Vendor Management Quotes

New Yorkers hustled past in every direction, somehow managing not to run smack into one another. A dozen scents hit her at once. Car exhaust, meat being grilled by a sidewalk vendor, and was that...a slight hint of urine?

The president, the secretary of state, the businessman, the preacher, the vendor, the spies, the clients and managers—all walking around Wall Street like chickens with their heads cut off—rushing to escape bankruptcy—plotting to melt down the Statue of Liberty—to press more copper pennies—to breed more headless chickens—to put more feathers in their caps—medals, diplomas, stock certificates, honorary doctorates—eggs and eggs of headless chickens—multitaskers—system hackers—who never know where they’re heading--northward, backward, eastward, forward, and never homeward—(where is home)—home is in the head—(but the head is cut off)—and the nest is full of banking forms and Easter eggs with coins inside. Beheaded chickens, how do you breed chickens with their heads cut off? By teaching them how to bankrupt creativity.

Cyrano’s response is telling; consenting to eat only for fear that to refuse to do so might grieve the sweetmeat vendor, he takes a single grape, a glass of water, and half a macaroon. His abstemiousness with regard to the pleasures of the table extends symbolically to all pleasures of the flesh; a facet of his idealism, which leads him to prefer contemplation of the stars and the moon over more earthly and earthy delights, we will see as the play progresses that this tendency toward self-denial comes close to a philosophy of life—such that he manages to reach the end of the play and the end of his life without having conquered the object of his desire.

The farmers, who rent out their house so they can stay afloat, and sleep all together in a studio, but spend their days off outside on a picnic blanket, living the lives they want to live. Drew and Melanie, with their two homes and their horses and their love story. And Rene, traveling across the world, painting temporary masterpieces. Even my uncle Pete has something good worked out with Melinda and his day trips and his best friend, my dad, who has a small nice house in San Francisco and a dozen neighborhood vendors who know him by name. All of these different ways of living. Even Sophie, with her baby in that apartment, with her record store job and her record collection. I imagine her twirling with her baby across her red carpet with Diana Ross crooning, the baby laughing, the two of them getting older in that apartment, eating meals on red vinyl chairs. Walt, too, as pathetic as his situation is, seems happy in his basement, providing entertainment to Fort Bragg's inner circle. All of them, in their own ways, manage to make their lives work.

How did you convince her to remarry you?” Tomas asked curiously, drawing Radcliffe from his thoughts. Making a face, he admitted, “I had to draw up a contract stating that I would never again condescend to her. That I would discuss business with her on a daily basis were she interested, and…” “And?” He sighed unhappily. “And that I would take her to my club dressed as a man.” Tomas gave a start. “What?” “Shh,” Radcliffe cautioned, glancing nervously around to be sure that they had not been overheard. No one seemed to be paying attention to them. Most of the guests were casting expectant glances toward the back of the church, hoping to spot the brides who should have been there by now. Glancing back to Tomas, he nodded. “She was quite adamant about seeing the club. It seems she was jealous of Beth’s getting with those ‘hallowed halls’-her words, not mine-and she was determined to see inside for herself.” “Have you taken her there yet?” “Nay, nay. I managed to put her off for quite some time, and then by the time she lost her patience with my stalling, she was with child and did not think the smoky atmosphere would be good for the baby. I am hoping by the time it is born and she is up and about again, she will have forgotten-“ A faint shriek from outside the church made him pause and stiffen in alarm. “That sounded like Charlie.” Turning, he hurried toward the back of the church with Tomas on his heel. Crashing through the church doors, they both froze at the top of the steps and gaped at the spectacle taking place on the street below. Charlie and Beth, in all their wedding finery, were in the midst of attacking what appeared to be a street vendor. Flowers were flying through the air as they both pummeled the man with their bouquets and shouted at him furiously. “Have I mentioned, Radcliffe, how little I appreciate the effect your wife has had on mine?” Tomas murmured suddenly, and Radcliffe glanced at him with amazement. “My wife? Good Lord, Tomas, you cannot blame Beth’s sudden change on Charlie. They grew up together, for God’s sake. After twenty years of influence, she was not like this.” Tomas frowned. “I had not thought of that. What do you suppose did it, then?” Radcliffe grinned slightly. “The only new thing in her life is you.” Tomas was gaping over that truth when Stokes slipped out of the church to join them. “Oh, dear. Lady Charlie and Lady Beth are hardly in the condition for that sort of behavior.

