research is usually funded by either governments or private businesses. When capitalist governments and businesses consider investing in a particular scientific project, the first questions are usually, ‘Will this project enable us to increase production and profits? Will it produce economic growth?’ A project that can’t clear these hurdles has little chance of finding a sponsor. No history of modern science can leave capitalism out of the picture. Conversely, the history of capitalism is unintelligible without taking science into account. Capitalism’s belief in perpetual economic growth flies in the face of almost everything we know about the universe. A society of wolves would be extremely foolish to believe that the supply of sheep would keep on growing indefinitely. The human economy has nevertheless managed to keep on growing throughout the modern era, thanks only to the fact that scientists come up with another discovery or gadget every few years – such as the continent of America, the internal combustion engine, or genetically engineered sheep. Banks and governments print money, but ultimately, it is the scientists who foot the bill.
Yuval Noah Harari (Sapiens: A Brief History of Humankind)
President and Chief Operating Officer (COO), accountable for the overall achievement of the Strategic Objective and reporting to the SHAREHOLDERS who include, on an equal basis, Jack and Murray. • Vice-President/Marketing, accountable for finding customers and finding new ways to provide customers with the satisfactions they derive from widgets, at lower cost, and with greater ease, and reporting to the COO. • Vice-President/Operations, accountable for keeping customers by delivering to them what is promised by Marketing, and for discovering new ways of assembling widgets, at lower cost, and with greater efficiency so as to provide the customer with better service, reporting to the COO. • Vice-President/Finance, accountable for supporting both Marketing and Operations in the fulfillment of their accountabilities by achieving the company’s profitability standards, and by securing capital whenever it’s needed, and at the best rates, also reporting to the COO. • Reporting to the Vice-President/Marketing are two positions: Sales Manager and Advertising/Research Manager. • Reporting to the Vice-President/Operations are three positions: Production Manager, Service Manager, and Facilities Manager. • Reporting to the Vice-President/Finance are two positions: Accounts Receivable Manager and Accounts Payable Manager.
Michael E. Gerber (The E-Myth Revisited: Why Most Small Businesses Don't Work and What to Do About It)
Many college courses in the humanities focus on discussion over lecture. Students read course material ahead of time and have a discussion in class. Harvard Business School took this to the extreme by pioneering case-based learning more than a hundred years ago, and many business schools have since followed suit. There are no lectures there, not even in subjects like accounting or finance. Students read a ten-to twenty-page description of a particular company’s or person’s circumstance—called a “case”—on their own time and then participate in a discussion/debate in class (where attendance is mandatory). Professors are there to facilitate the discussion, not to dominate it. I can tell you from personal experience that despite there being eighty students in the room, you cannot zone out. Your brain is actively processing what your peers are saying while you try to come to your own conclusions so that you can contribute during the entire eighty-minute session. The time goes by faster than you want it to; students are more engaged than in any traditional classroom I’ve ever been a part of. Most importantly, the ideas that you and your peers collectively generate stick. To this day, comments and ways of thinking about a problem that my peers shared with me (or that I shared during class) nearly ten years ago come back to me as I try to help manage the growth and opportunities surrounding the Khan Academy.
Salman Khan (The One World Schoolhouse: Education Reimagined)
Managerial abilities, bureaucratic skills, technical expertise, and political talent are all necessary, but they can be applied only to goals that have already been defined by military policies, broad and narrow. And those policies can be only as good as strategy, operational art of war, tactical thought, and plain military craft that have gone into their making. At present, the defects of structure submerge or distort strategy and operational art, they out rightly suppress tactical ingenuity, and they displace the traditional insights and rules of military craft in favor of bureaucratic preferences, administrative convenience, and abstract notions of efficiency derived from the world of business management. First there is the defective structure for making of military decisions under the futile supervision of the civilian Defense Department; then come the deeply flawed defense policies and military choices, replete with unnecessary costs and hidden risks; finally there come the undoubted managerial abilities, bureaucratic skills, technical expertise, and political talents, all applied to achieve those flawed policies and to implement those flawed choices. By this same sequence was the fatally incomplete Maginot Line built, as were all the Maginot Lines of history, each made no better by good government, technical talent, careful accounting, or sheer hard work. Hence the futility of all the managerial innovations tried in the Pentagon over the years. In the purchasing of weapons, for example, “total package” procurement, cost plus incentive contracting, “firm fixed price” purchasing have all been introduced with much fanfare, only to be abandoned, retried, and repudiated once again. And each time a new Secretary of Defense arrives, with him come the latest batch of managerial innovations, many of them aimed at reducing fraud, waste, and mismanagement-the classic trio endlessly denounced in Congress, even though they account for mere percentage points in the total budget, and have no relevance at all to the failures of combat. The persistence of the Administrator’s Delusion has long kept the Pentagon on a treadmill of futile procedural “reforms” that have no impact at all on the military substance of our defense. It is through strategy, operational art, tactical ingenuity, and military craft that the large savings can be made, and the nation’s military strength greatly increased, but achieving long-overdue structural innovations, from the central headquarters to the combat forces, from the overhead of bases and installations to the current purchase of new weapons. Then, and only then, will it be useful to pursue fraud, waste, and mismanagement, if only to save a few dollars more after the billions have already been saved. At present, by contrast, the Defense Department administers ineffectively, while the public, Congress, and the media apply their energies to such petty matters as overpriced spare parts for a given device in a given weapon of a given ship, overlooking at the same time the multibillion dollar question of money spent for the Navy as a whole instead of the Army – whose weakness diminishes our diplomatic weight in peacetime, and which could one day cause us to resort to nuclear weapons in the face of imminent debacle. If we had a central military authority and a Defense Department capable of strategy, we should cheerfully tolerate much fraud, waste, and mismanagement; but so long as there are competing military bureaucracies organically incapable of strategic combat, neither safety nor economy will be ensured, even if we could totally eliminate every last cent of fraud, waste, and mismanagement.
Edward N. Luttwak
Oh, it’s perfectly safe to handle if somebody else has triggered the curse and you took it from their still-smoking body.” Eve paused. “Or if they sold it to you.” “You bought it, didn’t you?” Imp walked towards her. “Didn’t you?” “I think so. I may have screwed up that side of things,” Eve admitted. “It’s unclear.” “What’s unclear?” “It was up for auction: obvs, right? But it’s not clear that the person auctioning the location of the manuscript actually owned what they were selling, that’s the thing. Also, ancient death spells and intellectual property law don’t always play nice together. I, uh, my boss has a standard procedure he has me follow in cases of handling blackmail and extortion. We pay the ransom, then once we’ve destroyed the threat I repossess the payment from the blackmailer’s bank account. Via a Transnistrian mafiya underwriter—” This time it was Wendy who interrupted: “The Russian mafiya has underwriters?” “Transnistrian, please, and yes, criminal business models are inherently expensive because they have to pay for their own guard labor—there are no tax overheads, but no police protection for carrying out business, either—so of course they evolved parallel structures for risk management, mostly by embedding the risk in a concrete slab and dumping it in the harbor—anyway. At what stage does the book consider itself to have been legitimately acquired? And by whom? Is it safe for you to handle it, as my employee? What about as an independent freelance contractor not subject to the HMRC IR35 regulations? Am I an acceptable proxy for Bigge Enterprises, a Scottish Limited Liability Partnership domiciled in the Channel Islands, in the view of a particularly dim-witted nineteenth-century death spell attached to a codex bound in human skin by a mad inquisitor? It’s like digital rights management magic, only worse.
