Service Advisor Quotes

When salespeople lead with their product or service, it is impossible to be perceived as consultants or trusted advisors. It makes it as clear as day that the salesperson believes the relationship and sale are centered on his offering, not the customer and its needs. It’s as if the salesperson is begging the customer to put his offering’s features and price on a spreadsheet to be compared against every competitors’ features and price.

Reading his autobiography many years later, I was astonished to find that Edward since boyhood had—not unlike Isaiah Berlin—often felt himself ungainly and ill-favored and awkward in bearing. He had always seemed to me quite the reverse: a touch dandyish perhaps but—as the saying goes—perfectly secure in his masculinity. On one occasion, after lunch in Georgetown, he took me with him to a renowned local tobacconist and asked to do something I had never witnessed before: 'try on' a pipe. In case you ever wish to do this, here is the form: a solemn assistant produces a plastic envelope and fits it over the amber or ivory mouthpiece. You then clamp your teeth down to feel if the 'fit' and weight are easy to your jaw. If not, then repeat with various stems until your browsing is complete. In those days I could have inhaled ten cigarettes and drunk three Tanqueray martinis in the time spent on such flaneur flippancy, but I admired the commitment to smoking nonetheless. Taking coffee with him once in a shopping mall in Stanford, I saw him suddenly register something over my shoulder. It was a ladies' dress shop. He excused himself and dashed in, to emerge soon after with some fashionable and costly looking bags. 'Mariam,' he said as if by way of explanation, 'has never worn anything that I have not bought for her.' On another occasion in Manhattan, after acting as a magnificent, encyclopedic guide around the gorgeous Andalusia (Al-Andalus) exhibition at the Museum of Modern Art, he was giving lunch to Carol and to me when she noticed that her purse had been lost or stolen. At once, he was at her service, not only suggesting shops in the vicinity where a replacement might be found, but also offering to be her guide and advisor until she had selected a suitable new sac à main. I could no more have proposed myself for such an expedition than suggested myself as a cosmonaut, so what this says about my own heterosexual confidence I leave to others.

Who are you? Who are the players, the management team? What’s your expertise and track record? Have any of you succeeded in doing this before? Who are your advisors and what are their credentials? #2. What is it? What is your product or service? Even if it’s complex, this explanation must be easily understandable. Do you have any intellectual property rights, such as patents, that will provide some measure of exclusivity? #3. Where are you? What’s the status of your venture? Do you have a working prototype or has anyone tested your product or idea? What benchmarks have you already hit? #4. Where are you going? What’s your goal? What milestones will you attain along the way to achieving that goal? #5. Who wants it? Who’s your target market? What’s the problem being solved? Where’s the PAIN? What itch are you scratching? #6. How many people will want it? What’s your potential market size?

He ran his hand across his forehead. His skin felt clammy. Fine time to be coming down with the flu, he thought, and he almost laughed at the absurdity of it. The president gets no sick days, he thought, because a president’s not supposed to be sick. He tried to focus on who at the oval table was speaking to him; they were all watching him—the vice-president, nervous and sly; Admiral Narramore, ramrod-straight in his uniform with a chestful of service decorations; General Sinclair, crusty and alert, his eyes like two bits of blue glass in his hard-seamed face; Secretary of Defense Hannan, who looked as kindly as anyone’s old grandfather but who was known as “Iron Hans” by both the press corps and his associates; General Chivington, the ranking authority on Soviet military strength; Chief of Staff Bergholz, crewcut and crisp in his ubiquitous dark blue pinstriped suit; and various other military officials and advisors

Patrick Vlaskovits, who was part of the initial conversation that the term “growth hacker” came out of, put it well: “The more innovative your product is, the more likely you will have to find new and novel ways to get at your customers.”12 For example: 1. You can create the aura of exclusivity with an invite-only feature (as Mailbox did). 2. You can create hundreds of fake profiles to make your service look more popular and active than it actually is—nothing draws a crowd like a crowd (as reddit did in its early days). 3. You can target a single service or platform and cater to it exclusively—essentially piggybacking off or even stealing someone else’s growth (as PayPal did with eBay). 4. You can launch for just a small group of people, own that market, and then move from host to host until your product spreads like a virus (which is what Facebook did by starting in colleges—first at Harvard—before taking on the rest of the population). 5. You can host cool events and drive your first users through the system manually (as Myspace, Yelp, and Udemy all did). 6. You can absolutely dominate the App Store because your product provides totally new features that everyone is dying for (which is what Instagram did—twenty-five thousand downloads on its first day—and later Snapchat). 7. You can bring on influential advisors and investors for their valuable audience and fame rather than their money (as About.me and Trippy did—a move that many start-ups have emulated). 8. You can set up a special sub-domain on your e-commerce site where a percentage of every purchase users make goes to a charity of their choice (which is what Amazon did with Smile.Amazon.com this year to great success, proving that even a successful company can find little growth hacks). 9. You can try to name a Planned Parenthood clinic after your client or pay D-list celebrities to say offensive things about themselves to get all sorts of publicity that promotes your book (OK, those stunts were mine).

