Business Inventory Quotes

Buddhism teaches that joy and happiness arise from letting go. Please sit down and take an inventory of your life. There are things you’ve been hanging on to that really are not useful and deprive you of your freedom. Find the courage to let them go.

The world’s consultants spend their time advising on restructuring, optimizing processes and inventories, finding every possible source of cost savings and cost synergies. At the same time, the greatest cost of all is ignored: the cost of assumptions. The cost of relying on assumptions is going through the roof.

life can be organized like a business plan. First you take an inventory of your gifts and passions. Then you set goals and come up with some metrics to organize your progress toward those goals. Then you map out a strategy to achieve your purpose, which will help you distinguish those things that move you toward your goals from those things that seem urgent but are really just distractions. If you define a realistic purpose early on and execute your strategy flexibly, you will wind up leading a purposeful life. You will have achieved self-determination, of the sort captured in the oft-quoted lines from William Ernest Henley’s poem “Invictus”: “I am the master of my fate / I am the captain of my soul.

When your company is contemplating change, it's important to take inventory of employees perception. Does everyone in the company understand the need for making the changes being contemplated? And is everyone in the company committed to the changes? These are important considerations.

Google gets $59 billion, and you get free search and e-mail. A study published by the Wall Street Journal in advance of Facebook’s initial public offering estimated the value of each long-term Facebook user to be $80.95 to the company. Your friendships were worth sixty-two cents each and your profile page $1,800. A business Web page and its associated ad revenue were worth approximately $3.1 million to the social network. Viewed another way, Facebook’s billion-plus users, each dutifully typing in status updates, detailing his biography, and uploading photograph after photograph, have become the largest unpaid workforce in history. As a result of their free labor, Facebook has a market cap of $182 billion, and its founder, Mark Zuckerberg, has a personal net worth of $33 billion. What did you get out of the deal? As the computer scientist Jaron Lanier reminds us, a company such as Instagram—which Facebook bought in 2012—was not valued at $1 billion because its thirteen employees were so “extraordinary. Instead, its value comes from the millions of users who contribute to the network without being paid for it.” Its inventory is personal data—yours and mine—which it sells over and over again to parties unknown around the world. In short, you’re a cheap date.

Wasn't this rugged business of taking your life apart, looking at all of it and admitting and remembering and reminding yourself of all the bad - wasn't the big result of it your getting to be honest? "Exactly that," said Ferguson.

In many ways the effect of the crash on embezzlement was more significant than on suicide. To the economist embezzlement is the most interesting of crimes. Alone among the various forms of larceny it has a time parameter. Weeks, months, or years may elapse between the commission of the crime and its discovery. (This is a period, incidentally, when the embezzler has his gain and the man who has been embezzled, oddly enough, feels no loss. There is a net increase in psychic wealth.) At any given time there exists an inventory of undiscovered embezzlement in — or more precisely not in — the country’s businesses and banks. This inventory — it should perhaps be called the bezzle — amounts at any moment to many millions of dollars. It also varies in size with the business cycle. In good times people are relaxed, trusting, and money is plentiful. But even though money is plentiful, there are always many people who need more. Under these circumstances the rate of embezzlement grows, the rate of discovery falls off, and the bezzle increases rapidly. In depression all this is reversed. Money is watched with a narrow, suspicious eye. The man who handles it is assumed to be dishonest until he proves himself otherwise. Audits are penetrating and meticulous. Commercial morality is enormously improved. The bezzle shrinks. … Just as the boom accelerated the rate of growth, so the crash enormously advanced the rate of discovery. Within a few days, something close to a universal trust turned into something akin to universal suspicion. Audits were ordered. Strained or preoccupied behavior was noticed. Most important, the collapse in stock values made irredeemable the position of the employee who had embezzled to play the market. He now confessed.

Uber, the world’s largest taxi company, owns no vehicles. Facebook, the world’s most popular media owner, creates no content. Alibaba, the most valuable retailer, has no inventory. And Airbnb, the world’s largest accommodation provider, owns no real estate. Something interesting is happening.

If God wants you to be somewhere or do something, He'll supply everything you need at the moment you need it. And not one moment before. Never forget, Celia, God is in the business of Just In Time inventory.

To want to own a restaurant can be a strange and terrible affliction. What causes such a destructive urge in so many otherwise sensible people? Why would anyone who has worked hard, saved money, often been successful in other fields, want to pump their hard-earned cash down a hole that statistically, at least, will almost surely prove dry? Why venture into an industry with enormous fixed expenses (...), with a notoriously transient and unstable workforce, and highly perishable inventory of assets? The chances of ever seeing a return on your investment are about one in five. What insidious spongi-form bacteria so riddles the brains of men and women that they stand there on the tracks, watching the lights of the oncoming locomotive, knowing full well it will eventually run over them? After all these years in the business, I still don't know.

The implications of the shift to digital distribution in the games market is heightened due to an advantage not found with video—not only can distributors of product made for the major console platforms (Nintendo Wii, Microsoft Xbox, Sony PlayStation) eliminate inventory risk if games are downloaded via online networks such as Xbox Live Arcade, but game distributors also have the ability to update games with patches, new levels, and character add-ons.

Every person has a secret inventory of "things". I call them objects of attachment - things that refuse to be forgotten. Perhaps it's a place, a smell, a business card. Whatever it is, they refuse to go unnoticed. These objects are enchanted, taking us back to another time or another place, where things are very different from the way they are now. They make us nostalgic. Playing back memories like old black and white movies, flickering with shimmer and warmth. They are hard to avoid - popping up when your mind is distracted. And regardless of what you threw away, or donated to charity, that is where you find yourself - staring at the game of Scrabble, wondering exactly how each piece used to fit. While I know my inventory and have studied it well, I often wonder which objects I am attached to. And I find myself hoping that one day you find me, unexpectedly tucked away in the back of your closet, or a messy desk drawer - and remember exactly what we once were.

Read the notes.Never buy a stock without reading the footnotes to the financial statements in the annual report. Usually labeled “summary of significant accounting policies,” one key note describes how the company recognizes revenue, records inventories, treats installment or contract sales, expenses its marketing costs, and accounts for the other major aspects of its business.7 In the other footnotes, watch for disclosures about debt, stock options, loans to customers, reserves against losses, and other “risk factors” that can take a big chomp out of earnings

Cook reduced the number of Apple’s key suppliers from a hundred to twenty-four, forced them to cut better deals to keep the business, convinced many to locate next to Apple’s plants, and closed ten of the company’s nineteen warehouses. By reducing the places where inventory could pile up, he reduced inventory. Jobs had cut inventory from two months’ worth of product down to one by early 1998. By September of that year, Cook had gotten it down to six days. By the following September, it was down to an amazing two days’ worth. In addition, he cut the production process for making an Apple computer from four months to two. All of this not only saved money, it also allowed each new computer to have the very latest components available.

Once a competitor’s move has occurred, the denial of an adequate base for the competitor to meet its goals, coupled with the expectation that this state of affairs will continue, can cause the competitor to withdraw. New entrants, for example, usually have some targets for growth, market share, and ROI, and some time horizon for achieving them. If a new entrant is denied its targets and becomes convinced that it will be a long time before they are met, then it may withdraw or deescalate. Tactics for denying a base include strong price competition, heavy expenditures on research, and so on. Attacking new products in the test-market phase can be an effective way to foretell a firm’s future willingness to fight and can be less expensive than waiting for the introduction to actually occur. Another tactic is using special deals to load customers up with inventory, thereby removing the market for the product and raising the short-run cost of entry. It can be worth paying a substantial short-run price to deny a base if a firm’s market position is threatened. Essential to such a strategy, however, is a good hypothesis about what a competitor’s performance targets and time horizon are. An example of such a situation may be Gillette’s withdrawal from digital watches. Although claiming it had won significant market shares in test markets, Gillette bowed out, citing the substantial investments required to develop technology and margins lower than those available in other areas of its business. Texas Instruments’ strategy of aggressive pricing and rapid technological development in digital watches probably had a substantial impact on this decision.