Charles Stross (Dead Lies Dreaming (Laundry Files #10; The New Management, #1))
We came to the city because we wished to live haphazardly, to reach for only the least realistic of our desires, and to see if we could not learn what our failures had to teach, and not, when we came to live, discover that we had never died. We wanted to dig deep and suck out all the marrow of life, to be overworked and reduced to our last wit. And if our bosses proved mean, why then we’d evoke their whole and genuine meanness afterward over vodka cranberries and small batch bourbons. And if our drinking companions proved to be sublime then we would stagger home at dawn over the Old City cobblestones, into hot showers and clean shirts, and press onward until dusk fell again. For the rest of the world, it seemed to us, had somewhat hastily concluded that it was the chief end of man to thank God it was Friday and pray that Netflix would never forsake them. Still we lived frantically, like hummingbirds; though our HR departments told us that our commitments were valuable and our feedback was appreciated, our raises would be held back another year. Like gnats we pestered Management— who didn’t know how to use the Internet, whose only use for us was to set up Facebook accounts so they could spy on their children, or to sync their iPhones to their Outlooks, or to explain what tweets were and more importantly, why— which even we didn’t know. Retire! we wanted to shout. We ha Get out of the way with your big thumbs and your senior moments and your nostalgia for 1976! We hated them; we wanted them to love us. We wanted to be them; we wanted to never, ever become them. Complexity, complexity, complexity! We said let our affairs be endless and convoluted; let our bank accounts be overdrawn and our benefits be reduced. Take our Social Security contributions and let it go bankrupt. We’d been bankrupt since we’d left home: we’d secure our own society. Retirement was an afterlife we didn’t believe in and that we expected yesterday. Instead of three meals a day, we’d drink coffee for breakfast and scavenge from empty conference rooms for lunch. We had plans for dinner. We’d go out and buy gummy pad thai and throat-scorching chicken vindaloo and bento boxes in chintzy, dark restaurants that were always about to go out of business. Those who were a little flush would cover those who were a little short, and we would promise them coffees in repayment. We still owed someone for a movie ticket last summer; they hadn’t forgotten. Complexity, complexity. In holiday seasons we gave each other spider plants in badly decoupaged pots and scarves we’d just learned how to knit and cuff links purchased with employee discounts. We followed the instructions on food and wine Web sites, but our soufflés sank and our baked bries burned and our basil ice creams froze solid. We called our mothers to get recipes for old favorites, but they never came out the same. We missed our families; we were sad to be rid of them. Why shouldn’t we live with such hurry and waste of life? We were determined to be starved before we were hungry. We were determined to be starved before we were hungry. We were determined to decrypt our neighbors’ Wi-Fi passwords and to never turn on the air-conditioning. We vowed to fall in love: headboard-clutching, desperate-texting, hearts-in-esophagi love. On the subways and at the park and on our fire escapes and in the break rooms, we turned pages, resolved to get to the ends of whatever we were reading. A couple of minutes were the day’s most valuable commodity. If only we could make more time, more money, more patience; have better sex, better coffee, boots that didn’t leak, umbrellas that didn’t involute at the slightest gust of wind. We were determined to make stupid bets. We were determined to be promoted or else to set the building on fire on our way out. We were determined to be out of our minds.
Kristopher Jansma (Why We Came to the City)
Neamh. Evie. Neamh. Evie. Lend, Lend, Lend. Neamh. Evie. “What are you doing, my love?” I scowled at Reth for breaking my concentration. “Thinking. Shut up.” The Light Queen was speechifying up on a podium made of liquid light, her radiance bathing all the faeries in a glow that was nearly overpowering. Within a few seconds of being around this much faerie glamour I was having a hard time seeing straight and found myself slack-jawed and dazed. Thus, the name equivalent of pinching myself. I realized at some point she had stopped talking, and now every single set of faerie eyes—a few hundred of them—were trained intently on me. “Oh, uh, hey.” I waved. “What did I miss?” I whispered to Reth. “You’re supposed to tell us how to convince the Dark Court to join us.” “I—What? Seriously? I’m only here to make sure everything happens. I thought the queen would have a plan! I’m a glorified doorman. I open the gate, I close the gate. Nowhere in my job description of Empty One does it say I also manage to convince a mob of anti-Evie faeries to saunter through the gate.” Reth smiled. “And just when she’d finished praising human ingenuity and assuring us that everything will work out according to plan.” “Yes! Plan! Her plan! Gosh, you guys are sucking it up all over the place. Aren’t you supposed to have these things in place for centuries, or were you too busy writing pretty little poems to describe the plans that you never bothered actually making them?” His golden eyes, now with fine lines around them, twinkled with amusement. “We had a plan, my love. I was to fill you up and you were to open a fate for us immediately. But I seem to recall you doing everything in your power to resist and change that plan. So now we’ve had to account for all the other creatures from our world and conform to your requirements. I think you’ll find that we fey, while obviously superior in nearly every way, are not quite as adaptable as temporary creatures. If you want improvisations, you’ll have to provide it yourself.
Kiersten White (Endlessly (Paranormalcy, #3))
Two nights after the Chaworth ball, Gabriel practiced at the billiards table in the private apartments above Jenner's. The luxurious rooms, which had once been occupied by his parents in the earlier days of their marriage, were now reserved for the convenience of the Challon family. Raphael, one of his younger brothers, usually lived at the club, but at the moment was on an overseas trip to America. He'd gone to source and purchase a large quantity of dressed pine timber on behalf of a Challon-owned railway construction company. American pine, for its toughness and elasticity, was used as transom ties for railways, and it was in high demand now that native British timber was in scarce supply. The club wasn't the same without Raphael's carefree presence, but spending time alone here was better than the well-ordered quietness of his terrace at Queen's Gate. Gabriel relished the comfortably masculine atmosphere, spiced with scents of expensive liquor, pipe smoke, oiled Morocco leather upholstery, and the acrid pungency of green baize cloth. The fragrance never failed to remind him of the occasions in his youth when he had accompanied his father to the club. For years, the duke had gone almost weekly to Jenner's to meet with managers and look over the account ledgers. His wife Evie had inherited it from her father, Ivo Jenner, a former professional boxer. The club was an inexhaustible financial engine, its vast profits having enabled the duke to improve his agricultural estates and properties, and accumulate a sprawling empire of investments. Gaming was against the law, of course, but half of Parliament were members of Jenner's, which had made it virtually exempt from prosecution. Visiting Jenner's with his father had been exciting for a sheltered boy. There had always been new things to see and learn, and the men Gabriel had encountered were very different from the respectable servants and tenants on the estate. The patrons and staff at the club had used coarse language and told bawdy jokes, and taught him card tricks and flourishes. Sometimes Gabriel had perched on a tall stool at a circular hazard table to watch high-stakes play, with his father's arm draped casually across his shoulders. Tucked safely against the duke's side, Gabriel had seen men win or lose entire fortunes in a single night, all on the tumble of dice.
Lisa Kleypas (Devil in Spring (The Ravenels, #3))
In the wake of the Cognitive Revolution, gossip helped Homo sapiens to form larger and more stable bands. But even gossip has its limits. Sociological research has shown that the maximum ‘natural’ size of a group bonded by gossip is about 150 individuals. Most people can neither intimately know, nor gossip effectively about, more than 150 human beings. Even today, a critical threshold in human organisations falls somewhere around this magic number. Below this threshold, communities, businesses, social networks and military units can maintain themselves based mainly on intimate acquaintance and rumour-mongering. There is no need for formal ranks, titles and law books to keep order. 3A platoon of thirty soldiers or even a company of a hundred soldiers can function well on the basis of intimate relations, with a minimum of formal discipline. A well-respected sergeant can become ‘king of the company’ and exercise authority even over commissioned officers. A small family business can survive and flourish without a board of directors, a CEO or an accounting department. But once the threshold of 150 individuals is crossed, things can no longer work that way. You cannot run a division with thousands of soldiers the same way you run a platoon. Successful family businesses usually face a crisis when they grow larger and hire more personnel. If they cannot reinvent themselves, they go bust. How did Homo sapiens manage to cross this critical threshold, eventually founding cities comprising tens of thousands of inhabitants and empires ruling hundreds of millions? The secret was probably the appearance of fiction. Large numbers of strangers can cooperate successfully by believing in common myths. Any large-scale human cooperation – whether a modern state, a medieval church, an ancient city or an archaic tribe – is rooted in common myths that exist only in people’s collective imagination. Churches are rooted in common religious myths. Two Catholics who have never met can nevertheless go together on crusade or pool funds to build a hospital because they both believe that God was incarnated in human flesh and allowed Himself to be crucified to redeem our sins. States are rooted in common national myths. Two Serbs who have never met might risk their lives to save one another because both believe in the existence of the Serbian nation, the Serbian homeland and the Serbian flag. Judicial systems are rooted in common legal myths. Two lawyers who have never met can nevertheless combine efforts to defend a complete stranger because they both believe in the existence of laws, justice, human rights – and the money paid out in fees.