Cultivating loyalty is a tricky business. It requires maintaining a rigorous level of consistency while constantly adding newness and a little surprise—freshening the guest experience without changing its core identity.” Lifetime Network Value Concerns about brand fickleness in the new generation of customers can be troubling partly because the idea of lifetime customer value has been such a cornerstone of business for so long. But while you’re fretting over the occasional straying of a customer due to how easy it is to switch brands today, don’t overlook a more important positive change in today’s landscape: the extent to which social media and Internet reviews have amplified the reach of customers’ word-of-mouth. Never before have customers enjoyed such powerful platforms to share and broadcast their opinions of products and services. This is true today of every generation—even some Silent Generation customers share on Facebook and post reviews on TripAdvisor and Amazon. But millennials, thanks to their lifetime of technology use and their growing buying power, perhaps make the best, most active spokespeople a company can have. Boston Consulting Group, with grand understatement, says that “the vast majority” of millennials report socially sharing and promoting their brand preferences. Millennials are talking about your business when they’re considering making a purchase, awaiting assistance, trying something on, paying for it and when they get home. If, for example, you own a restaurant, the value of a single guest today goes further than the amount of the check. The added value comes from a process that Chef O’Connell calls competitive dining, the phenomenon of guests “comparing and rating dishes, photographing everything they eat, and tweeting and emailing the details of all their dining adventures.” It’s easy to underestimate the commercial power that today’s younger customers have, particularly when the network value of these buyers doesn’t immediately translate into sales. Be careful not to sell their potential short and let that assumption drive you headlong into a self-fulfilling prophecy. Remember that younger customers are experimenting right now as they begin to form preferences they may keep for a lifetime. And whether their proverbial Winstons will taste good to them in the future depends on what they taste like presently.

Demonstrating for peace to promote war was nothing new. Totalitarianism always requires a tangible enemy. To the ancient Greeks, a holocaust was simply a burnt sacrifice. Khrushchev wanted to go down in history as the Soviet leader who exported communism to the American continent. In 1959 he was able to install the Castro brothers in Havana and soon my foreign intelligence service became involved in helping Cuba's new communist rulers to export revolution throughout South America. At that point it did not work. In the 1950s and 1960s most Latin Americans were poor, religious peasants who had accepted the status quo. A black version of liberation theology began growing in a few radical-leftist black churches in the US where Marxist thought is predicated on a system pf oppressor class ( white ) versus victim class ( black ) and it sees just one solution: the destruction of the enemy. In the 1950s UNESCO was perceived by many as a platform for communists to attack the West and the KGB used it to place agents around the world. Che Guevara's diaries, with an introduction by Fidel Castro, were produced by the Kremlin's dezinformatsiya machine. Changing minds is what Soviet communism was all about. Khrushchev's political necrophagy ( = blaming and condemning one's predecessor in office. It is a dangerous game. It hurts the country's national pride and it usually turns against its own user ) evolved from the Soviet tradition of sanctifying the supreme ruler. Although the communists publicly proclaimed the decisive role of the people in history, the Kremlin and its KGB believed that only the leader counted. Change the public image of the leader and you change history, I heard over and over from Khrushchev's lips. Khrushchev was certainly the most controversial Soviet to reign in the Kremlin. He unmasked Stalin's crimes, but he made political assassination a main instrument of his own foreign policy; he authored a policy of peaceful coexistence with the West but he pushed the world to the brink of nuclear war; he repaired Moscow's relationships with Yugoslavia's Tito, but he destroyed the unity of the communist world. His close association with Stalin's killings made him aware of what political crime could accomplish and gave him a taste for the simple criminal solution. His total ignorance about the civilized world, together with his irrational hatred of the "bourgeoisie" and his propensity to offend people, made him believe that disinformation and threats were the most efficient and dignified way for a Soviet leader to deal with "bourgeois" governments. As that very clever master of deception Yuri Andropov once told me, if a good piece of disinformation is repeated over and over, after a while it will take on a life of its own and will, all by itself, generate a horde or unwitting but passionate advocates. When I was working for Ceausescu, I always tried to find a way to help him reach a decision on his own, rather than telling him directly what I thought he should do about something. That way both of us were happy. From our KGB advisors, I had learned that the best way to ut over a deception was to let the target see something for himself, with his own eyes. By 1999, President Yeltsin's ill-conceived privatization had enabled a small clique of predatory insiders to plunder Russia's most valuable assets. The corruption generated by this widespread looting penetrated every corner of the country and it eventually created a Mafia-style economic system that threatened the stability of Russia itself. During the old Cold War, the KGB was a state within a state. In Putin's time, the KGB now rechristened FSB, is the state. The Soviet Union had one KGB officer for every 428 citizens. In 2004, Putin's Russia had one FSB officer for every 297 citizens.