The same thing, notes Brynjolfsson, happened 120 years ago, in the Second Industrial Revolution, when electrification—the supernova of its day—was introduced. Old factories did not just have to be electrified to achieve the productivity boosts; they had to be redesigned, along with all business processes. It took thirty years for one generation of managers and workers to retire and for a new generation to emerge to get the full productivity benefits of that new power source. A December 2015 study by the McKinsey Global Institute on American industry found a “considerable gap between the most digitized sectors and the rest of the economy over time and [found] that despite a massive rush of adoption, most sectors have barely closed that gap over the past decade … Because the less digitized sectors are some of the largest in terms of GDP contribution and employment, we [found] that the US economy as a whole is only reaching 18 percent of its digital potential … The United States will need to adapt its institutions and training pathways to help workers acquire relevant skills and navigate this period of transition and churn.” The supernova is a new power source, and it will take some time for society to reconfigure itself to absorb its full potential. As that happens, I believe that Brynjolfsson will be proved right and we will start to see the benefits—a broad range of new discoveries around health, learning, urban planning, transportation, innovation, and commerce—that will drive growth. That debate is for economists, though, and beyond the scope of this book, but I will be eager to see how it plays out. What is absolutely clear right now is that while the supernova may not have made our economies measurably more productive yet, it is clearly making all forms of technology, and therefore individuals, companies, ideas, machines, and groups, more powerful—more able to shape the world around them in unprecedented ways with less effort than ever before. If you want to be a maker, a starter-upper, an inventor, or an innovator, this is your time. By leveraging the supernova you can do so much more now with so little. As Tom Goodwin, senior vice president of strategy and innovation at Havas Media, observed in a March 3, 2015, essay on TechCrunch.com: “Uber, the world’s largest taxi company, owns no vehicles. Facebook, the world’s most popular media owner, creates no content. Alibaba, the most valuable retailer, has no inventory. And Airbnb, the world’s largest accommodation provider, owns no real estate. Something interesting is happening.

The fragmentation of the neoliberal self begins when the agent is brought face to face with the realization that she is not just an employee or student, but also simultaneously a product to be sold, a walking advertisement, a manager of her résumé, a biographer of her rationales, and an entrepreneur of her possibilities. She has to somehow manage to be simultaneously subject, object, and spectator. She is perforce not learning about who she really is, but rather, provisionally buying the person she must soon become. She is all at once the business, the raw material, the product, the clientele, and the customer of her own life. She is a jumble of assets to be invested, nurtured, managed, and developed; but equally an offsetting inventory of liabilities to be pruned, outsourced, shorted, hedged against, and minimized. She is both headline star and enraptured audience of her own performance.

Richard Price: One of my favorite things that David (Simon) did - one of the sentimental tropes - is that if you take a kid on the street corner, and this kid is dealing and he's holding together the business, he's got the inventory, he's got sales, he's got police pressure, he's got higher-ups pressure. If this kid can keep numbers in his head and make money, they say, "Well, if this was a white kid and you put him in Wharton and he came out, he'd be running the world." What David did, and it's very sentimental to say that, but what David did, he took Stringer Bell - and of course you'd see Stringer Bell in a corporate setting - he took him to the cleaners, everything but his underwear robbed. I loved that, because everybody wants to feel good and say, "If you took this young kid," but no. It might be true if the kid was born in another body, in another world, but he wasn't. There's a ceiling. There's a very low ceiling. (207)

Buffett declared the best inflation hedge is a company with a wonderful product that requires little capital to grow. As a test, he invited each of us to look at our own earning ability. In inflation, your compensation can go up without any additional investment. As a business example, Buffett noted that when See’s Candy was purchased in 1971, it had the revenues of $25 million and sold 16 million pounds of candy annually with $9 million in tangible assets. Today, See’s sells $300 million of candy with $40 million of tangible assets. Berkshire needed to invest only $31 million to generate a more than 10-fold increase in revenues. In aggregate, Buffett noted that Berkshire has earned $1.5 billion in profits at See’s over the years. See’s inventory turns fast, has no receivables and has little fixed investment – a perfect inflation hedge. Buffett allowed that if you have tons of receivables and inventory, that’s a lousy business in inflation. The railroad and MidAmerican Energy both have these undesirable characteristics, but that is offset by their utility to the economy and subsequent allowable returns. Buffett rued that there simply aren’t enough “See’s Candys” to buy. Buffett added that being an investor has made him a better businessman and that being a businessman has made him a better investor.(125) Munger noted that they didn’t always know this inflation-business element, which shows how continuous learning is so important.

Along the way to Seattle, he wrote his business plan. He identified several reasons why the book category was underserved and well suited to online commerce. He outlined how he could create a new and compelling experience for book-buying customers. To begin with, books were relatively lightweight and came in fairly uniform sizes, meaning they would be easy and inexpensive to warehouse, pack, and ship. Second, while more than 100 million books had been written and more than a million titles were in print in 1994, even a Barnes & Noble mega-bookstore could stock only tens of thousands of titles. An online bookstore, on the other hand, could offer not just the books that could fit in a brick-and-mortar store but any book in print. Third, there were two large book-distribution companies, Ingram and Baker & Taylor, that acted as intermediaries between publishers and retailers and maintained huge inventories in vast warehouses. They kept detailed electronic catalogs of books in print to make it easy for bookstores and libraries to order from them. Jeff realized that he could combine the infrastructure that Ingram and Baker & Taylor had created—warehouses full of books ready to be shipped, plus an electronic catalog of those books—with the growing infrastructure of the Web, making it possible for consumers to find and buy any book in print and get it shipped directly to their homes. Finally, the site could use technology to analyze the behavior of customers and create a unique, personalized experience for each one of them.

For fifteen years, John and Barbara Varian were furniture builders, living on a ranch in Parkfield, California, a tiny town where the welcome sign reads “Population 18.” The idea for a side business came about by accident after a group of horseback riding enthusiasts asked if they could pay a fee to ride on the ranch. They would need to eat, too—could John and Barbara do something about that? Yes, they could. In the fall of 2006, a devastating fire burned down most of their inventory, causing them to reevaluate the whole operation. Instead of rebuilding the furniture business (no pun intended), they decided to change course. “We had always loved horses,” Barbara said, “so we decided to see about having more groups pay to come to the ranch.” They built a bunkhouse and upgraded other buildings, putting together specific packages for riding groups that included all meals and activities. John and Barbara reopened as the V6 Ranch, situated on 20,000 acres exactly halfway between Los Angeles and San Francisco. Barbara’s story stood out to me because of something she said. I always ask business owners what they sell and why their customers buy from them, and the answers are often insightful in more ways than one. Many people answer the question directly—“We sell widgets, and people buy them because they need a widget”—but once in a while, I hear a more astute response. “We’re not selling horse rides,” Barbara said emphatically. “We’re offering freedom. Our work helps our guests escape, even if just for a moment in time, and be someone they may have never even considered before.” The difference is crucial. Most people who visit the V6 Ranch have day jobs and a limited number of vacation days. Why do they choose to visit a working ranch in a tiny town instead of jetting off to lie on a beach in Hawaii? The answer lies in the story and messaging behind John and Barbara’s offer. Helping their clients “escape and be someone else” is far more valuable than offering horse rides. Above all else, the V6 Ranch is selling happiness.

In a Harvard Business Review article titled “Do Women Lack Ambition?” Anna Fels, a psychiatrist at Cornell University, observes that when the dozens of successful women she interviewed told their own stories, “they refused to claim a central, purposeful place.” Were Dr. Fels to interview you, how would you tell your story? Are you using language that suggests you’re the supporting actress in your own life? For instance, when someone offers words of appreciation about a dinner you’ve prepared, a class you’ve taught, or an event you organized and brilliantly executed, do you gracefully reply “Thank you” or do you say, “It was nothing”? As Fels tried to understand why women refuse to be the heroes of their own stories, she encountered the Bem Sex-Role Inventory, which confirms that society considers a woman to be feminine only within the context of a relationship and when she is giving something to someone. It’s no wonder that a “feminine” woman finds it difficult to get in the game and demand support to pursue her goals. It also explains why she feels selfish when she doesn’t subordinate her needs to others. A successful female CEO recently needed my help. It was mostly business-related but also partly for her. As she started to ask for my assistance, I sensed how difficult it was for her. Advocate on her organization’s behalf? Piece of cake. That’s one of the reasons her business has been successful. But advocate on her own behalf? I’ll confess that even among my closest friends I find it painful to say, “Look what I did,” and so I don’t do it very often. If you want to see just how masterful most women have become at deflecting, the next time you’re with a group of girlfriends, ask them about something they (not their husband or children) have done well in the past year. Chances are good that each woman will quickly and deftly redirect the conversation far, far away from herself. “A key type of discrimination that women face is the expectation that feminine women will forfeit opportunities for recognition,” says Fels. “When women do speak as much as men in a work situation or compete for high-visibility positions, their femininity is assailed.” My point here isn’t to say that relatedness and nurturing and picking up our pom-poms to cheer others on is unimportant. Those qualities are often innate to women. If we set these “feminine” qualities aside or neglect them, we will have lost an irreplaceable piece of ourselves. But to truly grow up, we must learn to throw down our pom-poms, believing we can act and that what we have to offer is a valuable part of who we are. When we recognize this, we give ourselves permission to dream and to encourage the girls and women