Yuval Noah Harari (Sapiens: A Brief History of Humankind)
Collateral Capacity or Net Worth? If young Bill Gates had knocked on your door asking you to invest $10,000 in his new company, Microsoft, could you get your hands on the money? Collateral capacity is access to capital. Your net worth is irrelevant if you can’t access any of the money. Collateral capacity is my favorite wealth concept. It’s almost like having a Golden Goose! Collateral can help a borrower secure loans. It gives the lender the assurance that if the borrower defaults on the loan, the lender can repossess the collateral. For example, car loans are secured by cars, and mortgages are secured by homes. Your collateral capacity helps you to avoid or minimize unnecessary wealth transfers where possible, and accumulate an increasing pool of capital providing accessibility, control and uninterrupted compounding. It is the amount of money that you can access through collateralizing a loan against your money, allowing your money to continue earning interest and working for you. It’s very important to understand that accessibility, control and uninterrupted compounding are the key components of collateral capacity. It’s one thing to look good on paper, but when times get tough, assets that you can’t touch or can’t convert easily to cash, will do you little good. Three things affect your collateral capacity: ① The first is contributions into savings and investment accounts that you can access. It would be wise to keep feeding your Golden Goose. Often the lure of higher return potential also brings with it lack of liquidity. Make sure you maintain a good balance between long-term accounts and accounts that provide immediate liquidity and access. ② Second is the growth on the money from interest earned on the money you have in your account. Some assets earn compound interest and grow every year. Others either appreciate or depreciate. Some accounts could be worth a great deal but you have to sell or close them to access the money. That would be like killing your Golden Goose. Having access to money to make it through downtimes is an important factor in sustaining long-term growth. ③ Third is the reduction of any liens you may have against these accounts. As you pay off liens against your collateral positions, your collateral capacity will increase allowing you to access more capital in the future. The goose never quit laying golden eggs – uninterrupted compounding. Years ago, shortly after starting my first business, I laughed at a banker that told me I needed at least $25,000 in my business account in order to borrow $10,000. My business owner friends thought that was ridiculously funny too. We didn’t understand collateral capacity and quite a few other things about money.
Annette Wise
Unconditional blame is the tendency to explain all difficulties exclusively as the consequence of forces beyond your influence, to see yourself as an absolute victim of external circumstances. Every person suffers the impact of factors beyond his control, so we are all, in a sense, victims. We are not, however, absolute victims. We have the ability to respond to our circumstances and influence how they affect us. In contrast, the unconditional blamer defines his victim-identity by his helplessness, disowning any power to manage his life and assigning causality only to that which is beyond his control. Unconditional blamers believe that their problems are always someone else’s fault, and that there’s nothing they could have done to prevent them. Consequently, they believe that there’s nothing they should do to address them. Unconditional blamers feel innocent, unfairly burdened by others who do things they “shouldn’t” do because of maliciousness or stupidity. According to the unconditional blamer, these others “ought” to fix the problems they created. Blamers live in a state of self-righteous indignation, trying to control people around them with their accusations and angry demands. What the unconditional blamer does not see is that in order to claim innocence, he has to relinquish his power. If he is not part of the problem, he cannot be part of the solution. In fact, rather than being the main character of his life, the blamer is a spectator. Watching his own suffering from the sidelines, he feels “safe” because his misery is always somebody else’s fault. Blame is a tranquilizer. It soothes the blamer, sheltering him from accountability for his life. But like any drug, its soothing effect quickly turns sour, miring him in resignation and resentment. In order to avoid anxiety and guilt, the blamer must disown his freedom and power and see himself as a plaything of others. The blamer feels victimized at work. His job is fraught with letdowns, betrayals, disappointments, and resentments. He feels that he is expected to fix problems he didn’t create, yet his efforts are never recognized. So he shields himself with justifications. Breakdowns are never his fault, nor are solutions his responsibility. He is not accountable because it is always other people who failed to do what they should have done. Managers don’t give him direction as they should, employees don’t support him as they should, colleagues don’t cooperate with him as they should, customers demand much more than they should, suppliers don’t respond as they should, senior executives don’t lead the organization as they should, administration systems don’t work as they should—the whole company is a mess. In addition, the economy is weak, the job market tough, the taxes confiscatory, the regulations crippling, the interest rates exorbitant, and the competition fierce (especially because of those evil foreigners who pay unfairly low wages). And if it weren’t difficult enough to survive in this environment, everybody demands extraordinary results. The blamer never tires of reciting his tune, “Life is not fair!
Fred Kofman (Conscious Business: How to Build Value through Values)
SELF-MANAGEMENT Trust We relate to one another with an assumption of positive intent. Until we are proven wrong, trusting co-workers is our default means of engagement. Freedom and accountability are two sides of the same coin. Information and decision-making All business information is open to all. Every one of us is able to handle difficult and sensitive news. We believe in collective intelligence. Nobody is as smart as everybody. Therefore all decisions will be made with the advice process. Responsibility and accountability We each have full responsibility for the organization. If we sense that something needs to happen, we have a duty to address it. It’s not acceptable to limit our concern to the remit of our roles. Everyone must be comfortable with holding others accountable to their commitments through feedback and respectful confrontation. WHOLENESS Equal worth We are all of fundamental equal worth. At the same time, our community will be richest if we let all members contribute in their distinctive way, appreciating the differences in roles, education, backgrounds, interests, skills, characters, points of view, and so on. Safe and caring workplace Any situation can be approached from fear and separation, or from love and connection. We choose love and connection. We strive to create emotionally and spiritually safe environments, where each of us can behave authentically. We honor the moods of … [love, care, recognition, gratitude, curiosity, fun, playfulness …]. We are comfortable with vocabulary like care, love, service, purpose, soul … in the workplace. Overcoming separation We aim to have a workplace where we can honor all parts of us: the cognitive, physical, emotional, and spiritual; the rational and the intuitive; the feminine and the masculine. We recognize that we are all deeply interconnected, part of a bigger whole that includes nature and all forms of life. Learning Every problem is an invitation to learn and grow. We will always be learners. We have never arrived. Failure is always a possibility if we strive boldly for our purpose. We discuss our failures openly and learn from them. Hiding or neglecting to learn from failure is unacceptable. Feedback and respectful confrontation are gifts we share to help one another grow. We focus on strengths more than weaknesses, on opportunities more than problems. Relationships and conflict It’s impossible to change other people. We can only change ourselves. We take ownership for our thoughts, beliefs, words, and actions. We don’t spread rumors. We don’t talk behind someone’s back. We resolve disagreements one-on-one and don’t drag other people into the problem. We don’t blame problems on others. When we feel like blaming, we take it as an invitation to reflect on how we might be part of the problem (and the solution). PURPOSE Collective purpose We view the organization as having a soul and purpose of its own. We try to listen in to where the organization wants to go and beware of forcing a direction onto it. Individual purpose We have a duty to ourselves and to the organization to inquire into our personal sense of calling to see if and how it resonates with the organization’s purpose. We try to imbue our roles with our souls, not our egos. Planning the future Trying to predict and control the future is futile. We make forecasts only when a specific decision requires us to do so. Everything will unfold with more grace if we stop trying to control and instead choose to simply sense and respond. Profit In the long run, there are no trade-offs between purpose and profits. If we focus on purpose, profits will follow.
Frederic Laloux (Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness)
Working Group Strong, clearly focused leader Individual accountability The group’s purpose is the same as the broader organizational mission Individual work products Runs efficient meetings Measures its effectiveness indirectly by its influence on others (such as financial performance of the business) Discusses, decides, and delegates Team Shared leadership roles Individual and mutual accountability Specific team purpose that the team itself delivers Collective work products Encourages open-ended discussion and active problem-solving meetings Measures performance directly by assessing collective work products Discusses, decides, and does real work together
Harvard Business School Press (HBR's 10 Must Reads on Managing People (with featured article "Leadership That Gets Results," by Daniel Goleman))
Tell me about your last conversation with the account,” my manager would say. Then he would run through the drill: “Who are we meeting with? Describe each person’s behavioral style. What is important to each person attending this sales call? Why do they think we are here today? What is going on in their business that I need to know about? What is your main objective today? What is a ‘win’ for us walking out of here? Tell me your plan for the call. How are you going to handle introducing our new offering? What role would you like me to play? Where are we vulnerable? What is our Achilles’ heel? Which competitors are involved here? Who is more entrenched? How do you like my tie? I wore it just to help you close this sale today. Don’t forget your breath mints. May the force be with you.
Mike Weinberg (New Sales. Simplified.: The Essential Handbook for Prospecting and New Business Development)
IT—especially with its role so greatly enlarged by the arrival of the Internet—has changed not only how we work and conduct business, but also how we (and our customers) play, how we consume, and how we educate our next generations. And yet the IT phenomenon, so evident in the expenditures of every organization, has not yet achieved management attention equal to other areas, such as finance, marketing, operations, and human resources. In far too many companies, IT remains a black box that business managers rarely try to see inside. When business managers do engage in IT discussions, often they bring little expertise to bear. Few feel apologetic about their IT inadequacies. But the time is coming when “I’m not an IT person” will be no more adequate as a manager’s defense in the aftermath of a major corporate problem than Jeff Skilling’s now notorious “I’m not an accountant”—that CEOs effort to explain his failure to foresee or prevent Enron’s spectacular implosion.
Robert D. Austin (Adventures of an IT Leader)
A team is a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.