Retirement Lifestyle Planning There are four (4) major financial questions that you must be able to answer in order to know if your current or future plan will work for you. What rate of return do you have to earn on your savings and investment dollars to be able to retire at your current standard of living and have your money last through your life expectancy? How much do you need to save on a monthly or annual basis to be able to retire at your current standard of living and your money last your life expectancy? Doing what you are currently doing, how long will you have to work to be able to retire and live your current lifestyle till life expectancy? If you don’t do anything different than you are doing today, how much will you have to reduce your standard of livingat retirement for your money to last your life expectancy? Motto for Retirement Lifestyle Planning A solid financial plan is a powerful possession that offers a sense of peace and freedom. Our process allows us to determine appropriate strategies and help you understand how to achieve your goals and live your dreams. Our process stresses informed financial decision making. We encourage you to review all decisions with your team of tax and legal professionals. For the record, we are not tax or legal professionals and this information is not intended as tax or legal advice. Now we’d like to remind you that a well-executed financial plan requires diverse knowledge and utilizes some or all of the following strategies and services: -Retirement Lifestyle Planning Making the most of your employer-sponsored retirement plans and IRAs. Determining how much you need to retire comfortably. Managing assets before and during retirement including Social Security analysis. -Estate Planning Referring you to qualified Estate Attorneys to review your wills and trusts to help preserve your estate for your intended heirs by helping with beneficiary designations. Reducing exposure to estate taxes and probate costs. Coordinating with your tax and legal advisors. -Tax Management Helping to reduce your current and future tax burden by considering multiple strategies for review by your tax professional.Also, referring you to qualified tax specialists if needed. -Legacy Planning/Charitable Planning Creating a solid future for generations to come by ensuring that your legacy will live on through those you love or causes you care deeply about. -Risk Management Reviewing existing insurance policies. Recommending policy changes when appropriate. Finding the best policy for your individual wants and needs. -Investment Planning Determining your asset allocation needs. Helping you understand your risk tolerance. Recommending the appropriate investment vehicles to help you reach and exceed your goals.

In India, advisors may receive incentives as referral fees, commission, brokerage, etc. from various financial services organizations including banks. In

be prudent to get a declaration from the advisor that he does not receive any compensation from banks or other financial organizations for recommending you their products or services. The

The advisor should be innovative in providing services to increase your experience. Also, an advisor cannot function in solo. Thus, there should be a support system in place with well-defined processes and people to back him up.

We provide our clients with services they can count on. Our financial advisors can help you achieve financial independence.

Advisors who rate the highest on reliability will not just deliver their work on time and on spec. Nor will they simply be consistent, even at a level of excellence. They will also be expert at a variety of small touches that are aimed at client-based familiarity. Sending meeting material in advance is one example; staying current on client events and names is another. Reliability on the emotional level has a great deal to do with the client’s preferences, and not just with consistency from the service provider’s perspective. Strategies

The best service professionals excel at two things in conveying credibility: anticipating needs, and speaking about needs that are commonly not articulated. For

Historically, many investment groups have in practice outsourced much of the hard but dull, unglamorous work around corporate governance to a small club of consultancies known as “proxy advisors.” The biggest by far are Glass Lewis and Institutional Shareholder Services. Between them, they utterly dominate this niche industry, and are a quietly influential duo at the heart of the crossroads between the corporate and financial worlds. Glass Lewis attends more than 25,000 annual meetings across over 100 markets around the world every year. ISS brags that it covers about 44,000 meetings in 115 countries. Together, they advise thousands of investment groups with cumulatively tens of trillions of dollars’ worth of assets, and make millions of votes every year on their behalf. Many corporate executives resent the often formulaic approach of the proxy advisors, and see relying on them as an abdication of an investor’s responsibility. This is partly self-serving, as they dislike the proxy advisors’ views on compensation, for example. Yet there is an element of truth to it. Most investment groups don’t want the hassle of having to deal with many mundane issues across hundreds or even thousands of companies they own shares in. ISS’s and Glass Lewis’s raison d’être is to relieve them of this headache.

Chief among his advisors, and swiftly appointed to head up the South African Secret Service when Zuma came to power in 2009, was Mo Shaik, the ANC underground operative who became the democratic South Africa’s first chief of National Intelligence. He was disgraced when he tried to besmirch the NPA head, Bulelani Ngcuka, in 2003. In the two and a half years preceding Jacob Zuma’s ascent to power at Polokwane, Shaik built a formidable network of volunteers, funders and recruiters to back Zuma’s campaign.26

They are looking for a shortcut. Information, more time, easy payments, or something else. PayPal, lawn mowing, TripAdvisor. They want to feel more connected to the group, to belong. Instagram, live events, Startup weekend, book clubs. It works. Think Dropbox, WordPress, Amazon, FedEx. It makes their lives easier. Fruit smoothies, online groceries, Thermomix. It gives them a story to tell. A Tiffany & Co. bracelet, dinner at Jamie’s Italian restaurant, Christian Louboutin red-soled shoes. They need a solution to a problem. Online dating, personal training, gluten-free bread. It helps them get from where they are to where they want to be. Gym membership, consulting services, design. They like what you stand for. Whole Foods Markets, Method cleaning products, Patagonia outdoor wear. Their friends are doing it, too. Facebook, dinner at a new restaurant, Jägerbomb cocktails. This is why great brands become a part of the customer’s story, and customers in turn help to shape the brand’s story.