The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” George Bernard Shaw On a cool fall evening in 2008, four students set out to revolutionize an industry. Buried in loans, they had lost and broken eyeglasses and were outraged at how much it cost to replace them. One of them had been wearing the same damaged pair for five years: He was using a paper clip to bind the frames together. Even after his prescription changed twice, he refused to pay for pricey new lenses. Luxottica, the 800-pound gorilla of the industry, controlled more than 80 percent of the eyewear market. To make glasses more affordable, the students would need to topple a giant. Having recently watched Zappos transform footwear by selling shoes online, they wondered if they could do the same with eyewear. When they casually mentioned their idea to friends, time and again they were blasted with scorching criticism. No one would ever buy glasses over the internet, their friends insisted. People had to try them on first. Sure, Zappos had pulled the concept off with shoes, but there was a reason it hadn’t happened with eyewear. “If this were a good idea,” they heard repeatedly, “someone would have done it already.” None of the students had a background in e-commerce and technology, let alone in retail, fashion, or apparel. Despite being told their idea was crazy, they walked away from lucrative job offers to start a company. They would sell eyeglasses that normally cost $500 in a store for $95 online, donating a pair to someone in the developing world with every purchase. The business depended on a functioning website. Without one, it would be impossible for customers to view or buy their products. After scrambling to pull a website together, they finally managed to get it online at 4 A.M. on the day before the launch in February 2010. They called the company Warby Parker, combining the names of two characters created by the novelist Jack Kerouac, who inspired them to break free from the shackles of social pressure and embark on their adventure. They admired his rebellious spirit, infusing it into their culture. And it paid off. The students expected to sell a pair or two of glasses per day. But when GQ called them “the Netflix of eyewear,” they hit their target for the entire first year in less than a month, selling out so fast that they had to put twenty thousand customers on a waiting list. It took them nine months to stock enough inventory to meet the demand. Fast forward to 2015, when Fast Company released a list of the world’s most innovative companies. Warby Parker didn’t just make the list—they came in first. The three previous winners were creative giants Google, Nike, and Apple, all with over fifty thousand employees. Warby Parker’s scrappy startup, a new kid on the block, had a staff of just five hundred. In the span of five years, the four friends built one of the most fashionable brands on the planet and donated over a million pairs of glasses to people in need. The company cleared $100 million in annual revenues and was valued at over $1 billion. Back in 2009, one of the founders pitched the company to me, offering me the chance to invest in Warby Parker. I declined. It was the worst financial decision I’ve ever made, and I needed to understand where I went wrong.

Network marketing is personal development disguised as a business opportunity. The more you grow as an individual through personal development, self inventory, and new behavioral skill sets, the more your income will grow.

IKEA’s adroit coordination of policies is a more integrated design than anyone else’s in the furniture business. Traditional furniture retailers do not carry large inventory, traditional manufacturers do not have their own stores, normal retailers do not specify their own designs or use catalogs rather than salespeople, and so on. Because IKEA’s many policies are different from the norm and because they fit together in a coherent design, IKEA’s system has a chain-link logic. That means that adopting only one of these policies does no good—it adds expense to the competitor’s business without providing any real competition to IKEA. Minor adjustments just won’t do—to compete effectively with IKEA, an existing rival would have to virtually start fresh and, in effect, compete with its own existing business. No one did. Today, more than fifty years after IKEA pioneered its new strategy in the furniture industry, no one has really replicated it.

inventory of your box and replace any “junk in your trunk” with the things in your life and business you really want.

Back in 1990, the futurist George Gilder demonstrated his prescience when he wrote in his book Microcosm, “The central event of the twentieth century is the overthrow of matter. In technology, economics, and the politics of nations, wealth in the form of physical resources is steadily declining in value and significance. The powers of mind are everywhere ascendant over the brute force of things.” Just over twenty years later, in 2011, the venture capitalist (and Netscape cofounder) Marc Andreessen validated Gilder’s thesis in his Wall Street Journal op-ed “Why Software Is Eating the World.” Andreessen pointed out that the world’s largest bookstore (Amazon), video provider (Netflix), recruiter (LinkedIn), and music companies (Apple/ Spotify/ Pandora) were software companies, and that even “old economy” stalwarts like Walmart and FedEx used software (rather than “things”) to drive their businesses. Despite—or perhaps because of—the growing dominance of bits, the power of software has also made it easier to scale up atom-based businesses as well. Amazon’s retail business is heavily based in atoms—just think of all those Amazon shipping boxes piled up in your recycling bin! Amazon originally outsourced its logistics to Ingram Book Company, but its heavy investment in inventory management systems and warehouses as it grew turned infrastructure

work in process’ or ‘inventory

This morning, outside Nordic Fisheries a couple of delivery guys are unloading lobsters and crabs by the case, pausing in between loads to sip coffee from Styrofoam cups. Across the street, on Penn Avenue, the green grocers are busy stacking crates of vegetables and fruits, arranging them into a still life to showcase their most beautiful produce: heads of red romaine, their tender spines heavy with the weight of lush, purple-tinged leaves; a basket of delicate mâche, dark green, almost black, and smelling like a hothouse garden; sugar pumpkins of burnished gold; new Brussels sprouts, their tender petals open like flowers. At this hour the world belongs to those noble souls who devote their lives to food. Cook, grocer, butcher, baker, sunrises are ours. It's a time to gather your materials, to prepare your mise en place, to breathe uninterrupted before the day begins.

proper Inventory Management is one of the important key for E-business

Any improvement made after the bottleneck is useless, because it will always remain starved, waiting for work from the bottleneck. And any improvements made before the bottleneck merely results in more inventory piling up at the bottleneck.

Promotion stocks came to the retailer ahead of the rest of the market. Also, they usually got an extra lot even after the end of the promotion Newly launched products came to the retailer first. The customers got more choice, faster, leading to favourable word-of-mouth publicity Local display and consumer sampling budgets were always directed liberally at the retailer Vendors ensured that no slow moving inventory was stuck in the retailer’s stores; they wanted nothing to choke the pipeline The retailer also received the best in-class margin from the distributor If some items were in short supply, the vendor would ensure the retailer was the last one to go out of stock In effect, the consumers found more products, fresher stocks and more promotions in the retailer’s stores compared to the general market. This wasn’t something actively created by either the vendors or the retailer, but was a byproduct of good trading practices. Just one move based on a trading community insight— everyone has less money in the bank than needed — hurled the retailer into a virtuous growth cycle, with all the vendors pushing in one direction, with them. Most people in the business would not give a second look at changing these trading practices. If the payment norm is eight days why modify it? Surely the wholesalers, too, know what they’re letting themselves in for? And the vast volumes offered by organised retail should offset the stress of extending credit. Isn’t that how it works? One retailer managed to peep behind the curtain of wholesaler business practices and understood what a boon more money in the bank was to the trade. And look at the gains they reaped for this seemingly insignificant insight!

Threadless is a T-shirt company founded by people with expertise in information technology services, web design, and consulting. Their business model involves holding weekly design contests open to outside participants, printing only T-shirts with the most popular designs, and selling them to their large and growing customer base. Threadless doesn’t need to hire artistic talent, since skilled designers compete for prizes and prestige. It doesn’t need to do marketing, since eager designers contact their friends to solicit votes and sales. It doesn’t need to forecast sales, since voting customers have already announced what numbers they will buy. By outsourcing production, Threadless can also minimize its handling and inventory costs. Thanks to this almost frictionless model, Threadless can scale rapidly and easily, with minimal structural restrictions.

The perfect tool to help make running your business easier and more profitable. The Harbortouch POS system is the perfect tool to help make running your business easier and more profitable. Harbortouch combines the highest quality hardware with cutting edge software and offers these high-end POS systems at no cost to you! Manage your business with an easy to use point of sale solution, complete with back office accessibility and reporting. Send offers to your customers via Facebook, Twitter, SMS text or online to help grow your business. Wherever you may be, accepting credit card payments have never been so quick, easy and affordable. Perfect for small retail stores, yogurt shops, cafes, kiosks,food trucks and other small merchants :- ->Base package includes 13.3" touch-screen display, cash drawer, receipt printer, integrated customer display, 5 employee cards, and waterproof foldable keyboard. ->Cloud-based reporting and POS management through Lighthouse. ->Cutting-edge payment technology supports all major credit/debit cards (including PIN debit), NFC, EMV, Apple Pay and Perkwave. ->Just 1.59% + 20 cents per transaction. ->$39/month service fee. ->Optional accessories include remote printer (only supports 1 remote printer per location) and bar code reader. ->Harbortouch offers 50 free customized, full color gift cards and a 60-day free trial to all of our merchants. Manage multiple operations through your Harbortouch POS system: accept cash, checks, credit and debit, place orders, access reports, track inventory, and manage employees with the built-in time clock. Increase operational efficiency, minimize ordering errors and reduce shrinkage. More accurate employee time tracking reduces payroll while Harbortouch's reporting capabilities help you decrease accounting and bookkeeping expenses. Our award winning customer support is handled entirely in-house and is available 24 hours a day, 7 days a week.