Very few companies know how to exploit the data already embedded in their core operating systems. THE SOLUTION Evidence-based, data-driven decision making provides the answer, but it requires a big cultural shift and four changes in how operations are managed. Who Benefits from Big Data? 496 words Big data is big business. The IT research firm Gartner estimates that total software, social media, and IT services spending related to big data and analytics topped $28 billion worldwide in 2012. All estimates predict rapid growth. In addition to vendors, at least three types of organizations are harvesting value from big data.

The smartphone turns the person next to you into a potential publisher of your most private or embarrassing moments. Many app vendors, who know a great deal about you, sell data without proper disclosure; mobile-privacy policies routinely rival “Hamlet” for length. And if leaked documents are correct, GCHQ, Britain’s signals-intelligence agency, has managed to hack a big vendor of SIM cards in order to be able to listen in to people’s calls. If spooks in democracies are doing this sort of thing, you can be sure that those in authoritarian regimes will, too. Smartphones will give dictators unprecedented scope to spy on and corral their unwilling subjects.

Software vendors are building new applications specifically for these new architectures. Third parties are creating tools to monitor and manage these applications and infrastructure areas. As cloud computing begins to become the de facto model for development, deployment, and maintaining application services, this area will expand even further.

I have no way of knowing that it’s not just some kind of feel-good hoax set up to make customers think the vendor cares while they actually discard the submissions.

Whatever approach you choose, you need to create appropriate levels of digital technology synergy, brand integration, investment coordination, skill development, vendor management, and innovation over the long term.

Some manager mandates that more new work be started before current work has finished. - Resources that are actually doing the work are constantly pulled in multiple different directions and are not allowed to focus on any one thing. - There is a dependency on some external team or vendor.

. Recommendation: One avenue for ensuring that all civilian CCTV equipment is SCORPION STARE compatible by 2006 is to exploit an initiative of the US National Security Agency for our own ends. In a bill ostensibly sponsored by Hollywood and music industry associations (MPAA and RIAA: see also CDBTPA), the NSA is ostensibly attempting to legislate support for Digital Rights Management in all electronic equipment sold to the public. The implementation details are not currently accessible to us, but we believe this is a stalking-horse for requiring chip manufacturers to incorporate on-die FPGAs in the one million gate range, re-configurable in software, initially laid out as DRM circuitry but reprogrammable in support of their nascent War on Un-Americanism. If such integrated FPGAs are mandated, commercial pressures will force Far Eastern vendors to comply with regulation and we will be able to mandate incorporation of SCORPION STARE Level Two into all digital consumer electronic cameras and commercial CCTV equipment under cover of complying with our copyright protection obligations in accordance with the WIPO treaty. A suitable pretext for the rapid phased obsolescence of all Level Zero and Level One cameras can then be engineered by, for example, discrediting witness evidence from older installations in an ongoing criminal investigation. If we pursue this plan, by late 2006 any two adjacent public CCTV terminals—or private camcorders equipped with a digital video link—will be reprogrammable by any authenticated MAGINOT BLUE STARS superuser to permit the operator to turn them into a SCORPION STARE basilisk weapon. We remain convinced that this is the best defensive posture to adopt in order to minimize casualties when the Great Old Ones return from beyond the stars to eat our brains.

Transactions between companies are usually governed by the free market. When we buy a commodity product from a vendor, we are trying to get it at the best possible price, and vice versa. But what happens when the value of something is not easily defined? What happens, for instance, when it takes a group of people to accomplish a certain task?

As Fernando Cornago, Senior Director of Platform Engineering, and Markus Rautert, Vice President of Platform Engineering and Architecture, explained their IT department went from being seen as a cost center, with a single vendor providing most of the software (requiring frequent hand-offs) and only a few in-house engineers (doing more managing than engineering), to a product-oriented team organization. Adidas invested 80% of its engineering resources to creating in-house software delivery capabilities via cross-functional

Buying a product or a service is not procurement, that is purchasing. “Procurement” is more multifaceted! “Procurement” will assess needs, define requirements, comb the market and onboard vendors against set criteria. “Procurement” solicits for proposals in formal fashion and allows for a fair competitive ethical environment. “Procurement” contracts based on value for money and maintains full accountability and transparency. To deliver goods and services in the right quality from the right source, at the right price to the right destination at the right time in the quantity and in the right way is not purchasing. All that requires a broad range of strategies, which in one word means “procurement”!