Harvard Business School Press (HBR's 10 Must Reads on Managing People (with featured article "Leadership That Gets Results," by Daniel Goleman))
Like other enterprises, the numbers game required management, accounting, marketing, organization and the services of lawyers, many of whom were Black. The numbers game spawned many auxiliary businesses. One of the biggest was the Dream Book industry. A dream book, which gave betting suggestions or “spiritually divined numbers”, was as essential to the numbers game as a racing form was to the horse races and most of
John W. Harshaw (Bankers, Writers and Runners: Playing The Numbers In Cincinnati)
Nothing was more valuable than “windshield time” with my manager riding shotgun in my car. He would alternate between preaching sales theory to quizzing me about product knowledge or what was happening at each of my key customers. When we would pull up to an account, he always insisted I drive around the building. He would say, “You can learn a lot more about a business by watching what’s going in and out of the back door than the front door.” So, of course, twenty-two years later, I’m still sneaking around the back before sales calls and mentoring salespeople to do the same.
Mike Weinberg (New Sales. Simplified.: The Essential Handbook for Prospecting and New Business Development)
Has a clear objective for the copy, e.g. acquiring prospects, making sales        Is very specifically targeted to a buyer, e.g. Plant Manager or Human Resource VP        Contains less hype than typical B2C marketing        Has a 50/50 focus on features and benefits        Takes into account the personal needs as well as the business needs of the buyer        Educates the buyer        Uses attention-grabbing headlines        Highlights the prospect’s problem, need or aspiration        Positions your product, service or offer as
Greg Jordan (The B2B Marketing Booster Shot)
Grimm always used rabbits, on account of a grudge he had with the Easter Bunny. I’d had a pet rabbit when I was little, and the first time I saw an augury I think I managed to throw up and faint at the same time. After that, Grimm had it done without me. Not that it mattered. After six years in this business, I’d gut Thumper himself for an ounce of Glitter.
J.C. Nelson (Free Agent (Grimm Agency, #1))
Managers and owners need to remember, however, that accounting is but an aid to business thinking, never a substitute for it.” -1986 letter
Mark Gavagan (Gems from Warren Buffett - Wit and Wisdom from 34 Years of Letters to Shareholders)
A great leader, one who applies bright spot analysis, does not trust sales managers to know who their top performers are. Yes, that is blasphemy, but sales managers are people too, and hold biases due to personal relationships and past performance. The right first step is to stack rank account executives by recent performance
Dave McKinsey (Strategic Storytelling: How to Create Persuasive Business Presentations)
What I believe has happened in American businesses since the 1950s is that managers and operating personnel at all levels have lost sight of people, customers, and processes as top management has turned everyone’s attention to accounting results.
H. Thomas Johnson (Relevance Regained)
MANAGING STRICTLY BY NUMBERS IS LIKE PAINTING BY NUMBERS Some things that you want to encourage will be quantifiable, and some will not. If you report on the quantitative goals and ignore the qualitative ones, you won’t get the qualitative goals, which may be the most important ones. Management purely by numbers is sort of like painting by numbers—it’s strictly for amateurs. At HP, the company wanted high earnings now and in the future. By focusing entirely on the numbers, HP got them now by sacrificing the future. Note that there were many numbers as well as more qualitative goals that would have helped:   Was our competitive win rate increasing or declining?   Was customer satisfaction rising or falling?   What did our own engineers think of the products? By managing the organization as though it were a black box, some divisions at HP optimized the present at the expense of their downstream competitiveness. The company rewarded managers for achieving short-term objectives in a manner that was bad for the company. It would have been better to take into account the white box. The white box goes beyond the numbers and gets into how the organization produced the numbers. It penalizes managers who sacrifice the future for the short term and rewards those who invest in the future even if that investment cannot be easily measured. CLOSING THOUGHT It is easy to see that there are many ways for leaders to be misinterpreted. To get things right, you must recognize that anything you measure automatically creates a set of employee behaviors. Once you determine the result you want, you need to test the description of the result against the employee behaviors that the description will likely create. Otherwise, the side-effect behaviors may be worse than the situation you were trying to fix.
Ben Horowitz (The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers)
rewritemen,64 movie and TV critics, business columnists, golf writers, assistant managing editors, or the expense accounts that have sent 4,000 reporters to Rome to cover
Jeff Jarvis (Geeks Bearing Gifts: Imagining New Futures for News)
As we try to learn from the past, we form patterns of thinking based on our experiences, not realizing that the things that happened have an unfair advantage over the things that didn’t. In other words, we can’t see the alternatives that might well have happened if not for some small chance event. When a bad thing happens, people will draw conclusions that might include conspiracy or forces acting against them or, conversely, if a good thing happens, that they are brilliant and deserving. But these kinds of misperceptions ultimately deceive us. And this has consequences in business—and for the way we manage. When companies are successful, it is natural to assume that this is a result of leaders making shrewd decisions. Those leaders go forward believing that they have figured out the key to building a thriving company. In fact, randomness and luck played a key role in that success. If you run a business that is covered with any frequency by the media, you may face another challenge. Journalists tend to look for patterns that can be explained in a relatively small number of words. If you haven’t done the work of teasing apart what is random and what you have intentionally set in motion, you will be overly influenced by the analysis of outside observers, which is often oversimplified. When managing a company that is often in the news, as Pixar is, we must be careful not to believe our own hype. I say this knowing that it is difficult to resist, especially when we are flying high and tempted to think we have done everything right. But the truth is, I have no way of accounting for all of the factors involved in any given success, and whenever I learn more, I have to revise what I think. That’s not a weakness or a flaw. That’s reality.
Ed Catmull (Creativity, Inc.: an inspiring look at how creativity can - and should - be harnessed for business success by the founder of Pixar)
Like technical debt, management debt is incurred when you make an expedient, short-term management decision with an expensive, long-term consequence. Like technical debt, the trade-off sometimes makes sense, but often does not. More important, if you incur the management debt without accounting for it, then you will eventually go management bankrupt.
Ben Horowitz (The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers)
Burr was talking about justice. "When I get to run the world," he announced comfortably to the steaming lake, "I'm going to hold the Nuremberg Trials Part Two. I'm going to get all the arms dealers and shit scientists, and all the smooth salesmen who push the crazies one step further than they thought of going, because it's good for business, and all the lying politicians and the lawyers and accountants and bankers, and I'm going to put them in the dock to answer for their lives. And you know what they'll say? 'If we hadn't done it someone else would have.' And you know what I'll say? I'll say, 'Oh, I see. And if you hadn't raped the girl some other fellow would have raped her. And that's your justification for rape. Noted.' Then I'd napalm the lot of them. Fizz.
John le Carré (The Night Manager)
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Poin Of sale place
I'm a frightful example of what happens to those who step out of line...When people talk about spongers, they forget the contribution we make to the upholding of the status quo. I am a walking, staggering cattle prod, frightening the Reeboked animals into manageable herds, so that the ordered life of Western society may continue undisrupted. I am, if you will, a sort of policeman. As a responsible citizen I spend my meagre Giro benefit on high-duty items like cigarettes and spirits so most of the money the government allows me is ploughed straight back into its coffers. The remainder I spread like a thin fertilizer over the parched hard pressed land of small businesses - corner shops, pizza parlours and low-grade supermarkets. Even, God help them, those 'worse off than myself' get a look in since what few clothes I own are provided by jumble sales and charity shops. Furthermore, when I die, I shall leave no burgeoning bank account. Whatever may pass through the hands of a waster remains permanently in circulation since he has neither the means nor the pre-disposition to save - in effect, a congenital waster is as lean, fit and economically viable as the most stringently run software corporation.
Ian Pattison
An Account Management process is used to maximize the long-term value of selected customers. It helps you to align your company’s goals with those of your customer and to find compelling ways to strengthen your business relationship.
Jason Jordan (Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance)
FROM JACKSON TO HILLARY The full story, however, is told in Steve Inskeep’s recent book Jacksonland, which I will rely on for my subsequent account. “Jackson managed national security affairs in a way that matched his interest in land development,” Inskeep notes. “He shaped his real estate investments to complement his official duties, and performed his official duties in a way that benefited his real estate interests.”16 As Inskeep shows, typically Jackson would set his eye on a large tract of Indian territory. Then, even before chasing the Indians off that territory, Jackson would send surveyors in to assess the land in terms of its real estate value. Jackson would then alert his cronies, and together they would make a bid to purchase that real estate. In this way Jackson became a Tennessee plantation magnate and one of the largest slave owners in his home state. Jackson was a ruthless con artist who became fabulously wealthy by trading on his political office. Sound familiar? His career illustrates the familiar Democratic story of leaders making sure that when there are spoils to be distributed, the lion’s share goes to them. Obviously not all Democrats use their political positions to get rich, but a number of them, from Jackson himself to Lyndon Johnson to Bill Clinton, certainly did. Jackson’s true modern counterpart—as you have probably figured out by now—is Hillary Clinton. Their stories are closely parallel. If Hillary started out “dead broke,” as she claims she did, after her husband’s presidency, so did Jackson begin with nothing as an orphan. Neither of them became successful through starting and running a successful business. Rather, they cashed in on their political influence. Just as Jackson made money on land deals stemming from his success as a general, Hillary too figured out ways to enrich herself through her government positions, becoming fabulously wealthy in just a few years.