Expand your egg business through latest technologies In India, poultry farming is still lagging behind in terms of infrastructure, skilled manpower and resources. Government has tried to overcome troubles but still egg farm owners in semi-urban or rural areas aren’t utilized technologies due to lack of knowledge and training. On the contrary, farmers in foreign countries develop smart egg processed plant to produce better quality eggs. Technologies are playing keen role to expand egg business sector. Indian farmers should be trained on modern-day technologies to increase productivity. Fast-growing population demanded delicious egg dishes, thus people who are interested to run a restaurant probably sell eggs. Here also you can use technology to develop effective management system, inventory solutions and check product quality as well. It goes without saying that egg industry encompasses varies business categories but you should involve technology to make most advantage and profits. There is trend among foreign countries to cut down cost on unnecessary labours thus they are concentrating on emerging technologies.

To tell you the truth, I'm curious about this place now. I wouldn't mind exploring. What do you know about it?" "I haven't been in here in years," he said. "I liked coming here as a kid. There was always something to eat, always something interesting to look at, like a puzzle of bent nails or one of Magnus's boxes, things made of beeswax from the local hives." "Isabel said her grandmother used to be in charge of the shop." Gratefully she buried her nose in the fleecy lining of his jacket. 'I'm such a goner,' she thought, lost in the scent of him. "During the harvest season, it was a busy place. Eva sold produce from the orchards, local honey, baked goods, freshly pressed cider.... Man, I'll never forget her cider and homemade donuts.

Inventory, Cook would later explain, “is fundamentally evil. You want to manage it like you’re in the dairy business: If it gets past its freshness date, you have a problem.

If the company doesn’t hit its forecasts, cash is tied up in inventory. Cash is like blood or oxygen; without it, you die. And growth eats cash. This is why roughly half of all bankruptcies occur after a year of record sales.

Why people churn Most churn occurs at the time of the sale. In 2017, my churn was over 60%. I signed up customers who were a poor fit for my solution. Many customers thought Connex was an inventory management tool and others thought we built custom software. We had no onboarding process and we expected users to figure out Connex on their own. Many users failed to choose the right settings, since they are small business owners and not accountants. Since the software failed to work as expected, they quickly cancelled. From experience, most users churn in the first 30 days. It is critical that you reach out to them and ensure the software works correctly. My staff performs an onboarding and ensures Connex works to the customer’s satisfaction. Users churned because my software lacked features that it has today. We noticed a dramatic shift in churn, after implementing a sales and marketing process. In the first quarter of 2021, we had only a handful of refunds out of 100 purchases. People churn because they fail to achieve their desired result or experience. People buy Connex because they want accurate financial information, better order fulfillment, or protection from overselling. If the sync were inaccurate and unreliable then we would lose customers. In other cases, your software may become superfluous. For example, I used the excellent meeting automation tool Calendly. When I migrated to HubSpot, however, I no longer needed Calendly because HubSpot offered meeting automation as part of its suite of offerings. Even if your tool works, your customer’s desired situation or desired outcomes may change. I churned from my ticketing system because I was unhappy with the customer service and experienced technical issues with their chat and phone system. Companies often tack on features that are nowhere near as usable as their core offering.

Current assets are also referred to as the “working assets” of the business because they are in the cycle of cash going to buy inventory; Inventory is then sold to vendors and becomes Accounts Receivable. Accounts Receivable, when collected from the vendors, then turns back into Cash. Cash → Inventory → Accounts Receivable → Cash. This cycle repeats itself over and over again, and it is how a business makes money.

On the day the hulk was towed away from Asbury Park, George White Rogers opened a radio-repair shop in Bayonne, New Jersey. It was the first time he had worked in some months. Customers found Rogers a bombastic shopkeeper, fond of telling them how lucky they were to have their radio sets mended by him. His business dropped off. One day in February 1935, Rogers left the shop “to get a breath of air.” Shortly afterward it caught fire. Bayonne police files reveal: “An inventory made by Rogers disclosed equipment had suffered damage to the extent of $1200. Arson was suspected. But no proof existed to warrant an arrest. He collected from the insurance company.

Read the notes.Never buy a stock without reading the footnotes to the financial statements in the annual report. Usually labeled “summary of significant accounting policies,” one key note describes how the company recognizes revenue, records inventories, treats installment or contract sales, expenses its marketing costs, and accounts for the other major aspects of its business.7 In the other footnotes, watch for disclosures about debt, stock options, loans to customers, reserves against losses, and other “risk factors” that can take a big chomp out of earnings. Among the things that should make your antennae twitch are technical terms like “capitalized,” “deferred,” and “restructuring”—and plain-English words signaling that the company has altered its accounting practices, like “began,” “change,” and “however.” None of those words mean you should not buy the stock, but all mean that you need to investigate further. Be sure to compare the footnotes with those in the financial statements of at least one firm that’s a close competitor, to see how aggressive your company’s accountants are. Read more. If you are an enterprising investor willing to put plenty of time and energy into your portfolio, then you owe it to yourself to learn more about financial reporting. That’s the only way to minimize your odds of being misled by a shifty earnings statement. Three solid books full of timely and specific examples are Martin Fridson and Fernando Alvarez’s Financial Statement Analysis, Charles Mulford and Eugene Comiskey’s The Financial Numbers Game, and Howard Schilit’s Financial Shenanigans. 8

Well, Ramón, I must tell you the irony of this entire situation." A smug smile graced Linda's face. "When your father first tried my tacos, do you know what he liked about them?" "He just told me he tried fish tacos during spring break, and that he met a beautiful señorita on the beach. He never said that they were your tacos." She shook her head. "Well, ask him again. And if he still lies, bring him to me---let him lie to my face. Yes, they were my tacos. I had a stand on the beach, and he ordered two tacos and a beer." He'd told Ramón this part of the story many times; he'd just never said that she had been the one to make the tacos. Then again, he had also left out the part about how he had stolen her recipe, if that was true. "He loved the fresh fish." Linda laughed. "No, that was not it at all. Yes, he did love the fish, and he had never had a fish taco. But he loved the fresh salsa. He loved the spicy batter. He loved the handmade tortillas. It's funny to me, because you have absolutely none of those elements left today in your tacos." Linda's words struck Ramón deep in his chest. She was right. Ramón had heard the story so many times. And Papá had always talked about how fresh and delicious all the ingredients were, including the handmade tortillas. Ramón looked at her. "I know. He told me the same thing." Linda placed her hand on Ramón's arm. "Ironic, isn't it? He used to tell me a story about a girlfriend he had in college who had made him an awful taco with canned tomatoes, American cheese, and iceberg lettuce. That her taco was so awful, that he could never marry her. And now, that is exactly the type of taco that you serve in your restaurant." Wow. She was absolutely right. The full reason that Papá had started Taco King was to bring authentic Mexican food to the college kids at San Diego. Somewhere along the line---due to business advisers who'd suggested cutting costs and replacing fresh tomatoes with canned, crumbled queso fresco with American cheese, and handmade tortillas with mass-produced hard shells---Papá had abandoned his vision.

All those hours Gabe had put in at the store, stocking shelves, creating displays, prepping the bank deposits, and taking inventory. The endless tasks, on top of homework and baseball practice, had taught Gabe to focus his attention and manage his time, and had prepared him to run his own business when it came to it.

Sidney Harman, another highly successful CEO who was largely self-educated (he co-founded Harman Kardon), expressed the point well in his memoir, Mind Your Own Business: “Writing is not the simple transfer of fully formed intellectual inventory from brain to paper… Writing is discovery. It is, as Dylan Thomas said, ‘the blank page on which I read my mind.

When you’re growing quickly, there will always be fires—inventory shortfalls, servers crashing, customers whose calls aren’t answered. You won’t always know which fire to stamp out first. And if you try to put out every fire at once, you’ll only burn yourself out. That’s why entrepreneurs have to learn to let fires burn—and sometimes even very large fires. When you have a fast-scaling company, the focus must be on moving forward. And you can’t do that if time is spent dealing with spontaneous, scattered eruptions. Fighting every fire can cause you to miss critical opportunities to build your business—you’ll be all reaction and no action.