How an Outsider Becomes an Insider Here's a letter I got from my Platinum Member, Jerry Jones, president of a direct marketing and coaching company providing services to dentists nationwide: “Back in 1997, after about two months of owning this business, I read the ‘10 Smart Questions’ in this chapter. The list exposed my biggest handicap in marketing to dentists: not being one of them. Because I'm not the customer in my niche, I have had to work hard at understanding what motivates them, keeps them awake at night, what the current desirable carrot is to them. Here are six things I do to stay in that frame of mind. And I'm apparently managing to do it, because I am frequently accused of being a dentist! I read every industry publication every month. I visit websites that host discussion forums for dentists. I subscribe to e-mail groups where only dentists communicate back and forth. I attend industry functions, conventions, seminars, and trade shows. I ‘play prospect’ with other product and service providers to dentists. I routinely ‘mastermind’ with dentists and with other marketers and vendors who provide services to the profession. I think this is so important that I even invested in three dental practices to get more firsthand understanding and to have laboratories to test my new strategies, ideas, direct-mail campaigns, and products.

#8 Think about what running the business will mean on a day-to-day basis before you start. Every company has different challenges and different needs. A content site means writers, a distribution network, and ad reps. A shopping site means warehousing, customer service, and returns. A drop-ship site means managing remote vendors, outdated stocking information, and customer confusion. A directory site means lots of sales reps, a sophisticated customer relationship management (CRM) system, recurring billing, and customer service people dedicated to helping vendors build their profiles. Manufacturing is its own can of worms. When you think about your company, think about the type of challenges you might face and ask if they are things you personally want to deal with. If yes, make sure you have a clear plan to overcome them and speak to other people in similar situations about their challenges and their solutions. #9

You want how you do business to be consistent among all team members, including partners, management, employees, and even vendors.

Vendors are becoming aware that their future relevance and viability will depend not on their salespeoples’ willingness to let the CIO beat them at a round of golf, but their ability to get the rank and file to genuinely value their technologies. As we’ll see, those that manage this transition most successfully turn sales from a costly and complex negotiation to a fait accompli.

Organizations seeking to commercialize open source software realized this, of course, and deliberately incorporated it as part of their market approach. In a 2013 piece on Pando Daily, venture capitalist Danny Rimer quotes then-MySQL CEO Mårten Mickos as saying, “The relational database market is a $9 billion a year market. I want to shrink it to $3 billion and take a third of the market.” While MySQL may not have succeeded in shrinking the market to three billion, it is interesting to note that growing usage of MySQL was concurrent with a declining ability of Oracle to sell new licenses. Which may explain both why Sun valued MySQL at one third of a $3 billion dollar market and why Oracle later acquired Sun and MySQL. The downward price pressure imposed by open source alternatives have become sufficiently visible, in fact, as to begin raising alarm bells among financial analysts. The legacy providers of data management systems have all fallen on hard times over the last year or two, and while many are quick to dismiss legacy vendor revenue shortfalls to macroeconomic issues, we argue that these macroeconomic issues are actually accelerating a technology transition from legacy products to alternative data management systems like Hadoop and NoSQL that typically sell for dimes on the dollar. We believe these macro issues are real, and rather than just causing delays in big deals for the legacy vendors, enterprises are struggling to control costs and are increasingly looking at lower cost solutions as alternatives to traditional products. — Peter Goldmacher Cowen and Company

