Spring
Showing 625–640 of 759 results
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How to keep bad apples from spoiling your board
Spring 2010
Newsletter: Nonprofit Observer
Price: $225.00, Subscriber Price: $157.50
Word count: 612
Abstract: Most nonprofit board members understand their roles and are dedicated to working in a cooperative spirit to achieve the organization’s strategic goals. But one rogue member can easily hinder the effectiveness of a board — and its organization. Most disruptive board behavior probably can be classified as merely annoying or insensitive, but immediate action is warranted when a board member betrays confidentiality or pursues a personal agenda. Nonprofits are encouraged to thoroughly screen prospective members and regularly monitor meetings to spot signs of trouble before they get out of control.
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Save money and improve efficiency with a strategic alliance
Spring 2010
Newsletter: Nonprofit Observer
Price: $225.00, Subscriber Price: $157.50
Word count: 828
Abstract: Having to do more — a lot more — with less is almost every nonprofit’s biggest challenge these days. One of the best ways to meet this challenge is by doubling up, or forming a strategic alliance with another nonprofit, government entity or for-profit company. These impermanent alliances can help slash expenses and introduce new perspectives, but both groups need to consider many issues, including fundamental values, before joining forces.. A sidebar discusses “the tool of last resort” — a legal merger.
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Intrafamily loans: Know what you’re getting into
Spring 2010
Newsletter: Management & Tax Concepts
Price: $225.00, Subscriber Price: $157.50
Word count: 434
Abstract: When money is tight, and particularly when job losses affect an extended family, the prospect of an intrafamily loan often comes up. But, if not conducted carefully, these arrangements can lead to awkwardness, if not outright conflicts. There may also be tax implications. So, one needs to ask: Is this really a loan, or would it be better to regard it as a gift? And what indicators does the IRS use in determining whether it qualifies as a loan for tax purposes?
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Buying vs. leasing – The choice isn’t always clear
Spring 2010
Newsletter: Management & Tax Concepts
Price: $225.00, Subscriber Price: $157.50
Word count: 614
Abstract: In trying to determine whether to buy or lease, there are many tax, financial and practical issues to consider. The decision also depends in part on the type of asset: Two prime concerns for business owners are office space and equipment. This article discusses the pros and cons of buying vs. leasing in regard to both of these.
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3 simple steps to better personal credit management
Spring 2010
Newsletter: Management & Tax Concepts
Price: $225.00, Subscriber Price: $157.50
Word count: 442
Abstract: The rough economy and its slow recovery have had marked effects on many people’s personal finances. Many Americans have been leaning harder on their credit cards, but this puts them at greater risk for not only overextending that credit, but also falling victim to fraud as their account numbers go into wider circulation. And, for business owners, the risk is even greater. Lenders are increasingly looking into a company owner’s personal credit history, including personal guarantees. The good news is that everyone — business owner or otherwise — can create a relatively simple credit management plan by following three important steps.
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Are you getting paid? Managing collections in an uncertain economy
Spring 2010
Newsletter: Management & Tax Concepts
Price: $225.00, Subscriber Price: $157.50
Word count: 946
Abstract: The economic uncertainties facing many businesses today have put them in an odd position. Should they push customers harder for payments? Or go easy on them to avoid risking the loss of their business? It’s a tricky balance — but, the better a business knows its own collection rate and the more it refines its collection practices, the greater its odds for success. This article offers tips for calculating a collection rate, reassessing payment terms, and creating a collection plan. A sidebar reveals that many companies are turning to credit monitoring services not only to help prevent identity theft, but also to keep a closer eye on customers and vendors.
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Do you have parts smarts?
Spring 2010
Newsletter: Manufacturer
Price: $225.00, Subscriber Price: $157.50
Word count: 306
Abstract: Aftermarket parts and accessories and maintenance and repair are the bane of some manufacturers’ existences. For others, they’re one of the most lucrative aspects of their businesses. No matter where a manufacturer falls on the continuum, establishing a parts and service outsourcing agreement with an experienced partner can do wonders for the company’s operations and bottom line. In addition to eliminating the need for in-house aftermarket customer service, using a partner to warehouse and distribute inventory can allow reduction of warehouse personnel and logistics costs. It can also improve distribution speed and order accuracy.
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Weighing the pluses and minuses of ESOPs
Spring 2010
Newsletter: Manufacturer
Price: $225.00, Subscriber Price: $157.50
Word count: 811
Abstract: Corporate finance, employee benefits and succession planning likely are key issues the owner of a manufacturing company must contend with. But there’s a multifaceted strategy that can handle all three issues. It’s the employee stock ownership plan (ESOP). An ESOP is a qualified retirement plan that’s similar to a profit-sharing plan, except it enables employees to own part of the company that employs them. This article explains leveraged vs. unleveraged ESOPs, and their potential benefits and drawbacks.