First, let's be clear what I mean by “ask for the cash” and “ride the float.” I mean the following: After (courageously) asking for and getting payment from your customers as early as possible (ideally before you make or deliver what they've agreed to buy) and after convincing your key suppliers to take payment from you as late as possible (perhaps 30 or 60 or 90 days after they've shipped you what you ordered), you'll find your bank account flush with cash, at least until you have to pay your suppliers. While you have that cash in hand—the “float” before you have to pay it to your suppliers—you can use it to grow your business. Buy inventory. Hire people. Buy more Google AdWords. And so on. As your business grows, you then use your future revenue to pay your suppliers and your people, just in time when their bills come due. That's exactly what 19‐year‐old Michael Dell did in 1984 to start Dell Computer. And it's mostly how he grew Dell, too.

When Bouchard’s twin-processing operation was in full swing, he amassed a staff of eighteen—psychologists, psychiatrists, ophthalmologists, cardiologists, pathologists, geneticists, even dentists. Several of his collaborators were highly distinguished: David Lykken was a widely recognized expert on personality, and Auke Tellegen, a Dutch psychologist on the Minnesota faculty, was an expert on personality measuring. In scheduling his twin-evaluations, Bouchard tried limiting the testing to one pair of twins at a time so that he and his colleagues could devote the entire week—with a grueling fifty hours of tests—to two genetically identical individuals. Because it is not a simple matter to determine zygosity—that is, whether twins are identical or fraternal—this was always the first item of business. It was done primarily by comparing blood samples, fingerprint ridge counts, electrocardiograms, and brain waves. As much background information as possible was collected from oral histories and, when possible, from interviews with relatives and spouses. I.Q. was tested with three different instruments: the Wechsler Adult Intelligence Scale, a Raven, Mill-Hill composite test, and the first principal components of two multiple abilities batteries. The Minnesota team also administered four personality inventories (lengthy questionnaires aimed at characterizing and measuring personality traits) and three tests of occupational interests. In all the many personality facets so laboriously measured, the Minnesota team was looking for degrees of concordance and degrees of difference between the separated twins. If there was no connection between the mean scores of all twins sets on a series of related tests—I.Q. tests, for instance—the concordance figure would be zero percent. If the scores of every twin matched his or her twin exactly, the concordance figure would be 100 percent. Statistically, any concordance above 30 percent was considered significant, or rather indicated the presence of some degree of genetic influence. As the week of testing progressed, the twins were wired with electrodes, X-rayed, run on treadmills, hooked up for twenty-four hours with monitoring devices. They were videotaped and a series of questionnaires and interviews elicited their family backgrounds, educations, sexual histories, major life events, and they were assessed for psychiatric problems such as phobias and anxieties. An effort was made to avoid adding questions to the tests once the program was under way because that meant tampering with someone else’s test; it also would necessitate returning to the twins already tested with more questions. But the researchers were tempted. In interviews, a few traits not on the tests appeared similar in enough twin pairs to raise suspicions of a genetic component. One of these was religiosity. The twins might follow different faiths, but if one was religious, his or her twin more often than not was religious as well. Conversely, when one was a nonbeliever, the other generally was too. Because this discovery was considered too intriguing to pass by, an entire additional test was added, an existing instrument that included questions relating to spiritual beliefs. Bouchard would later insist that while he and his colleagues had fully expected to find traits with a high degree of heritability, they also expected to find traits that had no genetic component. He was certain, he says, that they would find some traits that proved to be purely environmental. They were astonished when they did not. While the degree of heritability varied widely—from the low thirties to the high seventies— every trait they measured showed at least some degree of genetic influence. Many showed a lot.

Wud love to be there man bt busy doing stock inventory here. my exciting life lol I hesitate and then delete the message without sending. No point in lying to people when you can say nothing.

I told David, “Go look at every store and its entire inventory, who we would sell it to and what we would get for it, in case the deal goes south.” It was a basic fire-sale analysis—what we’d get in the worst-case scenario if we had to liquidate the company. David came back and said, “We’d get 80 percent of our purchase price back.” So I knew that what we had to lose was 20 percent.

The large auto dealer, Moss Bros. Auto Group has multiple locations and provides an online platform for shopping its vast inventory of new and used vehicles. Customers can shop with ease and further interact with the business at its multiple dealership locations. Moss Bros. Auto Group has a primary goal—to create the best customer experience. Moss Bros. Auto Group provides vehicle repair and maintenance among its services.

We started with a small number of two-pizza teams so that we could learn what worked and refine the model before widespread adoption. One significant lesson became clear fairly early: each team started out with its own share of dependencies that would hold them back until eliminated, and eliminating the dependencies was hard work with little to no immediate payback. The most successful teams invested much of their early time in removing dependencies and building “instrumentation”—our term for infrastructure used to measure every important action—before they began to innovate, meaning, add new features. For example, the Picking team owned software that directed workers in the fulfillment centers where to find items on the shelves. They spent much of their first nine months systematically identifying and removing dependencies from upstream areas, like receiving inventory from vendors, and downstream areas, like packing and shipping. They also built systems to track every important event that happened in their area at a detailed, real-time level. Their business results didn’t improve much while they did so, but once they had removed dependencies, built their fitness function, and instrumented their systems, they became a strong example of how fast a two-pizza team could innovate and deliver results. They became advocates of this new way of working. Other teams, however, put off doing the unglamorous work of removing their dependencies and instrumenting their systems. Instead, they focused too soon on the flashier work of developing new features, which enabled them to make some satisfying early progress. Their dependencies remained, however, and the continuing drag soon became apparent as the teams lost momentum.

As you may know, shrinkage, or unaccounted-for inventory loss—theft, in other words—is one of the biggest enemies of profitability in the retail business. So in 1980, we decided the best way to control the problem was to share with the associates any profitability the company gained by reducing it. If a store holds shrinkage below the company’s goal, every associate in that store gets a bonus that could be as much as $200. This is sort of competitive information, but I can tell you that our shrinkage percentage is about half the industry average

Dina hummed to herself as she pulled out an empty jam jar from a busy cupboard. It was still labeled "Apricot Jam" from the batch her mum had made for her last year--- jam that tasted like bottled sunshine. There wasn't an exact science to the magic, but Dina often found that the best tea blends were ones she put into secondhand jars, ones that had been full of delicious, wonderful things. She clipped her curls out of her face and headed into the pantry. The walls were lined floor-to-ceiling with all manner of jars and boxes, all individually labeled in Dina's messy handwriting. She kept her spices together, along with other baking essentials like fish vanilla, cake flour, and a tin that was labeled "Eye of Newt" but actually contained nutmeg. Her tea selection had several shelves dedicated to it. Aside from the specialty blends she made for the shop, Dina kept a collection of tea and tisane ingredients, which she could mix into more personal blends at a moment's notice. Dina never felt more in her element as a kitchen witch than when she was looking through her pantry. Scott's tea blend needed to be something that encapsulated his energies yet also helped him in some way. A tea to drink in the middle of a long work day, Dina decided. She twirled a curl around her finger as she focused. She hadn't met any of his fellow curators yet, but from what Scott had told her they could be a bit of a handful. So the kind of tea that would help him get through a long meeting. Something to sharpen a tired mind. Dina knew just the thing for it. She scooped up several jars and laid them out on the counter before her. Black tea--- a full-bodied assam, cacao nibs, dried ginger and... it was missing something. Dina stepped back into the pantry and surveyed her shelves with her hands on her hips. She knew that this would need one more ingredient to be perfect for Scott. Lion's mane mushroom? Perhaps a little too earthy. Clove? Too heavy. It would overpower the other flavors. As her eyes skirted over the rows of jars, she spotted it. A small glass jar with a dark red powder in it. Dried beetroot! Perfect! Energizing yet slightly sweet and smooth, and it would make Scott look like he was drinking some kind of red-velvet-themed drink. Which was also his favorite cake flavor.

Nearly all the characteristics that became famous hallmarks of Berkshire Hathaway—the 19th-century industrial beginnings, the irreversible secular decline of the original business, the initial cheap valuation, the fight for full control, the partial liquidation of inventory to raise cash, the reallocation of capital towards new and better businesses, the clever management compensation, the behind-the-scenes tax minimization strategies, the reliance on personal friendships to source deals, and the fundamental integrity and trustworthiness of company leadership as the foundation of a sprawling conglomerate—

It was Micky Newman, the 34-year-old son of Ben’s partner Jerome, who talked him out of it. Micky was more optimistic about the excess inventory P&R had piled up. Moreover, he saw an opportunity to apply some high finance to this industrial company. “Ben wanted to sell at a loss, but we persuaded him not to because I could see some big pluses,” Micky later said. “I could see a huge potential tax loss due to abandonment of deep mines, and in addition, P&R coal had piled up small and unusual amounts of coal.”157 In early 1955, P&R reported a $7.3 million loss for 1954, $5.3 million of which was attributable to write-offs related to the abandonments of mines.158 The big loss gave the Baltimore/Graham-Newman group a chance to increase its control over the company’s corporate governance: Hyland’s broker, Benjamin Palmer, joined the board in February, and Micky Newman joined him three months later. Along with Ben Graham himself, the Baltimore and Graham-Newman shareholder group now controlled three of nine board seats. As a sign of things to come, P&R changed its name and amended its charter to allow the organization to engage in activities other than coal mining. The company dropped the reference to coal from its name, transitioning from the Philadelphia and Reading Coal and Iron Company to the Philadelphia and Reading Corporation.159 Micky took the initiative to transform the company. His plan was to use the cash P&R generated from liquidating its excess inventory to acquire profitable businesses, whose income would be shielded from future taxes by P&R’s existing tax loss position.