What’s the first thing you do now before you visit a new restaurant for the first time or book a hotel room online? You probably ask a friend for a recommendation or you check out the reviews online. Now more than ever, the story your customers tell about you is a big part of your story. Word of mouth is accelerated and amplified. Trust is built digitally beyond the village. Reputations are built and lost in a moment. Opinions are no longer only shared one to one; they are broadcasted one to many, through digital channels. Those opinions live on as clues to your story. The cleanliness of your hotel bathrooms is no longer a secret. Guests’ unedited photos are displayed alongside a hotel brochure’s digital glossies. TripAdvisor ratings are proudly displayed by hotels and often say more about the standards guests can expect than do other, more established star ratings systems, such as the Forbes Travel Guide‘s ratings. Once-invisible brands and family-run hotels have had their businesses turned around by the stories their customers tell about them. “With 50 million reviews and counting, [TripAdvisor] is shaking the travel industry to its core.” —Nathan Labenz It turns out that people are more likely to trust the stories other people tell about you than to trust the well-lit Photoshopped images in your brochure. Reputation is how your idea and brand story are spread. A survey conducted by Chadwick Martin Bailey found that six in ten cruise customers said “they were less likely to book a cruise that received only one star.” There is no marketing more powerful than what one person says to another to recommend your brand. “Don’t waste money on expensive razors.” “Nice hotel; shame about the customer service.” In a world where online reputation can increase a hotel’s occupancy and revenue, trust has become a marketing metric. “[R]eputation has a real-world value.” —Rachel Botsman When we were looking to book a quiet, off-the-beaten-track hotel in Bali, the first place we looked wasn’t with the travel agents or booking.com. I jumped online and found that one of the area’s best-rated hotels on tripadvisor.com wasn’t a five-star resort but a modest family-run, three-star hotel that was punching well above its weight. This little fifteen-room hotel had more than 400 very positive reviews and had won a TripAdvisor Travellers Choice award. The reviews from the previous guests sealed the deal. The little hotel in Ubud was perfect. The reviews didn’t lie, and of course the place was fully booked with a steady stream of guests who knew where to look before taking a chance on a hotel room. Just a few years before, this $50-a-night hotel would have been buried amongst a slew of well-marketed five-star resorts. Today, thanks to a currency of trust, even tiny brands can thrive by doing the right thing and giving their customers a great story to tell.

Frame your choices through this lens: season. If your kids are under five, you cannot possibly include the things I can with middle and high schoolers. You are ruled by a tiny army you created yourself. This is just how it is right now. If you have bigs like I do, we run a taxi service from 5:00 to 9:00 p.m. virtually every night. Evening real estate belongs to family for now. In ten years when they are gone, the story will change (sob). Perhaps you have a fabulous trick that no longer works, and you might need to set it aside for a season. Those are often the hardest cuts. The choices you make today may completely change in five years or even next year. Operate in the right-now. What does this season require of you? Unsure? Ask God. He is a wonderful advisor who always, always knows the Best Thing. He will help you sort it out. When you can’t trust your own discernment, you can certainly trust His. God has no agenda other than your highest good in His kingdom. There is no better leader through this minefield.

Collegiate Advisors, 8 year old business firm, successfully providing reputed & very useful services to their clients who further provide financial savings, future strategies and success to make, children and their parents, study.

1. You can create the aura of exclusivity with an invite-only feature (as Mailbox did). 2. You can create hundreds of fake profiles to make your service look more popular and active than it actually is—nothing draws a crowd like a crowd (as reddit did in its early days). 3. You can target a single service or platform and cater to it exclusively—essentially piggybacking off or even stealing someone else’s growth (as PayPal did with eBay). 4. You can launch for just a small group of people, own that market, and then move from host to host until your product spreads like a virus (which is what Facebook did by starting in colleges—first at Harvard—before taking on the rest of the population). 5. You can host cool events and drive your first users through the system manually (as Myspace, Yelp, and Udemy all did). 6. You can absolutely dominate the App Store because your product provides totally new features that everyone is dying for (which is what Instagram did—twenty-five thousand downloads on its first day—and later Snapchat). 7. You can bring on influential advisors and investors for their valuable audience and fame rather than their money (as About.me and Trippy did—a move that many start-ups have emulated). 8. You can set up a special sub-domain on your e-commerce site where a percentage of every purchase users make goes to a charity of their choice (which is what Amazon did with Smile.Amazon.com this year to great success, proving that even a successful company can find little growth hacks).

Choosing the right tour package is truly a significant choice to make. If you are planning to spend adventure holidays in the state of Uttarakhand, you ought to not worry about where to go and what to do so that you have the maximum fun. Uttarakhand Adventure is at your service to offer you with just the things you are looking for. Our travel advisors have been exploring the adventure destination in the state for several years. They know all little detail and can advise you tips that you can use to have the time of your life while on an adventure tour to Uttarakhand. Trekking, Camping, Skiing and Water sports are the well-known adventure sports activities besides pilgrimage visit by the devotees. Bestow with glaciers and rivers like Ganga and her divisions, Yamuna, Kaliganga graceful from border of Nepal, Dev Bhoomi Uttarakhand is one of the major water adventure destination in India. Canoeing, Kayaking, White Water Rafting, Water Skiing, Boating and Fishing are the main water adventure sports experienced in Uttarakhand. If you are planning an adventure anniversary, you can get in touch our travel outfitters right away. Depending on your person travel requirements and preference, they can offer you modified adventure tours. In case you want to add more in your tour, our travel counselors are always there to help you. Whether you are a newbie in the field of venture sports or have some knowledge under your belt, Uttarakhand can satisfy the thirst of all abilities. From one corner of this northern Indian condition to the other, adventure lovers will find a diversity of option to indulge in exciting and adrenaline pumping performance. Choose to raft along the outstanding rapids of river Ganges. Go trekking from side to side green valleys and meadows and pass by hilly villages in the foothills of the Himalayas. You can enjoy a choice of other adventure actions like mountain biking, skiing, paragliding and rock climbing in the Himalayas. Angling or fishing in the rivers and streams of the upper Himalayas are as well a lot of fun. Every year tourists crowd this beautiful hill state in enormous numbers for the simple reason that it is in Uttarakhand, they find their vision of an ideal holiday being satisfied.