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Get IT right regardless of economic conditions
Spring 2010
Newsletter: Manufacturer
Price: $225.00, Subscriber Price: $157.50
Word count: 495
Abstract: While some cost-cutting measures may be essential in a weak economy, slashing information technology (IT) budgets and expenditures isn’t the way to stay afloat. Smart manufacturers are creating comprehensive IT strategies that allow transparency in all facets of operations and supply chains. IT can also control costs and improve revenue through quality control and compliance. Smart IT investments can improve processes, from the enterprise and engineering stages all the way to the plant floor and distribution centers. Taking these initiatives can help a manufacturing company stay successful regardless of the economic climate.
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The IC-DISC – An overlooked tax break that could be your big break
Spring 2010
Newsletter: Manufacturer
Price: $225.00, Subscriber Price: $157.50
Word count: 806
Abstract: By forming an interest charge–domestic international sales corporation (IC-DISC), a manufacturing company may realize substantial tax savings on export-sales income. The general concept is fairly simple: A U.S. manufacturer establishes a “shell” company — an IC-DISC — and then pays its IC-DISC a percentage of the company’s export revenue, also known as commissions; the company doesn’t pay taxes on these commissions. There can be operational advantages, as well. This article looks at the qualifications required to set up an IC-DISC, while a sidebar looks at the history of this tax incentive.
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Building a marketing culture in your firm
Spring 2010
Newsletter: Law Firm Management
Price: $225.00, Subscriber Price: $157.50
Word count: 433
Abstract: Years after many law firms first adopted formal marketing plans, some attorneys continue to find legal marketing distasteful. In today’s economy, though, firms must view marketing as an essential component of their continued survival. It’s not enough to simply hire a marketing director — law firms need to foster a marketing culture that permeates and directs all levels of the firm. It’s essential to have a formal marketing plan that includes client input and has the active commitment of firm leadership.
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How can you keep lawyers and staff engaged?
Spring 2010
Newsletter: Law Firm Management
Price: $225.00, Subscriber Price: $157.50
Word count: 644
Abstract: An attractive benefits and compensation package may woo promising lawyers and staff, but it may not be enough to keep them enthusiastic about their work and retain them. Lawyers and other employees want many of the same things in a position, including interest from management in their professional development and well-being, advancement opportunities, feeling like a valued part of a team, and stimulating and rewarding work and client interaction. Many law firms fail to fulfill these fundamental needs — but there are steps they can take to remedy the “disengaged syndrome.”
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Associate compensation – From lockstep to performance-based
Spring 2010
Newsletter: Law Firm Management
Price: $225.00, Subscriber Price: $157.50
Word count: 667
Abstract: Law firms increasingly are moving away from the historic lockstep compensation model to a new system that recognizes individual performance and results in variable progression and compensation. There are a variety of factors driving this change, but the transition to a new system can run into such hurdles as lack of planning, a weak evaluation process, and a continued focus on traditional metrics. But the necessary planning and structural changes shouldn’t deter a firm from making the transition to a performance-based system.
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Your current clients may hold the key to higher profits
Spring 2010
Newsletter: Law Firm Management
Price: $225.00, Subscriber Price: $157.50
Word count: 718
Abstract: A well-known marketing maxim states that it’s more cost-effective to generate new business from an existing client than to rustle up a new client. A law firm can offer its existing clients an expansion of its current services or its geographic reach, or can diversify its services. But, with business development resources often under a tight rein these days, it’s critical that a law firm identify and target clients most likely to provide additional work. This will require an in-depth analysis of the current client base. Once the clients with the strongest potential have been identified, it will be essential to give them reasons to offer additional work. A sidebar to this article offers a list of items to research when prospecting for new clients.
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Fraud detection: Tools for uncovering billing schemes
Spring 2010
Newsletter: Expert / Valuation & Litigation Concepts
Price: $225.00, Subscriber Price: $157.50
Word count: 446
Abstract: Billing schemes rank among the most common types of occupational fraud, according to the Association of Certified Fraud Examiners (ACFE). But fraud investigators have several tools available to ferret out billing schemes, including data mining, ledger reviews, statistical sampling, and anonymous hotlines.
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Rebuttal reports bring a third opinion to the table
Spring 2010
Newsletter: Expert / Valuation & Litigation Concepts
Price: $225.00, Subscriber Price: $157.50
Word count: 631
Abstract: If the respective valuation reports of two parties are so far apart that an agreement seems unlikely, a third appraiser can provide another opinion in the form of a rebuttal report. Rebuttal experts streamline the appraisal process and reduce overall appraisal costs. Rebuttal reports also facilitate settlement by pinpointing differences and putting technical appraisal issues in more user-friendly language. But rebuttal reports come in many forms, and court procedural rules and professional appraisal standards provide little guidance on how to prepare written rebuttals.