Retail managers know that while their official vendors are large multinationals like Procter & Gamble and Hindustan Unilever Limited, what they are actually dealing with is someone like ‘Agarwal & Gupta Distributors’, the RS of the MNC. And so, while a good relationship with HUL can be developed by promoting their products, the truth is that a good relationship with the RS can be developed mainly by promoting his working capital availability. The RS is not merely a supplier of goods. He is a vital link in the whole retail chain and can be underestimated only at one’s peril. This is exactly what one large retail chain figured out early, and used to get the most amazing competitive advantage. Supermarket retail has a built-in advantage not available to traditional retailers. On the buying end, they buy bigger quantities and get a substantial period of time to make payment to the suppliers compared to smaller retailers, who sometimes have to pay cash on delivery. On the selling side, no customer gets credit at a supermarket. You scan, you bill, you pay and go — that’s the supermarket way. For the kirana, however, most regular customers expect a ‘khata’, a monthly account. Kirana customers buy through the month and pay only at the end. Supermarkets, by design, therefore, buy on liberal credit and sell on cash. Therefore, they are ‘cash surplus’ on a day-to-day basis. Their competitors, the kirana stores, are not. This particular retailer decided to make the payment terms more favourable to the supplier. So where the industry practice was eight days, this retailer reduced it to four days. In effect, the retailer halved the credit period, thus influencing the vendor’s working capital availability favourably. The vendor, in turn, now had a stake in the retailer’s growth and continued prosperity. The relationship soon turned into a win-win partnership. The vendor developed ingenious ways to enhance the retailer’s market share in various catchments.

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!

In each case, these segments were stuck with serious business problems that had to be solved immediately but could not be addressed effectively without embracing a discontinuous innovation. Managers who are under this kind of “broken-process” pressure will sponsor a new technology ahead of the herd, but only if the system provider can commit to an end-to-end solution to their problem. That is, to win over their target segments, each of these product vendors has to commit not just to providing an excellent product, but also to fielding a complete suite of products and services to solve the entire problem for the target segment. This leads them to recruit other companies that have the necessary competencies they lack, thereby forging a whole new value chain where none existed before. Once such a team is formed and the market has rallied around its solution, all other vendors get summarily excluded from the segment (pragmatists like to standardize on a single solution once they find one that works); so these first movers get to enjoy the fruits of market leadership for a long time to come.

Most of my career has been spent selling “plans of action and programmes of collaboration,” whether to Rexall to start up Pronto Markets; or Bank of America to buy out Pronto; or landlords; or vendors, many of whom have been very skeptical of, if not outright hostile to, my plans; and above all to my employees. If you want to know what differentiates me from most managers, that’s it. From the beginning, thanks to Ortega y Gasset, I’ve been aware of the need to sell everybody.

Examine Analyze Compile Draft Edit Supervise Manage Oversee Assemble (exhibits for witness interview of . . . ) Address and resolve (technical issues in document review platform with vendor) Track (status of ongoing review projects or discovery work streams) Strategic discussion Tactical discussion Assist (with the deposition/interview/preparation of . . . ) Prepare Provide (feedback for staff attorneys for quality control) Finalize Build (list of key employees) Create (case chronology timeline; tracking spreadsheet of ongoing work flow and research assignments, etc.) Summarize Submit Assess (litigation strategy for client presentation) File (motion to dismiss . . . ) Participate (in client conference) Update Confer Notice two verbs that I did not include in the list: Review and Code. I never use these words. Biglaw associates do not review and code documents. That

PCD & Franchise Company, International Standard Quality Products in Ahmedabad Gujarat India. Desta Life Sciences is the top PCD Pharma Franchise company in India. We are procured from faithful vendors to ensure its International Standard Quality Products. We're at Desta Science for Health Life providing the best PCD Franchise for business. This is the best Business Opportunity in India. We have 200+ Products, 4 Divisions and 13 Innovative Products. Desta Lifesciences, Started in 2011. The company's philosophy has been rooted in Quality and care and it is this ideology that has kept us alive through ups and downs. The company's greatest asset has always been its employees and it is in them we place our trust to shoulder the company's corporate responsibility and to uphold the company's ideals and values. A healthy blend of World-Class Quality, Disease prevalence-dependent, wide variety of products, stress on preventive Lifestyle products, a positive upbeat mood of one & all in the company and a feeling of oneness, is the recipe that Desta Lifesciences presents humbly to humanity. The "For the people, By the People" dictum is followed by the management in the company, thus making it surge forward with the force of the common goal to accomplish our Mission. We aim to serve mankind globally through our affordable and international standard quality products, encompassing the environmental synergy in the process. As we enter into the technological age of pharmaceuticals, we promise to adapt to more advanced technologies while simultaneously focusing on delivery of care. The future holds great promise as we gradually hope to venture into Exports and R&D to establish ourselves in the global market.