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Fear obscures reason, intensifies emotions and makes it easier for demagogic politicians to mobilize the public on behalf of the policies they want to pursue.” —Former U.S. National Security Advisor Zbigniew Brzezinski (11)   “I

The United States became engaged in hostilities with North Vietnam on November 1, 1955, when President Eisenhower deployed the Military Assistance Advisory Group as advisors to train the army of South Vietnam, better known as the Army of the Republic of Vietnam. Things escalated in 1960, which was about the same time that Cuba established diplomatic relations with Vietnam, the communist country at war with the United States. In May of 1961 President Kennedy sent 400 United States Army Special Forces personnel to South Vietnam for the purpose of training South Vietnamese troops. By November of 1963 when he was killed, President Kennedy had increased the number of military personnel from the original 400 to 900 troops for training purposes. Direct U.S. intervention started with the Gulf of Tonkin Resolution in August of 1964. As things heated up, the number of American troops started including combat units and escalated to 16,000 troops, just before Kennedy’s death. During the early hours of April 30, 1975, the fighting ended abruptly, as South Vietnamese President Duong Van Minh delivered an unconditional surrender to the Communists. Between 195,000 to 430,000 South Vietnamese civilians died in the war and 50,000 to 65,000 North Vietnamese civilians died. The Army of the Republic of Vietnam lost somewhere between 171,331 and 220,357 men during the war. The Communist military forces lost approximately 444,000 men. It is estimated that between 200,000 and 300,000 Cambodians died and another 60,000 Laotians died during this war. In all 58,220 U.S. service members were killed. The last two American servicemen to die in Vietnam were killed during the evacuation of Saigon, when their helicopter crashed. After the United States pulled out of South Vietnam, the two sections of the country came together under Communist rule. Vietnam has since become Cuba’s largest trading partner next to China, and the United States has also returned to a normalized trade relationship with Vietnam.

The service of financial planning is not one-size-fits-all, says David Snavely. A customer may lose money using a style or method that works for one. For each customer, a financial advisor must create a unique plan. If your adviser lacks these qualities, it might be time to move on. These qualities can be very beneficial to you.

RDC Safety Limited is a multi-disciplinary consultancy, with bases in Shrewsbury and Chelmsford servicing our growing nationwide client base which spans all industry sectors. We offer Principal Designer Services, Appointed CDM advisors, Health and Safety training including First Aid for Mental Health, Develop risk assessments and management systems.

QuickBooks Desktop Customer Service **+1-877-383-3611** The only downside of the version is that, as with the online version, the desktop version cannot be accessed from anywhere or on any device. The software is downloaded and installed on the desktop and can only be accessed through the computer system. The software can also encounter issues that might crop up due to corrupted downloading files, incorrect or incomplete installation, damaged registry files, virus attacks, and other system incurring problems. To get safe and secure QuickBooks desktop support that can resolve these issues you should approach the customer care team of the company and inform them of the issue in full detail. Full disclosure is imperative as that can help to acquire swift and feasible solutions without much hassle. At time while trying to get in touch with the customer care team of the software, you might face delays in getting the required help, for which case you can approach alternative support agencies like Accountspro, that house Intuit certified ProAdvisors easily reachable through Toll-Free No. +1-877-383-3611.

Rene Neyrey is a well-established Financial Advisor who has been a member of the American Society of Financial Services Professionals since 1986.

Avensure H&S & HR Outsourcing Services is a team of reputable UK-based HR outsourcing services experts. Our consultancy firm provides employment law advice for employers, especially health & safety consulting. We provide bespoke employment law advisory services and clients will be assigned with HR advisors, documentation consultants and solicitors. Over the years, our employment law services for employers have been among the best in all health and safety consultant companies in the country. Our office is located in Manchester, UK.

Glacier Wealth Management’s vision has been to build full-service wealth management, estate planning, and insurance advising firm. We recognize clients’ goals and needs are specifically unique to their individual situations. We manage finances through a comprehensive approach integrating investment advice, tax, and cost analysis strategies. We bridge the gap between financial advisors, accountants, attorneys, and insurance agents when structuring personal and business finances.

You’re in the expertise business, not the service business.

The only labour now exchanged at the Jobcentre is the performative sort: empty gestures, feigned enthusiasm, containment of hostility, suppression of resentment. The "customer" and "advisor" are required between them to conjure an interaction which is entirely fake, a form of surface acting stretched over the underlying reality of compulsion and surveillance. Posters and leaflets in the Jobcentre depict smiling figures in work-like scenarios, proffering handshakes or clutching official-looking folders. The discourse of customer service adopted by the staff presents an illusion of empowerment, as if the claimant were choosing to buy a product, and deflects any real criticisms of the system onto psuedo-issues of standards or quality.