Need More Clarity? If greater clarity is what you need, shift your thinking up the natural planning scale. People are often very busy (action) but nonetheless experience confusion and a lack of clear direction. They need to pull out their plan, or create one (organize). If there’s a lack of clarity at the planning level, there’s probably a need for more brainstorming to generate a sufficient inventory of ideas to create trust in the plan. If the brainstorming session gets bogged down with fuzzy thinking, the focus should shift back to the vision of the outcome, ensuring that the reticular filter in the brain will open up to deliver the best how-to thinking. If the outcome/ vision is unclear, you must return to a clean analysis of why you’re engaged in the situation in the first place (purpose).

Outsourcing requires a tight integration of suppliers, making sure that all pieces arrive just in time. Therefore, when some suppliers were unable to deliver certain basic components like capacitors and flash memory, Compaq's network was paralyzed. The company was looking at 600,000 to 700,000 unfilled orders in handheld devices. The $499 Pocket PCs were selling for $700 to $800 at auctions on eBay and Amazon.com. Cisco experienced a different but equally damaging problem: When orders dried up, Cisco neglected to turn off its supply chain, resulting in a 300 percent ballooning of its raw materials inventory. The final numbers are frightening: The aggregate market value loss between March 2000 and March 2001 of the twelve major companies that adopted outsourcing-Cisco, Dell, Compaq, Gateway, Apple, IBM, Lucent, Hewlett-Packard, Motorola, Ericsson, Nokia, and Nortel-exceeded $1.2 trillion. The painful experience of these companies and their investors is a vivid demonstration of the consequences of ignoring network effects. A me attitude, where the company's immediate financial balance is the only factor, limits network thinking. Not understanding how the actions of one node affect other nodes easily cripples whole segments of the network. Experts agree that such rippling losses are not an inevitable downside of the network economy. Rather, these companies failed because they outsourced their manufacturing without fully understanding the changes required in their business models. Hierarchical thinking does not fit a network economy. In traditional organizations, rapid shifts can be made within the organization, with any resulting losses being offset by gains in other parts of the hierarchy. In a network economy each node must be profitable. Failing to understand this, the big players of the network game exposed themselves to the risks of connectedness without benefiting from its advantages. When problems arose, they failed to make the right, tough decisions, such as shutting down the supply line in Cisco's case, and got into even bigger trouble. At both the macro- and the microeconomic level, the network economy is here to stay. Despite some high-profile losses, outsourcing will be increasingly common. Financial interdependencies, ignoring national and continental boundaries, will only be strengthened with globalization. A revolution in management is in the making. It will take a new, network-oriented view of the economy and an understanding of the consequences of interconnectedness to smooth the way.

IDENTIFY CLEAR GOALS AND PRIORITIES. The ability to identify clear goals and priorities is being tested as the world resets. In 2008, for example, the primary goal for many companies became safety and managing for cash. But within that goal was the related one of managing for risk and a shift from previous years in the balance between the short-term and the long-term. Identifying goals requires a level of savvy and expertise to achieve the right balance. That, in turn, requires the realism and the knowledge of the business and the people that constitute the first two of our seven essential behaviors. Choosing the wrong goals can be disastrous. All too often the wrong goals are set because the leader isn’t realistic about the ability of the people to achieve them. Articulating the right goals is the first step. The people in the organization then have to execute and that means setting priorities and benchmarks. It isn’t enough to say “we need to generate $10 billion in cash.” You have to know what parts of the business will generate how much cash, how they will do it (by better managing inventories and receivables, for example), who is accountable, and how to follow through to be sure everyone is doing what they are supposed to be doing.

They kept the prophecy hidden. They emphasized the levirate nature of the marriage in order to stress its legal side. It would be hard for the scribes to argue with the Torah, the revealed law of Yahweh. The first order of business was business. Caleb signed a contract, called a ketubbah, with Rahab’s father. This was the transfer of authority from father to husband and was the legal foundation of the marriage. Caleb then paid a dowry to her father of fifty shekels, according to their law. This was the customary money held in faith by the father should a wife’s husband forsake her through divorce or death. The next order of business was for the wife to give an inventory accounting of her assets that would be transferred to her husband’s estate. Since Rahab had left everything behind but her family when Jericho was destroyed, she had nothing. To Caleb that sacrifice was more than he could ever offer her. The next stage in a normal wedding with a virgin was not the celebration, but consummation. The husband and wife would go to the father’s home and consummate their union in the marriage bed. A white cloth would be placed beneath the virgin so that there would be a discharge of blood with her first carnal knowledge of a man. The cloth would then be taken to the celebration feast to prove her virginity and a priest would pronounce a benediction over them. But this was not a normal wedding with a virgin. Because of the shame of this lack of virginity, Rahab requested that they perform the ceremony and celebration before they would leave to consummate. This way, attention would not be drawn to her shame. Caleb graciously agreed.

any improvements made anywhere besides the bottleneck are an illusion. Astonishing, but true! Any improvement made after the bottleneck is useless, because it will always remain starved, waiting for work from the bottleneck. And any improvements made before the bottleneck merely results in more inventory piling up at the bottleneck.

What Vann-Adibe had discobered was that the aggregate market for niche music was huge, and effectively unbounded. He called this the '98 Percent Rule.' As he later put it to me, "In a wordl of almost zero packaging costs and instant access to almost all ocntent in this format, consumers exhibit consistent behavior: They look at almost everything. I believe that this requires major changes by the content producers - I'm just not sure what changes!"... Everywhere I went the story was the same: Hits are great, but niches are emerging as the big new market. The 98 Percent Rule turned out to be nearly universal. Apple said that every one of the then 1 million tracks on iTues had sold at least once (now its inventory is twice that). Netflix reckoned that 95% of its 25,000 DVDs (that's now 90,000) rented at least once a quarter. Amazon didn't give out an exact number, but independent academic research on its book sales suggested that 98 percent of its top 100,00 books sold at least once a quarter, too.

There's a value in that space - rent, overhead, staffing costs, etc. - that has to be paid back by a certain number of inventory turns per month. In other words, the onesies and twosies waste space. However, when that space doesn't cost anything, suddenly you can look at those infrequent sellers again, and they begin to have value. This was the insight that led to Amazon, Netflix, and all the other companies I was talking to.

We kissed once.” She spoke quietly and lowered her gaze. “I esteem you greatly, Joseph Carrington, though I have wondered if my efforts in that kiss were sufficiently unmemorable as to make you regret the occasion.” He was so busy trying to muster the discipline to let go of her hand and take himself off that her words didn’t register immediately in his befuddled mind. She esteemed him greatly? “Louisa, your efforts were not… unmemorable.” He saw her drop frosty politesse over the hint of vulnerability in her eyes, felt her spine stiffen fractionally—and knew he’d said the wrong thing. He could not abide those withdrawals, however subtle. “Louisa, since we kissed, I have thought of little else, and I esteem you greatly, as well. Very greatly.” While Joseph watched, a blush, beautiful and rosy, stole up Louisa Windham’s graceful neck. “I have had occasion to consider that kiss a time or two myself,” she said. He thought her voice might have been just a trifle husky. Hope, an entire Christmas of hope, blossomed in the center of his chest. “Perhaps you would like a small reminder now?” He would adore giving her a reminder. A reminder that took the rest of the afternoon and saw their clothes strewn about the chamber. Twelve days of reminders would work nicely, with a particular part of Joseph’s body promptly appointing itself Lord of Misrule. He would not push her, but he would get a cane, the better to support himself should random insecurity threaten his knees in future. Louisa lifted her gaze to his and seemed to visually inventory his features. After suffering her perusal for an eternity, Joseph let out a breath when she twined her arms slowly around his neck. He would not harry her. It would be a chaste kiss, a kiss to reassure— Louisa Windham did not need any reminders about how to kiss a man. She gently took possession of Joseph’s mouth, plundered his wits, and stole off with his best intentions.

Few industries have enough cash to cover their debt without having to count on selling inventory or converting receivables to cash.   A healthy cash ratio is considered to be between 0.5 and 1.   Liquidity ratios are helpful way to measure if a company is at risk of not being able to pay its debt. However, some critics point out that those ratios are past-oriented and cannot predict future cash problems.   Also, such ratios can be misleading because of creative accounting practices (a topic we will cover later on), especially because accounts receivable might be inflated or inventory could be wrongly estimated.