Dinesh D'Souza (Hillary's America: The Secret History of the Democratic Party)
Then, in 1979, VisiCalc became the very first massive software hit. VisiCalc was a relatively simple financial modeling spreadsheet, and its existence suddenly gave nongeeks a concrete reason to own a computer, as they realized how much time they could save handling accounting chores, managing inventory lists, and trying out business scenarios. Suddenly Apple enjoyed an unprecedented, meteoric rise.
Brent Schlender (Becoming Steve Jobs: The Evolution of a Reckless Upstart into a Visionary Leader)
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DWI Lawyer
even organizational leaders who did go to business school aren’t necessarily fully equipped to make the best decisions and manage as effectively as they are capable of doing. The reason is that most business schools teach subjects separately— finance, accounting, marketing, and so on—rather than integrating them to mimic the realities of day-to-day leadership and management.
David Goldsmith (Paid to Think: A Leader's Toolkit for Redefining Your Future)
Business was booming for Tiffany & Co. in the late 1990s, thanks to the introduction of a new affordable silver jewellery line. The $110 silver charm bracelet inscribed with the Tiffany name was coveted by teenage girls, causing sales of the new silver product line to skyrocket 67% between 1997 and 2002. By 2003, company earnings had doubled and the silver jewellery line accounted for a third of Tiffany’s U.S. sales. And yet the queues of excited girls didn’t fill the store managers with joy. Sure, sales were up and stores were busy, but the people close to the brand, who understood its heritage, began to worry that this lower price point would forever change how the brand was perceived by its high-end customers. “We didn’t want the brand to be defined by any single product.” —Michael Kowalski, CEO, Tiffany & Co. Despite some unease from investors, Tiffany raised prices on their most popular silver products by 30% over the next three years and managed to halt the growth of their highly profitable silver line. And so the company sacrificed short-term gain and profits for the long-term good of the brand by telling the story they wanted customers to believe—that Tiffany’s represents something special. A client recently told me about her friend’s excited engagement announcement on Facebook. All she did was post a photo of the Tiffany blue box—not a picture of the ring in sight. The box alone was enough to say everything she wanted to say. QUESTIONS FOR YOU How are you least like the competition?
Bernadette Jiwa (The Fortune Cookie Principle: The 20 Keys to a Great Brand Story and Why Your Business Needs One)
I once had a foreign exchange trader who worked for me who was an unabashed chartist. He truly believed that all the information you needed was reflected in the past history of a currency. Now it's true there can be less to consider in trading currencies than individual equities, since at least for developed country currencies it's typically not necessary to pore over their financial statements every quarter. And in my experience, currencies do exhibit sustainable trends more reliably than, say, bonds or commodities. Imbalances caused by, for example, interest rate differentials that favor one currency over another (by making it more profitable to invest in the higher-yielding one) can persist for years. Of course, another appeal of charting can be that it provides a convenient excuse to avoid having to analyze financial statements or other fundamental data. Technical analysts take their work seriously and apply themselves to it diligently, but it's also possible for a part-time technician to do his market analysis in ten minutes over coffee and a bagel. This can create the false illusion of being a very efficient worker. The FX trader I mentioned was quite happy to engage in an experiment whereby he did the trades recommended by our in-house market technician. Both shared the same commitment to charts as an under-appreciated path to market success, a belief clearly at odds with the in-house technician's avoidance of trading any actual positions so as to provide empirical proof of his insights with trading profits. When challenged, he invariably countered that managing trading positions would challenge his objectivity, as if holding a losing position would induce him to continue recommending it in spite of the chart's contrary insight. But then, why hold a losing position if it's not what the chart said? I always found debating such tortured logic a brief but entertaining use of time when lining up to get lunch in the trader's cafeteria. To the surprise of my FX trader if not to me, the technical analysis trading account was unprofitable. In explaining the result, my Kool-Aid drinking trader even accepted partial responsibility for at times misinterpreting the very information he was analyzing. It was along the lines of that he ought to have recognized the type of pattern that was evolving but stupidly interpreted the wrong shape. It was almost as if the results were not the result of the faulty religion but of the less than completely faithful practice of one of its adherents. So what use to a profit-oriented trading room is a fully committed chartist who can't be trusted even to follow the charts? At this stage I must confess that we had found ourselves in this position as a last-ditch effort on my part to salvage some profitability out of a trader I'd hired who had to this point been consistently losing money. His own market views expressed in the form of trading positions had been singularly unprofitable, so all that remained was to see how he did with somebody else's views. The experiment wasn't just intended to provide a “live ammunition” record of our in-house technician's market insights, it was my last best effort to prove that my recent hiring decision hadn't been a bad one. Sadly, his failure confirmed my earlier one and I had to fire him. All was not lost though, because he was able to transfer his unsuccessful experience as a proprietary trader into a new business advising clients on their hedge fund investments.
Simon A. Lack (Wall Street Potholes: Insights from Top Money Managers on Avoiding Dangerous Products)
But the current investment banking model—whether applied in a standalone institution such as Goldman or in a broad financial conglomerate such as Deutsche Bank—is at the heart of the problems the finance sector poses for the real economy. Investment banks today engage in securities issuance, corporate advice and asset management; they make markets in equities and FICC, and trade in these markets on their own account. It is only necessary to list these functions to see that each of these activities conflicts with all the others. Each should be undertaken in distinct institutions. And with lower volumes of inter-bank trading, a diminished role for public equity markets and much more direct investment by asset managers the scale of most of these activities should be much reduced. Among all the actors in the finance sector today, only the asset manager, who typically earns a fee calculated as a percentage of funds under management, is rewarded for idleness. The profits of a segregated deposit-taking bank would similarly depend primarily on the scale of the deposit base, and secondarily on its success in making good loans. Dedicated channels of capital allocation have a more appropriate incentive structure than activities focused on trading and transactions. Whenever
John Kay (Other People's Money: The Real Business of Finance)
In Washington, DC, perception is reality and managing perceptions is a lucrative business for those who are skilled at it. I
Dan Bongino (The Fight: A Secret Service Agent's Inside Account of Security Failings and the Political Machine)
Simple Ways To Harness The Power Of Tiktok For Business Success In 2020, social media has been empowered in the world of digital marketing. TikTok is one of the traditional video-sharing platforms, for all the individual and business accounts use this platform to entertain people. TikTok gives you an amazing way to share your posts with your audience and get more visibility to your website. Make sure you can only post your video through reactions. TikTok allows you to share 15-second videos with a variety of topics. It gives different songs with filters to shoot your video directly from your mobile device. But many also struggle to exactly use TikTok for business purposes. Here are some simple ways to harness the power of TikTok for business success. TikTok On Business TikTok is a great opportunity to start your business, promote your brand, and create a connection with your audience and brand by using engaging videos. It is one of the most popular social media in the world because it connects with a wider audience. Under this updated world, everything is changed into online marketing and purchasing. This is the big advantage to start your business with this social media. TikTok is relative to a younger audience, so you should target teens and promote your brand relevant to their needs and interest to get better positive results. Create Engaging Contents TikTok is only a place to make fun and creativity. TikTok short-form videos easily capture the audience's attention because of the entertaining nature. It gives the big opportunity to create your content that focuses more on the fun and entertaining to connect the wider audience. So, you don’t need to feel the pressure of creating your content. You can simply make your video with an effective background and showing your product. But your main goal is to keep managing your product offers. Get More Influencers There are lots of ways to take advantage of the platform to promote your brand. One easy way to advertise your products on TikTok via influencers. You need to find the right influencer to develop your business. If you grow your TikTok likes, you can improve your brand identity and get more profit. Also, you can analyze which kind of products you offer to get the best and positive results. If you share more videos whether or not they are relevant to your industry, you can change to become a good influencer. But, you need to post your stories frequently. Promote Hashtag Challenges If you add your branded hashtag with your video, you can get more visibility in your audience. A hashtag challenge is one of the effective ways to reach your targeted audience to talk about your business. The main goal of the hashtag challenge is to encourage your audience and create a brand identity. Most of the users love to participate in these challenges. TikTok Growth TikTok is undoubtedly a powerful social media tool with billions of followers sharing their expressions every day. This is a new platform compared to other social media networks, but it contains large competitors. It is worth spending your time developing for the benefit of your business.