When managers of a company select an ERP package to implement, they are “buying into” the ERP vendor’s view of a certain industry’s best practices and relying on the system to support their efforts to embrace these practices.

Is there any alternative, any middle path between the institutional stagnation of the Peter Principle and the draconian severity of the “up or out” system? The AIMD algorithm can offer just such an approach, since it is explicitly designed to handle the demands of a volatile environment. A computer network must manage its own maximum transmission capacity, plus the transmission rates of its clients, all of which may be fluctuating unpredictably. Likewise, in a business setting, a company has a limited pool of funds to pay for its operations, and each worker or vendor has a limited capacity for the amount of work they can do and the amount of responsibility they can handle. Everyone’s needs, capacities, and partnerships are always in flux.

My eyes widened at that offer. I’d missed riding since coming to the Academy and I hadn’t really thought I’d be able to get out again any time soon. But I wasn’t sure I wanted him to know quite how much this meant to me. Every other piece of information the Heirs had gotten on me up until now had been twisted against me in some way and I didn’t want them trying to take this from me too. “I’m not really dressed for it,” I said slowly though in all honesty I had no issue with tying my dress in a knot around my waist if that was what it took to get me out on the road. “I’m sure I could lend you my shirt if you want to take it off,” he replied. “That would require both of us taking off rather a lot of our clothes.” There was a dare hanging in the air between us and I was afraid that I wouldn’t be able to resist it much longer. I eyed the line up of bikes, my heart beating a little faster as I tried to decide which one I’d choose. In all honesty I was too drunk to ride, although the sandwich was mopping up some of the excess alcohol and I was feeling a little less dizzy... It still wouldn’t have been the best idea though. “Why do you have the same bikes that that they have in the mortal world?” I asked as I began to wander between the immaculate machines. Some of the badges were different, I read names like Yamaharpy, Sphinxzuki, Hondusa, Harley Dragonson and I couldn’t keep the smirk from my lips but the actual bikes were definitely mortal models. “There are several permanent rifts between our world and the mortal world where we import all sorts of goods like these. The importers like to change the names as a kind of in-joke but a hell of a lot of our products come straight out of Taiwan or China, direct to Solaria,” Darius explained. “Why?” I asked. “Can’t Fae invent their own bikes and cars?” “I guess we could... but why bother? We’ve got better things to do with our time and it makes sense to use the mortals like our own personal goods suppliers. The Fae they deal with even manage to Coerce the best prices for everything we import. No Fae vendor would create any of the things we desire so cheaply.” Darius folded his arms and leaned back to perch on the saddle of a stunning green bike as he watched my exploration. “So you basically abuse the mortals with your power?” I asked. “We use our power to take what we want from them,” he agreed. “Just the same as we do with other Fae.” He had a point there; Fae were equally asshole-like to their own kind. (Tory)

Mortgage Contracting Services National Association of Housing and Redevelopment Officials (NAHRO) National Default Servicing  National Field Network National Field Representatives, Inc National Vendor Management Services Nationwide Field Inspectors Nationwide REO Brokers NewRep.com NHS Contractors NLA Management North American Property Preservation Northpoint Asset Management Now Property Preservation NREFSI

Very few companies thank their vendors. Money spoils the basic tenets of life. 8 Nov World Quality Day 8 Nov World Tongue Twister Day

Account reconciliation can benefit greatly from a distributed supply-chain solution. Using a permissioned distributed ledger to track and manage the more than 25,000 vendor disputes it handles annually, IBM said in 2016 that it had cut the resolution time of those disputes down from forty-four days to ten days. Essentially, record-keeping of payments and deliveries that all can view and verify in real time allows common agreements to be reached more quickly. This isn’t a chump-change problem, either. Those disputes currently tie up $100 million in capital every year, IBM says.