So taxes are based on net profits, the money left over after all the employees, vendors, landlords, advisors, and various other service and product providers are paid first.

Simon Doiban is a name that is synonymous with the beauty industry. As a serial entrepreneur, Doiban has made a name for himself by launching and scaling successful beauty businesses. From his early beginnings in the industry to his current role as a beauty industry advisor, Doiban has demonstrated an innovative and entrepreneurial spirit that has enabled him to succeed in a highly competitive market. Doiban’s journey in Miami in the beauty industry began when he launched his first beauty startup, a Beauty Spa with updated technology. The startup was an instant hit and quickly gained a large following. However, Doiban was not content with just one successful business. He went on to launch several other beauty startups, each one building on the success of the previous one. Following the example of the first business, he launch a second location of the Beauty Spa in one of the most concurrent zones in Miami, Brickell City Center. This marked the beginning of Doiban’s career as a serial entrepreneur in the beauty industry in Miami Area. Over the years, Doiban has launched and scaled several other beauty startups, each one building on the success of the previous one. His latest venture is a beauty consulting academy. The company has been praised for its innovative approach to beauty and has already gained a large following. Doiban’s success in the beauty industry can be attributed to his entrepreneurial spirit and his willingness to take risks. He has a deep understanding of the beauty market and has been able to identify gaps in the market that he can fill with his innovative products and services. He has also been able to build a loyal following of customers who trust his brand and appreciate the high-quality products that he provides. In conclusion, Simon Doiban is a serial entrepreneur who has made a name for himself in the beauty industry. His innovative and entrepreneurial spirit has enabled him to launch and scale successful beauty businesses, and his latest venture is set to revolutionize the beauty industry even further. As the beauty industry continues to evolve, it will be exciting to see what Doiban has in store for us next.

Our professional duties in the legal system is not just confined to practice, consultancy and logomachy, but also to disseminate and publish information in the best interest of the society ,thereby contributing to the roots of the purpose of law and legal science.

Show your character, stir their emotion, prove your truth.

Case #6 Sandy and Bob Bob is a successful dentist in his community. In the 15 years since he established his own practice, he has established a reliable base of patients and has built a thriving business in a great location. A couple years ago, he brought his wife, Sandy, a business expert with an MBA, on board to help him oversee the business end of the dental practice. She had recently left her job at a financial services firm, and Bob knew that Sandy’s business acumen would be helpful in getting his administrative house in order. She brought on new employees, developed effective new processes, and enhanced the office’s marketing efforts. Within a few months, Sandy’s improvements had managed to make the dental practice a well-oiled machine. Now she could turn her attention to their real estate portfolio. Bob and Sandy owned three small apartment buildings around town, as well as one small commercial center that was home to a nail salon, a chiropractor’s office, a coffee house and a wine shop. Fortunately, Bob’s dental practice was a success and their investments earned a nice passive income for them. Unfortunately, because Bob earned on average $250,000 per year, the couple couldn’t use passive loss, which in their case came to about $100,000, from their investments to offset his high earned income. Eventually, they would be earning sheltered profits—when the mortgages on their properties were paid off and the rentals made pure profit, or if they were to sell a property. When those things eventually happened, they could use their losses to shelter those profits. But until that time, the losses were going unused. Sandy made an appointment with their CPA to discuss the situation and see how they might improve their tax situation. The CPA asked, “What about becoming a real estate professional?” He explained to Sandy that if she spent 750 hours per year, or about 15 hours a week, on the couple’s real estate investments, she would be considered a real estate professional by the IRS. This would enable the couple to write off 100 percent of their passive losses against Bob’s high income, which would bring his taxable income down to $100,000. This $100,000 deduction brought Bob and Sandy into a lower tax bracket, saving them roughly $31,000 in taxes. Sandy already devoted a large percentage of her time to overseeing their investments, and when she saw the tax advantages, her decision became clear: She would file the Section 469(c)(7) and become a real estate professional.

less an authority than financial advisor marketing expert Bill Good recognizes this, and he refuses to allow his salespeople to ask for referrals. As he puts it, “They manifestly do not work.”1 In fact, Good tells the story of an advisor who got a pesky client to stop calling him by asking for a referral each time she called!

In the past year, a book and a study were published that gave me insight into finding a better way. The study was “Anatomy of the Referral” by Julie Littlechild.5 In her survey of clients of financial advisors, she discovered that practically everyone who answered the question indicated that they were responding to the need of a friend. And, essentially, no one reported that it was because their advisor asked for it. This proved to me that asking is not the natural way referrals happen. The book was The Referral Engine, by John Jantsch.6 In it, Jantsch lays out how referrals happen, why we refer, and a host of ideas on how to stimulate referrals. With these ideas in hand, I did a lot more research on strategies that proved effective in attracting referrals. I incorporated these ideas into my work with financial advisors. The book you are holding is the product of what I have learned and what I have helped advisors to put into action. In her studies “The Economics of Loyalty” and “Anatomy of the Referral,” Julie Littlechild demonstrates that receiving referrals from clients has little statistical relationship to how or how often clients are asked. There is simply no clear straight line between asking clients for referrals the way we have been traditionally trained to do it and the best referrals you actually receive. In her survey of more than 1,000 clients who use financial advisors, one of the questions Littlechild asked was, “What were the circumstances of the last referral you gave to your advisor?