Alison Williams
identify your employee adjectives, (2) recruit through proper advertising, (3) identify winning personalities, and (4) select your winners. Step One: Identify Your Employee Adjectives When you think of your favorite employees in the past, what comes to mind? A procedural element such as an organized workstation, neat paperwork, or promptness? No. What makes an employee memorable is her attitude and smile, the way she takes the time to make sure a customer is happy, the extra mile she goes to ensure orders are fulfilled and problems are solved. Her intrinsic qualities—her energy, sense of humor, eagerness, and contributions to the team—are the qualities you remember. Rather than relying on job descriptions that simply quantify various positions’ duties and correlating them with matching experience as a tool for identifying and hiring great employees, I use a more holistic approach. The first step in the process is selecting eight adjectives that best define the personality ideal for each job or role in your business. This is a critical step: it gives you new visions and goals for your own management objectives, new ways to measure employee success, and new ways to assess the performance of your own business. Create a “Job Candidate Profile” for every job position in your business. Each Job Candidate Profile should contain eight single- and multiple-word phrases of defining adjectives that clearly describe the perfect employee for each job position. Consider employee-to-customer personality traits, colleague-to-colleague traits, and employee-to-manager traits when making up the list. For example, an accounting manager might be described with adjectives such as “accurate,” “patient,” “detailed,” and “consistent.” A cocktail server for a nightclub or casual restaurant would likely be described with adjectives like “energetic,” “fun,” “music-loving,” “sports-loving,” “good-humored,” “sociable conversationalist,” “adventurous,” and so on. Obviously, the adjectives for front-of-house staff and back-of-house staff (normally unseen by guests) will be quite different. Below is one generic example of a Job Candidate Profile. Your lists should be tailored for your particular bar concept, audience, location, and style of business (high-end, casual, neighborhood, tourist, and so on). BARTENDER Energetic Extroverted/Conversational Very Likable (first impression) Hospitable, demonstrates a Great Service Attitude Sports Loving Cooperative, Team Player Quality Orientated Attentive, Good Listening Skills SAMPLE ADJECTIVES Amazing Ambitious Appealing Ardent Astounding Avid Awesome Buoyant Committed Courageous Creative Dazzling Dedicated Delightful Distinctive Diverse Dynamic Eager Energetic Engaging Entertaining Enthusiastic Entrepreneurial Exceptional Exciting Fervent Flexible Friendly Genuine High-Energy Imaginative Impressive Independent Ingenious Keen Lively Magnificent Motivating Outstanding Passionate Positive Proactive Remarkable Resourceful Responsive Spirited Supportive Upbeat Vibrant Warm Zealous Step Two: Recruit through Proper Advertising The next step is to develop print or online advertising copy that will attract the personalities you’ve just defined.
Jon Taffer (Raise the Bar: An Action-Based Method for Maximum Customer Reactions)
Capital expenditures are an essential tool for managers to make a good business grow bigger and better. But malleable accounting rules permit managers to inflate reported profits by transforming normal operating expenses into capital assets. As the Global Crossing case shows, the intelligent investor should be sure to understand what, and why, a company capitalizes.
Benjamin Graham (The Intelligent Investor)
Financial strength and capital structure. The most basic possible definition of a good business is this: It generates more cash than it consumes. Good managers keep finding ways of putting that cash to productive use. In the long run, companies that meet this definition are virtually certain to grow in value, no matter what the stock market does. Start by reading the statement of cash flows in the company’s annual report. See whether cash from operations has grown steadily throughout the past 10 years. Then you can go further. Warren Buffett has popularized the concept of owner earnings, or net income plus amortization and depreciation, minus normal capital expenditures. As portfolio manager Christopher Davis of Davis Selected Advisors puts it, “If you owned 100% of this business, how much cash would you have in your pocket at the end of the year?” Because it adjusts for accounting entries like amortization and depreciation that do not affect the company’s cash balances, owner earnings can be a better measure than reported net income. To fine-tune the definition of owner earnings, you should also subtract from reported net income: any costs of granting stock options, which divert earnings away from existing shareholders into the hands of new inside owners any “unusual,” “nonrecurring,” or “extraordinary” charges any “income” from the company’s pension fund. If owner earnings per share have grown at a steady average of at least 6% or 7% over the past 10 years, the company is a stable generator of cash, and its prospects for growth are good.
Benjamin Graham (The Intelligent Investor)
Jessie, a fifty-year-old woman with no skills, job opportunities were limited. She may have had a historic family background, but pedigree was of little use when it came to job skills. A few years later, Daisy ghost-wrote an article, “On the Fourteenth Floor,” a first-person account of a woman—a mother of two daughters—who has run out of money and moves to New York City in search of a job. Retail work is available, but she wisely decides that she would not be a good candidate to be a saleswoman. One day, she lunches with a friend at a large hotel in the city and notices that the hotel is bursting with business. Foot traffic in the lobby is thick and without letup. The woman realizes that this is a thriving operation and most likely has job positions available. On a whim, the woman applies for a job, not really knowing what position they would place her in. The manager says she can begin the next day as a chambermaid for thirty-six dollars a month, along with room and board. “On the Fourteenth Floor,” rich in detail as to the woman’s responsibilities and day-to-day activities, is sprinkled with descriptions of her interactions with the clientele. The author also writes of a friendly co-worker named Zayda with whom she becomes close friends. Daisy would give homage to Zayda later in her early career at Street & Smith. Forty years later, Esther would tell stories of the time when the three women lived at a hotel in Manhattan. They lived at the Hotel Astor, Esther said, and socialized with Arturo Toscanini’s wife Carla. Esther remembered Mrs. Toscanini cooking traditional Italian dinners for her and her sister in her suite, much to the consternation of the hotel management. Although there is no documentation proving this, and neither Jessie nor Daisy mention living at the Astor in their journals, Esther’s reminisces about socializing with the wife of the legendary conductor line up chronologically with the time that she lived at the hotel.
Laurie Powers (Queen of the Pulps: The Reign of Daisy Bacon and Love Story Magazine)
Thanks to Ward Cunningham, the computer programmer who designed the first wiki, the metaphor “technical debt” is now a well-understood concept. While you may be able to borrow time by writing quick and dirty code, you will eventually have to pay it back—with interest. Often this trade-off makes sense, but you will run into serious trouble if you fail to keep the trade-off in the front of your mind. There also exists a less understood parallel concept, which I will call management debt. Like technical debt, management debt is incurred when you make an expedient, short-term management decision with an expensive, long-term consequence. Like technical debt, the trade-off sometimes makes sense, but often does not. More important, if you incur the management debt without accounting for it, then you will eventually go management bankrupt.
Ben Horowitz (The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers)
As an account manager, Yehoshua Leibowitz uses his personal and communication skills to handle collections for clients in the cash advance business. His charming and loyal personality has led to numerous promotions. In one of his first jobs, Yehoshua Leibowitz was selected to oversee a team of workers at four different dry cleaning locations.
Yehoshua s Leibowitz
As of January 2019, Wealthfront had $11 billion under management, while Betterment was at $14 billion. While robo-advisors still account for only roughly 1 percent of total U.S. investment,
Peter H. Diamandis (The Future Is Faster Than You Think: How Converging Technologies Are Transforming Business, Industries, and Our Lives (Exponential Technology Series))
Sell your art, crafts, or any handcrafted item on etsy.com Develop a travel concierge service to help people when they miss their flights Offer online tutoring services in your field of expertise Host a networking event (charge a low ticket price and get sponsors to provide food) Create and sell a visitors’ guide to your town or city, or build a web resource for tourists, supported by advertisers Create an online (or offline) course in some quirky subject you happen to know a lot about Publish a blog with a new lesson on a specific topic every day Start a podcast and sell sponsorship Visit yard sales or thrift shops and buy items to resell Offer a simple freelance service—anything from fact-checking to tech support or something else entirely Become a home, office, or life organizer Manage P.R. or social media accounts for small businesses Buy and sell used textbooks to college students Sell your musings on business, art, or culture as a freelance writer Start a membership website, where people pay a monthly or annual fee to access useful information about a specific topic Write and publish a book (if I can do it, you can too!)