Our Software services are Maintain Supplier information and any type of trading business for managing your inventory, purchases, sales, account receivables and payables. You can try First my free versions.

keeping the first station busy, and it’s similar to first-in, first-out scheduling. But of course, now everyone knows that you don’t release work based on the availability of the first station. Instead, it should be based on the tempo of how quickly the bottleneck resource can consume the work.” I just stare at him blankly. He continues, “Because of how Mark was releasing work, inventory kept piling up in front of our bottleneck, and jobs were never finished on time. Every day was an emergency. For years, we were awarded Best Customer of the Year from our air freight shipment company, because we were overnighting thousands of pounds of finished goods to angry customers almost every week.” He pauses and then says emphatically, “Eliyahu M. Goldratt, who created the Theory of Constraints, showed us how any improvements made anywhere besides the bottleneck are an illusion. Astonishing, but true! Any improvement made after the bottleneck is useless, because it will always remain starved, waiting for work from the bottleneck. And any improvements made before the bottleneck merely results in more inventory piling up at the bottleneck.” He continues, “In our case, our bottleneck was a heat treat oven, just like in Goldratt’s novel, The Goal. We also had paint-curing booths that later became constraints, too. By the time we froze the release of all new jobs, you couldn’t even see the bottleneck work centers because they were surrounded by huge piles of inventory. Even from up here!” Despite myself, I laugh with him. It’s obvious in hindsight, but I can imagine that to Mark, it was anything but obvious. “Look, thanks for the history lesson. But I learned most of this already in business school. I don’t see how this could possibly be relevant to managing IT Operations. IT is not like running a factory.” “Oh, really?” he turns to me, frowning intensely. “Let me guess. You’re going to say that IT is pure knowledge work, and so therefore, all your work is like that of an artisan. Therefore, there’s no place for standardization, documented work procedures, and all that high-falutin’ ‘rigor and discipline’ that you claimed to hold so near and dear.” I frown. I can’t figure out if he’s trying to convince me of something I already believe or trying to get me to accept an absurd conclusion. “If you think IT Operations has nothing to learn from Plant Operations, you’re wrong.

The IRS requires you to use the accrual method if your business meets one or more of the following conditions: • Your business has inventory. • Your business is a C corporation. • Your gross sales exceed $5 million. (Some exceptions to this rule include sole proprietors, personal service companies, and farming businesses.)

inventory-valuation method is used. The three most-used methods are known as FIFO, LIFO, and Average Cost. Under GAAP, a business can use any of the three.

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.

Thall identified the things he loves most about his work—developing products and creating growth strategies—and he finds ways to outsource other tasks. The brand currently has 14 staff members working in San Diego who specialize in things like inventory management and human resources, which are aspects of the business Thall did not feel equipped to handle himself. "It’s easy for a passion project to quickly turn into just another job if you are forced to perform tasks you don’t enjoy every day," Thall says.

play in the picks and shovels market is to invest in a distribution business, which act to facilitate business to business transactions. By becoming a distributor, businesses are able to mitigate the risks associated with production, inventory and marketing while profiting instead

Low-end disruption has occurred several times in retailing.16 For example, full-service department stores had a business model that enabled them to turn inventories three times per year. They needed to earn 40 percent gross margins to make money within their cost structure. They therefore earned 40 percent three times each year, for a 120 percent annual return on capital invested in inventory (ROCII). In the 1960s, discount retailers such as Wal-Mart and Kmart attacked the low end of the department stores’ market—nationally branded hard goods such as paint, hardware, kitchen utensils, toys, and sporting goods—that were so familiar in use that they could sell themselves. Customers in this tier of the market were overserved by department stores, in that they did not need well-trained floor sales-people to help them get what they needed. The discounters’ business model enabled them to make money at gross margins of about 23 percent, on average. Their stocking policies and operating processes enabled them to turn inventories more than five times annually, so that they also earned about 120 percent annual ROCII. The discounters did not accept lower levels of profitability—their business model simply earned acceptable profit through a different formula.17

information systems will streamline many of them for people living in those countries, such as integrated clothing machines (washing, drying, folding, pressing and sorting) that keep an inventory of clean clothes and algorithmically suggest outfits based on the user’s daily schedule. Haircuts will finally be automated and machine-precise.

determine profit take the Amazon price and multiply it by .85 because Amazon takes out a 15% commission. Then if you’re using FBA, Amazon has a per unit fee and a per order fee and then a weight handling fee. We use $2.50 for our items because the per unit fee is $1, the order fee is $1, and the weight based fee is usually around $.50 depending on the weight of the item. Also, you have to figure in the cost of shipping it to you and the cost of shipping it to Amazon.

$25*.15 (Amazon's Commission) = $3.75 Amazon commission $25 - $3.75 = $21.25 (Or just take the $25*.85 to save a step) $21.25 - $2.50 (per unit fee, per order fee, weight handling fee) = $18.75

She thinks of Stanley's colored pencil drawings of theoretical businesses: a cafe, a bookshop, and, always, a grocery store. When she was ten and he was fourteen, he was already working as a bag boy at Publix, reading what their father called "hippie books." He talked about stuff like citrus canker, the Big Sugar mafia, and genetically modified foods and organisms. He got his store manager to order organic butter after Stanley'd read (in the 'Berkeley Wellness' newsletter) about the high concentration of pesticides in dairy. Then, for weeks, the expensive stuff (twice as much as regular) sat in the case, untouched. So Stanley used his own savings to buy the remaining inventory and stashed in his mother's cold storage. He took some butter to his school principal and spoke passionately about the health benefits of organic dairy: they bought a case for the cafeteria. He ordered more butter directly from the dairy co-operative and sold some to the Cuban-French bakery in the Gables, then sold some more from a big cooler at the Coconut Grove farmer's market. He started making a profit and people came back to him, asking for milk and ice cream. The experience changed Stanley- he was sometimes a little weird and pompous and intense before, but somehow, he began to seem cool and worldly.

I mean, he could blow old Capitalist-Stevie here away." Felice doesn't respond. She pulls the backs of her ankles in close to her butt and rests her chin on the flat of one her knees. She thinks of Stanley's colored pencil drawings of theoretical businesses: a cafe, a bookshop, and, always, a grocery store. When she was ten and he was fourteen, he was already working as a bag boy at Publix, reading what their father called "hippie books." He talked about stuff like citrus canker, the Big Sugar mafia, and genetically modified foods and organisms. He got his store manager to order organic butter after Stanley'd read (in the 'Berkeley Wellness' newsletter) about the high concentration of pesticides in dairy. Then, for weeks, the expensive stuff (twice as much as regular) sat in the case, untouched. So Stanley used his own savings to buy the remaining inventory and stashed in his mother's cold storage. He took some butter to his school principal and spoke passionately about the health benefits of organic dairy: they bought a case for the cafeteria. He ordered more butter directly from the dairy co-operative and sold some to the Cuban-French bakery in the Gables, then sold some more from a big cooler at the Coconut Grove farmer's market. He started making a profit and people came back to him, asking for milk and ice cream. The experience changed Stanley- he was sometimes a little weird and pompous and intense before, but somehow, he began to seem cool and worldly. Their mother, however, said she couldn't afford to use his ingredients in her business. They'd fought about it. Stanley said that Avis had never really supported him. Avis asked if it wasn't hypocritical of Stanley to talk about healthy eating while he was pushing butter. And Stanley replied that he'd learned from the master, that her entire business was based on the cultivation of expensive heart attacks.

In a Harvard Business Review article titled “Do Women Lack Ambition?” Anna Fels, a psychiatrist at Cornell University, observes that when the dozens of successful women she interviewed told their own stories, “they refused to claim a central, purposeful place.” Were Dr. Fels to interview you, how would you tell your story? Are you using language that suggests you’re the supporting actress in your own life? For instance, when someone offers words of appreciation about a dinner you’ve prepared, a class you’ve taught, or an event you organized and brilliantly executed, do you gracefully reply “Thank you” or do you say, “It was nothing”? As Fels tried to understand why women refuse to be the heroes of their own stories, she encountered the Bem Sex-Role Inventory, which confirms that society considers a woman to be feminine only within the context of a relationship and when she is giving something to someone. It’s no wonder that a “feminine” woman finds it difficult to get in the game and demand support to pursue her goals. It also explains why she feels selfish when she doesn’t subordinate her needs to others. A successful female CEO recently needed my help. It was mostly business-related but also partly for her. As she started to ask for my assistance, I sensed how difficult it was for her. Advocate on her organization’s behalf? Piece of cake. That’s one of the reasons her business has been successful. But advocate on her own behalf? I’ll confess that even among my closest friends I find it painful to say, “Look what I did,” and so I don’t do it very often. If you want to see just how masterful most women have become at deflecting, the next time you’re with a group of girlfriends, ask them about something they (not their husband or children) have done well in the past year. Chances are good that each woman will quickly and deftly redirect the conversation far, far away from herself. “A key type of discrimination that women face is the expectation that feminine women will forfeit opportunities for recognition,” says Fels. “When women do speak as much as men in a work situation or compete for high-visibility positions, their femininity is assailed.” My point here isn’t to say that relatedness and nurturing and picking up our pom-poms to cheer others on is unimportant. Those qualities are often innate to women. If we set these “feminine” qualities aside or neglect them, we will have lost an irreplaceable piece of ourselves. But to truly grow up, we must learn to throw down our pom-poms, believing we can act and that what we have to offer is a valuable part of who we are. When we recognize this, we give ourselves permission to dream and to encourage the girls and women around us to do the same.