In the past year, a book and a study were published that gave me insight into finding a better way. The study was “Anatomy of the Referral” by Julie Littlechild.5 In her survey of clients of financial advisors, she discovered that practically everyone who answered the question indicated that they were responding to the need of a friend. And, essentially, no one reported that it was because their advisor asked for it. This proved to me that asking is not the natural way referrals happen. The book was The Referral Engine, by John Jantsch.6 In it, Jantsch lays out how referrals happen, why we refer, and a host of ideas on how to stimulate referrals. With these ideas in hand, I did a lot more research on strategies that proved effective in attracting referrals. I incorporated these ideas into my work with financial advisors. The book you are holding is the product of what I have learned and what I have helped advisors to put into action. In her studies “The Economics of Loyalty” and “Anatomy of the Referral,” Julie Littlechild demonstrates that receiving referrals from clients has little statistical relationship to how or how often clients are asked. There is simply no clear straight line between asking clients for referrals the way we have been traditionally trained to do it and the best referrals you actually receive.

In her survey of more than 1,000 clients who use financial advisors, one of the questions Littlechild asked was, “What were the circumstances of the last referral you gave to your advisor?” Half of the people said that they were asked specifically by a friend to recommend a financial advisor. Over half the people communicated some financial need for which the person knew his financial advisor had a solution. And how many people said that the circumstance of their last referral was that the advisor asked for it? Two percent, which is statistically equivalent to zero. Essentially no one gave a referral because the advisor asked for it. They gave a referral because their friend expressed a need, and they wanted to help (Figure 1.1). Most referral programs reflect a hunter mentality. We must go out and stalk and capture the referral. How do you suppose the prey feels in this relationship?

Once you reflect on it, you will likely realize that you make referrals pretty regularly. Your clients do, too. They likely refer people to you more than you realize. In her study, “Anatomy of the Referral,”4 Julie Littlechild found that 91 percent of clients were comfortable providing a referral to their financial advisor, and 29 percent had made a referral. One of the primary questions she hoped to shed light on was why, when such a large majority of clients are comfortable providing referrals, “only” 29 percent actually did. It’s a good question, and she uncovered some answers I will address later on. In addition, I am intrigued by the 29 percent. Most of the advisors I know would be thrilled to receive referrals from almost a third of their client base. What portion of your client base do you think referred someone to you in the last year? If you asked, I bet a much larger proportion would tell you that they did. We will get back to this statistic in a little while. For now, let’s take a look at whether clients feel comfortable making a referral to you and why they would.

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The anonymous special scientific advisor also told me they warned at SPAD and senior civil service level that there would be severe consequences for excess deaths if the country locked down. ‘Lockdown was not the way to go,’ they said. ‘Bluntly, you should try and power through an epidemic. Lockdown was obviously going to tank the economy. We have never trained for a lockdown like this. You don’t do it for a coronavirus. I’ve been through all my papers. It’s just not something we do.

But however determined this programme of domestic consolidation, following the Reichstag election results of May 1924, not even the votes of the SPD were sufficient to carry the constitutional amendments necessary to ratify the Dawes Plan, which included an international mortgage on the Reichsbahn. Over a quarter of the German electorate had voted for the far right - 19 per cent for the DNVP, almost 7 per cent for Hitler's NSDAP. Almost 13 per cent had opted for the Communists. The two-thirds majority would have to include at least some deputies from the DNVP, intransigent foes of the Versailles Treaty and the progenitors of the 'stab in the back' legend. So concerned were the foreign powers that the American ambassador Alanson Houghton intervened directly in German party politics, summoning leading figures in the DNVP to explain bluntly that if they rejected the Dawes Plan, it would be one hundred years before America ever assisted Germany again. Under huge pressure from their business backers, on 29 August 1924 enough DNVP members defected to the government side to ratify the plan. In exchange, the Reich government offered a sop to the nationalist community by formally renouncing its acceptance of the war-guilt clause of the Versailles Treaty. Nevertheless, on 10 October 1924 Jack Morgan bit his tongue and signed the loan agreement that committed his bank along with major financial interests in London, Paris and even Brussels to the 800-million Goldmarks loan. The loan was to apply the salve of business common sense to the wounds left by the war. And it was certainly an attractive proposition. The issuers of the Dawes Loan paid only 87 cents on the dollar for their bonds. They were to be redeemed with a 5 per cent premium. For the 800 million Reichsmarks it received, Germany would service bonds with a face value of 1.027 billion. But if Morgan's were bewildered by the role they had been forced to play, this speaks to the eerie quality of the reconfiguration of international politics in 1924. The Labour government that hosted the final negotiations in London was the first socialist government elected to preside over the most important capitalist centre of the old world, supposedly committed by its party manifesto of 1919 to a radical platform of nationalization and social transformation. And yet in the name of 'peace' and 'prosperity' it was working hand in glove with an avowedly conservative adminstration in Washington and the Bank of England to satisfy the demands of American investors, in the process imposing a damaging financial settlement on a radical reforming government in France, to the benefit of a German Republic, which was at the time ruled by a coalition dominated by the once notorious annexationist, but now reformed Gustav Stresemann. 'Depoliticization' is a euphemistic way of describing this tableau of mutual evisceration. Certainly, it had been no plan of Wilson's New Freedom to raise Morgan's to such heights. In fact, even Morgan's did not want to own the terms of the Dawes Settlement. Whereas Wilson had invoked public opinion as the final authority, this was now represented by the 'investing' public, for whom the bankers, as financial advisors, were merely the spokesmen. But if a collective humbling of the European political class had been what lay behind Wilson's call for a 'peace without victory' eight years earlier, one can't help thinking that the Dawes Plan and the London Conference of 1924 must have had him chuckling in his freshly dug grave. It was a peace. There were certainly no European victors.