Chris Guillebeau (Side Hustle: From Idea to Income in 27 Days)
Procrastination and laziness in sales and business lead to – nowhere and a lean and lousy bank account. It has been said that Procrastination is the opportunity’s assassin and that is true. Procrastination is one of the main reasons why so many fail to effectively manage their time. Don’t be that guy or gal. Procrastination is a deterrent that sabotages our own efforts. Overcoming it is essential if you want your business to succeed.
Chris J. Gregas
FinOps is the practice of bringing financial accountability to the variable spend model of cloud, enabling distributed teams to make business trade-offs between speed, cost, and quality.
J.R. Storment (Cloud FinOps: Collaborative, Real-Time Cloud Financial Management)
The Ukrainian people would soon find out how ironclad these assurances were. The corrupt Viktor Yanukovych had returned to power in the last election, thanks to the efforts of the equally crooked political consultant Paul Manafort, whose office manager in Kyiv, Konstantin Kilimnik, had deep ties to Russian intelligence. Their paymasters included tycoons enmeshed with both organized crime and the Kremlin. Manafort collected many millions in fees from Yanukovych, laundering them in offshore accounts, and attracting the attention of the FBI, which began wiretapping him in a foreign intelligence investigation. Manafort also cut business deals with the country’s richest and most odious oligarchs, including Dmytro Firtash, a Putin crony and a prominent associate of Russian organized crime indicted on federal corruption charges in Chicago in October 2013.
Tim Weiner (The Folly and the Glory: America, Russia, and Political Warfare 1945–2020)
What allowed the SnapTax team to innovate was not their genes, destiny, or astrological signs but a process deliberately facilitated by Intuit’s senior management. Innovation is a bottoms-up, decentralized, and unpredictable thing, but that doesn’t mean it cannot be managed. It can, but to do so requires a new management discipline, one that needs to be mastered not just by practicing entrepreneurs seeking to build the next big thing but also by the people who support them, nurture them, and hold them accountable. In other words, cultivating entrepreneurship is the responsibility of senior management. Today, a cutting-edge company such as Intuit can point to success stories like SnapTax because it has recognized the need for a new management paradigm. This is a realization that was years in the making.
Eric Ries (The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses)
The method I recommend is called innovation accounting, a quantitative approach that allows us to see whether our engine-tuning efforts are bearing fruit. It also allows us to create learning milestones, which are an alternative to traditional business and product milestones. Learning milestones are useful for entrepreneurs as a way of assessing their progress accurately and objectively; they are also invaluable to managers and investors who must hold entrepreneurs accountable.
Eric Ries (The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses)
Managers know that software development follows Parkinson's Law: Work will expand to fill the time allotted to it. If you are in the software business, perhaps you are familiar with a corollary to Parkinson called the Ninety-Ninety Rule, attributed to Tom Cargill of Bell Labs: "The first 90% of the code accounts for the first 90% of the development time. The remaining 10% of the code accounts for the other 90% of the development time." This self-deprecating rule says that when the engineers have written 90% of the code, they still don't know where they are! Management knows full well that the programmers won't hit their stated ship dates, regardless of what dates it specifies. The developers work best under pressure, and management uses the delivery date as the pressure-delivery vehicle.
Alan Cooper (The Inmates Are Running the Asylum: Why High Tech Products Drive Us Crazy and How to Restore the Sanity)
A nice industry of crisis management firms has joined the fray by producing reports that identify 'threats' to business, including activist groups. In this industry built upon fear, corporations pay firms to identify threats to their profits, which leads to more campaigns to address these threats, which leads to more reports, and on it goes. The financial motivation to identify threats results in some interesting reports. For instance, the Society of Toxicology paid a private firm, Information Network Associates, to create a threat analysis in preparation for the group's annual meeting, ToxExpo. One section of the report profiled Seattle activists, including what schools they attended and whom they were dating.
Will Potter (Green Is the New Red: An Insider's Account of a Social Movement Under Siege)
The consolidated accounts present the parent and its subsidiary as a single entity. Thus, only transactions with third parties i.e. outside the group should be included and not intra-group activity. This is a requirement of IFRS 10 Business Combinations.
Astranti (CIMA F2 Financial Management: Study Text)
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Simple Accounting Software
In Modern world internet technology is getting advance day by day. Uship is also getting advance day by day. This script helps the customer to find a way to book their shipment online. Uship clone script is a script. Which helps the customer to find a way to book their shipment online? Uship clone script is very easy to use. As an admin customer can use this script to start his own online business to help other customer’s to give the way for booking their shipment online. Anyone can use this script. This script is available for all World Wide Web customers. It also provides you 365*24*7 customer support. Uship clone script basic server installation is free. Customer can store unlimited data with the help of this script. In this script there are two sections available. First admin dashboard and second one is Master Control. In this service customer can check in which country our service is available or not. As an admin customer can add city or state in which the service should be available or not. In this script customer can check full detail info for example like: - Receiver detail, pickup dates, delivery dates and shipment details. Admin Dashboard: - As an admin customer can cheq. How many users are registered in a day? In shipment active and shipment undelivered option as an admin customer can cheq how much shipment delivered and undelivered are available in a day or week. In payment option customer can cheq how many payments received or not received in a week. As an admin customer can check all Web enquires which is received by customer through E-mail. In this active or inactive quote option admin can manage all transporter posted shipment quote, admin can make active or inactive quote. Master Control: - section there is some different option available for example likes category, payment gateways, Add Vehicle, Add notice board, country list, mails template, news list and so many other options are available. In add notice board option any customer can any notice regarding the product and in show notice board option customer can check all kinds of notice. There is news section on frontend where customer can add news about your company. What’s new or what are you doing and know you clients or visitors about your company. In payment gateway info option admin can manage payment gateway settings. In the admin panel customer can see payment status of all users. In slider setting admin can manage front slider banner and also admin can change slider, image text. In this script there is one service option available. In this option customer can check what Kind of service facilities available. In this script customer needs to enter a consignment detail with online tracking feature and then customer get his own complete website. Uship clone script also provide you a all static pages like Home, About Us, privacy policy, Term and condition, New shipment, Find delivers, login, My account and contact us.
Akshay
7 Traits you Need in an Employee to Really Help You Build Your Business As a counsel to new businesses, and a tutor many desiring business visionaries, despite everything i’m shocked at the number who are resolved to go at only it. Surprisingly more dreadful, when they make sense of that they truly require enable, the primary spot they to look is for an understudy or untrained helpers. They don’t understand that these lone increment their workload, because of preparing and administration, as opposed to offloading genuine work. Partners do what you say, while individuals more astute than you in their space do what you require, with no consideration from you. Truth be told, if you are focusing, you can really gain from what they do. For instance, creators need to stay with their imaginative abilities, and discover an accomplice who knows how to construct a business around it. That is a win-win for the two accomplices. In this manner top business people invest as much energy getting the correct group set up to maintain the business as building the item or administration. Tragically, some are so enamored with themselves (narcissistic), that they can’t be persuaded that any other person could run their accounts, or go up against marketing.True pioneers know how to appoint and tune in, and let others do what they know best. So, in case you’re executing yourself with work, and following up on everything about, might need to take a gander at your group to guarantee you’ve encircle yourself with the privilege people.Of course, the correct ones may cost you value, yet a little level of a major business is worth much more to you than a substantial piece of nothing. Here are a few ascribes to search for in the general population you require: 1. Related knowledge and abilities to supplement your qualities Would you endeavor to fabricate the place you had always wanted, with arbitrary assistants demonstrating no involvement? Discover an accomplice who has managed the substances of innovation, devices, and financing. A startup has enough questions, without numbness of the nuts and bolts. Try not to rehash the oversights of others. 2. Demonstrated reputation of completing things Diligent work is important, however not adequate to begin another business. Building a decent arrangement, and measuring against that arrangement is pivotal to developing any business. Regularly individuals with cutting edge degrees have scholarly smarts, however are not closers. You can’t stand to settle on each choice, or follow-up on each activity. 3. Create and propose their own concern arrangements How regularly do the general population around you prescribe arrangements, as opposed to feature issues? In case you’re cooperating with individuals who are more astute than you, you ought to be as often as possible amazed with their new thoughts and arrangements. You may not generally concur, but rather you will be always gaining from them. 4. Reliably enthusiastic and positive in a part The savvy individuals you need are as positive and enthusiastic about your business as you seem to be. They assume possession and liability for their activities. They persuade you with their activities that they comprehend the master plan. They contend unhesitatingly and intentionally, as opposed to protectively. 5. Invest more energy tuning in than talking It’s hard for colleagues to learn while they are talking. Search for colleagues who are attentive people, where you end up searching them out, as opposed to dependably the a different way. It’s awesome to group with individuals that you can imagine working for sometime in the not so distant future, or taking control of your business. 6. Push you to concentrate on vital components and being a superior pioneer You require individuals around you asking the correct inquiries, and testing you on key issues, as opposed to the emergency of the day.