Don't blame someone or something else, or make up an excuse. Don't blame all the problems on a vendor, a programming language, management, or your coworkers.

salesman and turned to politics to feed his family). . . . Businessmen are accustomed to taking risk, however business risk is often partially assigned, buffered, or diluted with partners, alliances, or vendors, insurance or legal shields such as the corporate veil, which reduce personal exposure. Political risk, on the other hand, is purely personal and almost impossible to allocate—the risk of loss is 100 percent on the candidate (blaming campaign managers or other outside factors is usually regarded as lame; the candidate is regarded by the public as solely responsible for his campaign).

5.5 Specific Signs You Should Avoid A Van Rental Supplier! Here are 5.5 specific sign that you should avoid a van rental supplier: 1. Automated answering services: If you cannot get access to a human on the phone when you call to make a van reservation, where are they going to be when you have a mechanical breakdown? If the company cannot afford to provide a live person to receive your call, how will they afford to take care of your group when you have broken down on the side of the road or have been in an accident! 2. Rude or incompetent rental agents: If the rental company’s agents do not answer the phone cheerfully and sound like they are less than ecstatic to hear from you, they have set a negative tone for the entire van rental experience. If they place you on hold until you grow old, or refuse to acknowledge you immediately when you walk through the door of their office, get out of there! 3. Charging for mileage: Any van rental firm worth doing business with will offer you unlimited miles going anywhere in the USA. Anything else does not allow you the peace of mind needed when you are required to maximize your budget and do not need any unaccounted variables. 4. Encouraging drop-offs after business hours: This practice gives the rental company an unwritten power of attorney to charge you for any damages they find until the next business day! This leaves you or your organization wide open to paying for damages you did not cause or create! 5. Yield management systems: When a van rental firm employs this system, it skyrockets the van rental rates through the roof as demand gets tight and supply gets low. This system has been designed to squeeze every last dollar out of the client’s pocket and takes serious advantage of those groups that are forced to reserve later due to budget constraints or lack of commitments! 5.5 Accidents handled by a third party vendor: If you have an accident in a van, and the rental firm outsources this function to an outside agency, you will lose all power of negotiation and pay much more on the damage claim because the rental firm has to give that agency a substantial percentage. In addition, the agency employees have nothing to lose by treating you horribly.

Soon enough, end users (hotels, apartments, b&b, etc.) could be able to manage the entire suite of Google advertising from a single, simple extranet, decreeing the end of hotels' dependence to third-parties (web agencies and vendors)

Action Steps 1. Evaluate your progress regarding the tasks on your to-do list before offering to help other people. Note how much time you’ve allocated to each task and determine whether you have enough time left in the day to address them as planned. If you’re ahead of schedule, offer your help to the person asking for it. Otherwise, tactfully say “no” and explain your reason. Obviously, there’s nothing wrong with helping people. You should do so whenever you can. But you need to make sure you’re not jeopardizing the quality or timeliness of your own work in the process. 2. Remind yourself that few requests are truly emergencies. People seeking help usually want to receive it immediately. Their urgency rarely stems from a crisis. Rather, most people simply want whatever they seek sooner rather than later. It’s human nature. Before offering your help, determine whether a true crisis exists that warrants your swift attention. Again, most “emergencies” aren’t emergencies at all. 3. Ask whether you can help the person later. That allows you to say “no” and simultaneously appear willing to accommodate the individual. This approach also helps you to retain control of your time, a crucial part of working productively. People who hear this response will find it to be more palatable than a simple “no.” 4. Find out what you’re being asked to commit yourself to. When people ask for help, they often downplay the amount of time it will take. For example, consider the times you’ve heard someone ask you, “Got a second for a quick question?” Ask the person seeking your help to clearly describe what he or she wants you to do for them. If the tasks involved require more time than you have to offer, you’ll have a suitable reason to decline. 5. Decide in advance the activities you won’t help others with. Placing limits on the types of work you’re willing to address will make it easier to rebuff requests for help. For example, you might decide to shun making phone calls before 10:00 a.m. because you know such calls expose you to potential time sinks. A planned 3-minute call can easily turn into 20 minutes if the person you’ve called is chatty. If a coworker asks you to call a vendor or client for him or her, tactfully decline and explain your reason.