Financial services is the most overmanaged and underled industry. This is inexpressibly bad news for the advisors out on the firing line, who hate to be managed and who crave to be led. They need leadership as desperately as they do air and water. And what do they get? Another compliance dictum... from 'management.

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As I travel around the financial services industry today, the most interesting trend I see is the one toward relationship consolidation. Now that Glass-Steagall has been repealed, and all financial services providers can provide just about all financial services, there's a tendency - particularly as people get older - to want to tie everything up... to develop a plan, which implies having a planner. A planner, not a whole bunch of 'em... You've got basically two options. One is that you can sit here and wait for a major investment firm, which handles your client's investment portfolio while you handle the insurance, to bring their developing financial and estate planning capabilities to your client's door. And to take over the whole relationship. In this case, you have chosen to be the Consolidatee. A better option is for you to be the Consolidator. That is, you go out and consolidate the clients' financial lives pursuant to a really great plan - the kind you pride yourselves on. And of course that would involve your taking over management of the investment portfolio. Let's start with the classic Ibbotson data [Stocks, Bonds, Bills and Inflation Yearbook, Ibbotson Associates]. In the only terms that matter to the long-term investor - the real rate of return - he [the stockholder] got paid more like three times what the bondholder did. Why would an efficient market, over more than three quarters of a centry, pay the holders of one asset class anything like three times what it paid the holders of the other major asset class? Most people would say: risk. Is it really risk that's driving the premium returns, or is it volatility? It's volatility.... I invite you to look carefully at these dirty dozen disasters: the twelve bear markets of roughly 20% or more in the S&P 500 since the end of WWII. For the record, the average decline took about thirteen months from peak to trough, and carried the index down just about 30%. And since there've been twelve of these "disasters" in the roughly sixty years since war's end, we can fairly say that, on average, the stock market in this country has gone down about 30% about one year in five.... So while the market was going up nearly forty times - not counting dividends, remember - what do we feel was the major risk to the long-term investor? Panic. 'The secret to making money in stocks is not getting scared out of them' Peter Lynch.

Seven hundred chipmunks don't make a lion. You can never build an excellent practice by trying to effect mass religious conversions among the chipmunks. Excellence may be the ultimate liberation, but it limits you to expending your efforts in search of like-minded excellence. Knowing this, and accepting it as a governing reality of your work, is actually the beginning of a business plan. It tells you to forget about 'market share,' and about the percentage of advisors in your territory who are doing business with you, which are the pure essence of chipmunk statistics.... There are, in your territory, a hundred lifers who can become your partners.... One can only help people who believe they can be helped. Seeing is believing, yes, but it's also true that believing is seeing. A true lifer's clients are happy with him, his advice and his service because if they're not, he shows them the door.... Disciplined diversification is the incredibly courageous decision to forego any chance of making a killing, in exchange for the lif-saving blessing of never getting killed.... Act as if. Fake it 'til you make it. Even if you fear you're not a peer yet, do what a peer does, and keep doing it until you're accepted as a peer.... Confucius said, "It matters not how slowly you go, it matters only that you do not stop."... Mark Twain said that a cat, having once walked on a hot stove, would never walk on a hot stove again... nor on a cold stove. [That's how you get people to overcome regret-based fear.]

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service, it is impossible to be perceived as consultants or trusted advisors. It makes it as clear as day that the salesperson believes the relationship and sale are centered on his offering, not the customer and its needs. It’s as if the salesperson is begging the customer to put his offering’s features and price on a spreadsheet to be compared against every competitors’ features and price.

But Wauchope also took the Mandate’s “dual obligation” seriously. Soon after arriving in Jerusalem, he concluded that he needed an Arab—astute, discreet, and independent of mind and loyalties—among his advisors. He found one in Musa Alami, whom he named as a personal secretary for Arab affairs on the first day of 1933.67 For Alami, who had begun his civil service career under Bentwich, the appointment was the second time he would report to a senior official wholly committed to the Jewish national home. Wauchope was a rich bachelor with no need for a salary: Alami believed he probably spent far more than he was paid. An aristocrat and a humanist, his passions were music, theater, and books—not least the Bible. Alami could hardly find a single text on Palestine with which Wauchope was not acquainted.