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Another big advantage of cash-basis accounting is that companies don’t have to count their inventory as an asset on the books. So all of Tyson’s chicken, being inventory, could be counted as worthless on the books, making losses look even bigger as it spent money on feed and fuel.

If God wants you to be somewhere or do something, He'll supply everything you need at the moment you need it, and not one moment before. Never forget, Celia, God is in the business of Just-in-Time Inventory.

Two months later, Gail brought Bill home to meet her parents, and Beryl, a nervous mama having heard so much about the gallant Navy boy, served up her best pot roast with onions, a heap of buttery mashed potatoes with Gail’s favorite gravy, and boiled carrots for Sunday dinner. Before dinner was served, they sat on the porch and made homemade ice cream together. Gail sat on the ice cream bucket while Bill churned—abiding the flirting of Baby Lou and worldly Laila, though married with a baby. The Navy boy couldn’t care less about the two sisters because he was busy pouring ice cubes and salt into the bucket, soon hidden again under Gail’s skirt. Coalbert, the working boy, accompanied by his cute girlfriend, Ivy, wasn’t going to be outdone by a crew cut. He started making pig squeals and then said, “Come on, piggy, I wanna kiss you!” This was the story that humiliated Gail the most. She hated when Coalbert told stories from their Arkansas childhood. “What’s with him?” Bill looked at Gail. Coalbert took over and explained how Gail had fallen in love with the baby pigs they had bought to ward off starvation in Western Grove. “She’d run chasing them through the mud and shit, ‘Come on, piggy, I wanna kiss you!’” Gail got off the ice cream bucket and walked into the house. Bill laughed and stayed on the porch with Coalbert and the sisters, shooting the breeze and catching up with stories to embarrass Gail.

Learn why a Warehouse Management System (WMS) is essential for small businesses to boost efficiency and manage inventory effectively.

Craig brought a business model to H-E-B and Video Central that was like kryptonite to Blockbuster. Prices were lower, and inventories were larger and much better managed. We ran it just like H-E-B ran grocery stores. Define what matters most and relentlessly pursue perfection in those areas. And do your best to make it fun for employees and customers.

Kaida's attorney suggested a quit claim deed as the best vehicle for transferring Gail’s home into Kaida's name with a limiting clause for a life estate for Gail. The single page was drafted on his computer. When Gail asked Kaida why her beneficiary deed and her will were not sufficient, Kaida told her the new “trust” was more complete. It ensured that Grant and Paige would finally inherit her property at the end of Kaida’s life. It would also substantially help her build Kaida’s credit back from the bankruptcy to have her name on the deed. Gail certainly loved Kaida and her grandchildren. Gail trusted Kaida’s promise to care for her in her old age, and she believed their funds had become hopelessly co-mingled, so that sitting in the attorney’s office that day, she finally agreed to sign the trust document with a “joint tenancy life estate” on her property. It felt like a business transaction. It was only right to incentivize Kaida for her promise to care for her in her old age.

Usually labeled “summary of significant accounting policies,” one key note describes how the company recognizes revenue, records inventories, treats installment or contract sales, expenses its marketing costs, and accounts for the other major aspects of its business.

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Waste levels Logistics: Schedule accuracy On time delivery percentage Average time to deliver Inventory accuracy Human resources: Employee turnover Average time to fill a position Cost per hire Employee satisfaction/engagement index Absenteeism Salary competitiveness factor Training return on investment Corporate social responsibility: Carbon and water footprints Energy consumption Product recycling rate Waste recycling rate

Ad networks connect supplier sources that aggregate ad inventories with consumer resources looking for ad spots. The supply sources for a mobile ad network are frequently apps or websites from publishers and developers. Advertisers want their adverts to show up on websites that have demand sources. You can get fast approval of your Real Estate Business sites. You will get relevant ads according to your Real Estate Business site blog and get Fast payment We offer High CPC ads You can analyze your revenue easily on the dashboard We provide on-time payment to the publishers within a single week.

The problem with a convenience store (a small store with a small inventory and few fixtures) is that it is hard to invest enough money to let the people be productive enough to justify high wages and benefits. I had put the cart—the high wages—before the horse—the convenience market. Perhaps, as the young lady from Stanford commented in 1986, I had done the right thing for the wrong reason. Much of my career was spent trying to find ways to pay the high wages to which I was totally committed. First we upped the investment ante by taking only prime locations, which could generate the most sales, even though the rents were higher.

As a second way to pump investment into the Pronto stores, to support our high wage costs, we began to add hard liquor, instead of just beer and wine, to the stores. (We did this well before 7-Eleven’s arrival.) The cost of a liquor license in those days was so great that the addition of a liquor license, and its added high-value-per-cubic-inch inventory, doubled our investment in a store without expanding beyond the 2,400 square foot conventional convenience store module.

Progress Review The next key ingredient for the Weekly Tactical meeting is the routine reporting of critical information or metrics: revenue, expenses, customer satisfaction, inventory, and the like. What is reported depends on the particular industry and organizational situation, of course. The point here is to get into the habit of reviewing progress relating to key metrics for success, but not every metric available.

What happens to this kind of business when the data superhighway arrives? . . . No sales force, no inventory costs, no royalties to Nintendo or Sega, no marketing costs, no advertising costs, no executive parking spaces. This is a new and exciting business model, not just for games, and not even just for software, but for a host of products and services that can be sold or delivered via an electronic underground.

P&G switched from market TSR to operating TSR. Operating TSR is an amalgamated measure of three real operating performance measures—sales growth, profit margin improvement, and increase in capital efficiency. This measure more accurately captures P&G’s true performance across the most critical operational metrics and, moreover, measures things that business-unit presidents and general managers can actually influence, unlike the market-based TSR number. The operating TSR measure integrates revenue growth, margin growth, and cash productivity and it does so regardless of the type of assets being managed—whether you have hard assets like tissue/towel paper converting machines or inventory like cosmetics and fragrance products. In other words, the measure could be equitably and usefully applied to all of P&G’s diverse businesses. And it isn’t utterly unconnected to stock performance—there is a high correlation over the medium and long term between operating TSR and market TSR. But unlike the stock price, the operating TSR measures are ones over which P&G managers have real influence in the short and medium term.

If the narcissist is your supervillain, there’s only one way to “defeat” him or her.  His or her ultimate goal is to destroy you, destroy the self-esteem and success you’ve worked hard to build, destroy your ability to trust in future relationships and your self-worth. You must take inventory of your existing “superpowers” as well as his in order to save your own life and that of your kingdom – everything you’ve built from your finances to your relationship with friends to your business.  Every small victory scores a point and gets you ready for the final battle. It’s time.

Multi-tier racking is an ideal storage solution for the storage of manufacturing operations and spare parts. Its multi-floor shelving eliminates the need for a structural floor layout, thereby increasing the floor space and storage capacity by utilizing the height of the space. This further helps businesses to store more inventory. Each level of the rack can be accessed through a staircase and aisles or ramp. Multi-tier racking is a perfect storage and warehousing solution for high roof areas.

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Astute readers may have noticed that Dow Jones’s working capital model was implemented, in reality, by asking subscribers to pay up front. That’s a revenue model issue, too, isn’t it? Right you are. Costco’s working capital model was driven largely by membership fees paid up front—a revenue model issue—that in turn enabled it to adopt a gross margin model with low, low prices and razor-thin gross margins. So why do we see these cases as working capital stories? We’ve placed the Dow Jones and Costco cases in the working capital chapter because their working capital models lie at the heart of their long-running success. In their essence, working capital models are about the timing with which cash flows into and out of the business. In most industries, that means the timing with which customers pay, the timing with which suppliers are paid, and the timing or speed with which inventory (or piles of other current assets) can be turned over and over again.

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