Invoices Create Quotes

The flood of money from Amway’s founders failed, though, to quash an investigation by the Canadian government into a tax-fraud scheme in which both DeVos and Van Andel were criminally charged in 1982. The scandal exploded when Kitty McKinsey and Paul Magnusson, then reporters for the Detroit Free Press, shocked readers accustomed to DeVos and Van Andel’s professions of patriotism and religiosity with an exposé tracing an elaborate, thirteen-year-long tax scam directly to the bosses’ offices. At its highest levels, they revealed, Amway had secretly authorized a scheme creating dummy invoices to deceive Canadian customs officials into accepting falsely low valuations on products the company imported into Canada. Amway had thus fraudulently lowered its tax bills by $26.4 million from 1965 until 1978. Amway

■ Poor labor efficiency due to lack of job costing ■ Sales team focus on revenue rather than margin (discounting quotes, making concessions, and so on) ■ A lack of emphasis on service sales (rather than product sales), which were generally more profitable ■ Excessive punch list items requiring follow-up work without the ability to invoice ■ Errors in order entry: finish, fabric, pricing, and so on ■ Installation damage and concealed damage on receipt of product ■ Excessive nonbillable overtime ■ High average collection days ■ Small-tool loss and damage

The triangle of fraud . . .” “What’s that?” He started, as if I’d woken him. “Oh—incentive, opportunity, and rationalization.” He stuck out three fingers and began counting them off. “The first leg, incentive, is pressure to commit the crime. A person is looking for a way to solve their financial issues due to an inability to pay their bills, drug and/or alcohol addiction, or simply status, wanting to have a bigger house or drive a fancier car.” He counted off another finger. “The second leg is perceived opportunity, where the individual identifies ways to commit fraud with the lowest amount of risk, like lying about the number of hours worked, inflated sales or productivity to garner higher pay, creating false invoices for products never purchased and pocketing the money, or selling proprietary company information to competitors.” He counted off the last finger. “The third leg of the triangle, and this is an important one, is where individuals persuade themselves into believing that they’re doing the right thing. They convince themselves that they’re just borrowing the money or feel entitled to it through perceived low pay, uncompensated hours, lack of respect, or trying to provide for their family.” “Okay, but what pushes two men whom we assume are relatively upright individuals into going so far as to kill someone?” “A lot of money.” I laughed.

But for all the colour of his character, his reputation was earned and maintained through his genius. There is a lovely story published in a 1965 issue of Life magazine that suggests just how highly respected he was. Henry Ford's fledgling car manufacturing company was once having trouble with one of the generators that powered the production line. They called Steinmetz in to consult on the problem and he solved it by lying down in the room where the generator was housed. For two days and nights he listened to its operation, scribbling calculations on a notepad. Eventually he got up, climbed up on the giant machine, and marked a point on the side with a chalk cross. He descended and told the engineers to replace sixteen of the generator's wire coils, the ones behind his chalk mark. They did what they were told, turned the generator back on, and discovered to their utter astonishment that it now worked perfectly. That story alone would be alone would be enough, but it gets better. From their headquarters in Schenectady, New York, General Electric sent forth a $10,000 dollar invoice for Steinmetz's services. Ford queried the astronomical sum, asking for a breakdown of the costs. Steinmetz replied personally. His itemized bill said, "Making chalk mark on generator: $1.00. Knowing where to make mark: $9,999.00" Apparently the bill was paid without further delay.

So I kept a very long list of tasks: the list included everything from researching online forums where I could blog or post about my practice, to creating attractive and branded client invoice forms, to approaching seasoned psychologists on social media platforms for informational interviews. If I was feeling creative, I’d tackle tasks that involved writing or designing; if I was feeling less creative, I’d build lists of forums or contacts to have handy for days when I was feeling more social and ready to connect with the network I was slowly beginning to build.

Building a business is a creative act. Few of us realize when we start out that we are creating not only a company but a culture. That’s because it’s usually not planned. It just happens. While everyone is focused on something else, making sales, providing service, sending out invoices, a little community springs up. It has its own unspoken customs, traditions, modes of dress and speech, and rules of behavior. By the time you become aware of it, the culture is often well established and it will probably be a reflection of your personality.

Ctrl-I     Create invoice →       Ctrl-E     Edit transaction selected in register →       Ctrl-F     Find transaction →       Ctrl-J     Open Customer Center →       Ctrl-M     Memorize transaction or report →       Ctrl-N     New invoice, bill, check, or list item in context →       Ctrl-Q     QuickReport on transaction or list item →       Ctrl-T     Open memorized transaction list →       Ctrl-W     Write new check →       Ctrl (while opening)

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Amway had secretly authorized a scheme creating dummy invoices to deceive Canadian customs officials into accepting falsely low valuations on products the company imported into Canada. Amway had thus fraudulently lowered its tax bills by $26.4 million from 1965 until 1978.

Bonus Tip! Never change the itinerary on a coach just prior to the date of pickup or during the trip unless you want to receive an unwanted shocking invoice at the conclusion for additional miles, days, or hours. Create a finalized, detailed itinerary for the driver and stick with it completely!