How to Bulletproof Your Association’s Biggest Asset: The Money The 35-Point Financial Procedures Manual If you are elected treasurer of your community association and accept the challenge, there are many policies and procedures you will need to learn before you start planning budgets, collecting assessments, and signing checks. Board members and officers of all community associations in America should read the following 35-point list of financial procedures and consider it a survival manual. It is divided into four segments: •​Inheriting Old Books •​Guarding and Vigilance •​Cyberbanking Procedures •​Efficiency Maximization and Return The Takeover: Inheriting Old Books 1.​Incoming treasurers or accounting managers should never accept the recording of financial books or accounts of a previous money manager. In order to be sure there is a clear line between the actions of the prior money manager and the current, a new bank account should be opened and the funds transferred to the new account. The new account helps to draw the line of accountability. Liability is also reduced by the new account, since any old checks that may be lying around will then be invalid. 2.​Immediately notify the bank when officers change. Bank signature cards must always be brought current immediately following the annual election. All officers should go to the bank together to provide identification and verify signatures. 3.​For incoming treasurers or accounting managers, a “transition document” stating all association account balances—including a statement as to the purpose of the reserve account, all contracts (including the vendors’ names and the expiration dates), and any outstanding payments due for services rendered or received—should be provided to the new money manager. 4.​Destroy all old checks and deposit slips. Use a cross shredder or a document destruction company. 5.​Keep new checks under lock and guard the keys. 6.​If a board treasurer or management company refuses to give up the bank accounts (it has happened), send the person or company a certified letter demanding the rightful return

A VMO’s all-encompassing purpose is to aggressively lead and guide strategic sourcing initiatives while engaging vendors to meet cost, quality, and delivery performance goals.

VMO should strive to enable more efficient transactional purchasing for its customers.

Mobile Virtual Network Operators (MVNOs) have been around in the telecom world since the dawn of the 21st century. However, since their inception, their role has kept on changing. From broadly voice-based service providers to 3G purveyors, MVNOs have evolved in their services with time. Nowadays, in this world of intense competition, the success of MVNO completely depends on their ability to think out of the box. It is their ingenuity in creating customer-driven plans that decides their fate in today’s heavily saturated telecom market. The present-day MVNO subscribers are finicky, moody and disloyal. It is an MVNO’s task to inspire confidence in them, attract them towards their services and ensure that they stay loyal. The Challenge Faced by Different MVNOs Evoking customer trust and then ensuring that it is maintained is probably the toughest challenge faced by an MVNO in telecom. Especially in the competitive world of today that demands a differentiation in service along with an attractive pricing model. Based on their infrastructural capabilities, MVNOs can be divided into: 1. Skinny MVNOs: Equipped with their own voice mail, content applications, SMSC, prepaid and VAS. 2. Thin MVNOs: Apart from the infrastructure above, they also have AUC, EIR, HLR, and IN. 3. Thick MVNOs: Along with infrastructure of a thin MVNO, thick MVNOs also have a VLR and MSC. Regardless of the kind of MVNO that you are running, there are some major challenges that you need to overcome. While a skinny MVNO does not have to worry too much about the infrastructure, he cannot scale his operations as well as a thin or thick MVNO. On the other hand, a thick MVNO may be able to scale his operations well, but he might get too involved in managing the infrastructure with very little time for branding and marketing. The Importance of MVNE/MVNA Partnership for Overcoming Challenges As MVNOs are considerably smaller than a full-fledged MNO (Mobile Network Operator), they need support from MVNEs (Mobile Virtual Network Enablers) to get their job done. A capable MVNE with a comprehensive MVNO software solution like Telgoo5 can provide the following benefits to an MVNO: 1. Better billing – Billing is probably the toughest task for an MVNO to undertake all by itself. Any mistake or inefficiency in billing tasks can have a major bearing on MVNO subscribers. But when you partner with an MVNE like Vcare, you get access to a cutting-edge MVNO billing software solution. With a convergent billing solution by your side, you can create itemized bills with details of all types of services used by your subscribers. 2. Profitable deals with MNOs – Partnership with a competent MVNE/MVNA can help you get better-priced deals with an MNO. This will allow you to deliver the services at a lower rate to your MVNO subscribers while still making a profit. 3. Avoid red tape – Running a successful MVNO operation requires you to get into contracts with different carriers and vendors. By partnering with a competent MVNE like Vcare (who already has fully-licensed platforms and contracts with vendors), you are able to bypass the process of signing new deals, thereby saving considerable time and effort.