Businessplans
over-treatment accounts for about 30 percent of healthcare expenditures.
Dwight McNeill (ANALYTICS FOR HEALTH: A Guide to Strategies and Tools from Business Intelligence, Population Health Management, and Person Centered Health)
Keynes had been appointed to the board of the National Mutual, one of the oldest institutions in the city, in 1919.107 He had served as chairman of the insurer, and helped manage its investment portfolio from 1921. That portfolio lost £641,000 ($61 million), an enormous sum of money in 1937. While Keynes was recuperating from a heart attack, F. N. Curzon, the acting chairman of the insurer called him to account for the loss.108 Curzon and the board criticized Keynes’s investment policy of remaining invested in his “pet” stocks during the decline.109 In a response to Curzon in March 1938, Keynes wrote:110 1. I do not believe that selling at very low prices is a remedy for having failed to sell at high ones. . . . As soon as prices had fallen below a reasonable estimate of intrinsic value and long-period probabilities, there was nothing more to be done. It was too late to remedy any defects in previous policy, and the right course was to stand pretty well where one was. 2. I feel no shame at being found owning a share when the bottom of the market comes. I do not think it is the business, far less the duty, for an institutional or any other serious investor to be constantly considering whether he should cut and run on a falling market, or to feel himself open to blame if shares depreciate on his hands. . . . An investor is aiming, or should be aiming, primarily at long-period results, and should be solely judged by these. . . . The idea that we should all be selling out to the other fellow and should all be finding ourselves with nothing but cash at the bottom of the market is not merely fantastic, but destructive of the whole system. 3. I do not feel that we have in fact done particularly badly. . . . If we deal in equities; it is inevitable that there should be large fluctuations.
Allen C. Benello (Concentrated Investing: Strategies of the World's Greatest Concentrated Value Investors)
Much has been written about process design, so I won’t repeat that here. I have found the “The Basics of Production,” the first chapter of Andy Grove’s High Output Management, to be particularly helpful. For new companies, here are a few things to keep in mind:   Focus on the output first. What should the process produce? In the case of the interview process, an outstanding employee. If that’s the goal, what’s the process to get there?   Figure out how you’ll know if you are getting what you want at each step. Are you getting enough candidates? Are you getting the right candidates? Will your interview process find the right person for the job? Once you select the person, will they accept the job? Once they accept the job, will they become productive? Once they become productive, will they stay with your company? How will you measure each step?   Engineer accountability into the system. Which organization and which individual is responsible for each step? What can you do to increase the visibility of their performance?
Ben Horowitz (The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers)
management of externalities becomes a key leadership skill. Growth comes not from horizontal integration and vertical integration but from functional integration and network orchestration. The focus on processes such as finance and accounting shifts from cash flows and assets you can own to communities and assets you can influence. And while platform businesses themselves are often extraordinarily profitable, the chief locus of wealth creation is now outside rather than inside the organization. Network effects are creating the giants of the twenty-first century. Google and Facebook each touch more than one-seventh of the world’s population. In the world of network effects, ecosystems of users are the new source of competitive advantage and market dominance.
Geoffrey G. Parker (Platform Revolution: How Networked Markets Are Transforming the Economy and How to Make Them Work for You: How Networked Markets Are Transforming the Economy―and How to Make Them Work for You)
We would also recommend that those accounts be business accounts, not personal accounts.
Brandon Turner (The Book on Managing Rental Properties: Find, Screen, and Manage Tenants With Fewer Headaches and Maximum Profits)
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Innovation accounting works in three steps: first, use a minimum viable product to establish real data on where the company is right now. Without a clear-eyed picture of your current status—no matter how far from the goal you may be—you cannot begin to track your progress. Second, startups must attempt to tune the engine from the baseline toward the ideal. This may take many attempts. After the startup has made all the micro changes and product optimizations it can to move its baseline toward the ideal, the company reaches a decision point. That is the third step: pivot or persevere. If the company is making good progress toward the ideal, that means it’s learning appropriately and using that learning effectively, in which case it makes sense to continue. If not, the management team eventually must conclude that its current product strategy is flawed and needs a serious change. When a company pivots, it starts the process all over again, reestablishing a new baseline and then tuning the engine from there. The sign of a successful pivot is that these engine-tuning activities are more productive after the pivot than before.
Eric Ries (The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses)
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Elite Wealth Management is a firm of independent financial advisers specialising in providing advice on Personal and Corporate Pensions, Mortgages, Equity Release, Investments, Inheritance Tax planning, Corporate, Wealth and Personal Protection. We’ve been helping clients navigate complex financial markets since 2009 as a company, and each adviser has many years experience in their own right having worked for various companies, and from those very early days, our business has evolved primarily through client, accountant and solicitor recommendations.
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In 1962, Barbara Tuchman published The Guns of August, an account of the first ninety days of World War I. It’s the best book on management—and, especially, mismanagement—I’ve ever read. The most basic conclusion I drew from her book was that, if you adopt a reasonable strategy, as opposed to waiting for an optimum strategy, and stick with it, you’ll probably succeed. Tenacity is as important as brilliance. The Germans and French both had brilliant general staffs, but neither side had the tenacity to stick with their prewar plans. As a result, the first ninety days of war ended
Joe Coulombe (Becoming Trader Joe: How I Did Business My Way and Still Beat the Big Guys)
The former head of this operation, Gary Wendt, who is credited with much of the enormous success of GEFS, used his personal agenda as a simple but inordinately powerful tool for growing the business into ever new entrepreneurial arenas. Over the years, he used his personal agenda to make it unequivocally clear that he expected entrepreneurial business growth from every member of management. At every major meeting, the topic of business development was on the agenda (usually in the number one spot). In every annual review, managers were asked to demonstrate the revenues they had created from businesses that did not exist five years before. From division heads to newly hired analysts, everyone was held accountable for some set of activities having to do with creating entrepreneurial revenue and profit streams. In short, no one who worked in the organization could avoid the unremitting focus on new business development. You need to make sure that you are similarly consistent, predictable, and focused, and that you sustain this emphasis over a long period. Pressure applied only once is soon forgotten, and alternating pressure (as in flavor-of-the-month management) will cause people to be confused, disillusioned, or angry. Wendt’s consistent, visible, and predictable attention to business development created a pressure in GEFS for entrepreneurial business growth that took it from the $300 million installment loan portfolio we looked at in chapter 6 to a financial services behemoth with $250 billion in assets under management when he left in 1998. Examples of Wendt’s single-minded determination to drive growth through entrepreneurial transformation at GEFS are numerous. Years ago, for instance, he was asked whether his agenda would change if someone rushed in and told him that the computer room was on fire (implying that his business could be completely destroyed). Wendt replied that he employed firefighters to handle such emergencies. As the leader, his most important job was to keep people focused on business development. Since business development is an uncomfortable and unpredictable process, Wendt knew that if he allowed it to appear to be a low priority for him, all those working for him would heave a sigh of relief and go back to business as usual, with new businesses struggling to find a place on the priority list. In fact, as he remarked, even if he did try to get involved in putting out the fire, he would probably only interfere with the efforts of the highly competent people employed to do so.
Rita Gunther McGrath (The Entrepreneurial Mindset: Strategies for Continuously Creating Opportunity in an Age of Uncertainty)
Extensive background in public accounting. I can also stand on my head!" Too many E-numbers. "I perform my job with effortless efficiency, effectiveness, efficacy, and expertise." There are not too many of them about. "Personal: Married 20 years; own a home, along with a friendly mortgage company." The first rule of projects is: You don't talk about projects. "My intensity and focus are at inordinately high levels, and my ability to complete projects on time is unspeakable." Learning a language. "Exposure to German for two years, but many words are inappropriate for business." Congratulations! "Accomplishments: Completed 11 years of high school."  No really, how is your memory? "Excellent memory; strong math aptitude; excellent memory; effective management skills; and very good at math." I think bricks would work better personally, but hey go for it. "Personal Goal: To hand-build a classic cottage from the ground up using my father-in-law. To be fair the job on offer was to play Snow White in a Christmas production. "Thank you for your consideration. Hope to hear from you shorty!" . Very I would say. "Enclosed is a ruff draft of my resume." Delete. "I saw your ad on the information highway, and I came to a screeching halt." Then why attach it? "Please disregard the attached resume -- it is terribly out of date." Lone wolf. "It's best for employers that I not work with people.
David Loman (Ridiculous Customer Complaints (And Other Statements) Volume 2!)