Winter
Showing 641–656 of 772 results
-
6 key components of a business budget
Winter 2010
Newsletter: Management & Tax Concepts
Price: $225.00, Subscriber Price: $157.50
Word count: 408
Abstract: Many owners of small to midsize businesses don’t create a budget or don’t update the one they have, typically because they’re too busy or simply not focused on sticking to a budget. But keeping a budget is important not only for planning purposes, but because banks have been setting up loan covenants with an increased emphasis on budgeting. There are six key components that should be part of a budget, including line-item details for allocating funds and a regular monitoring of performance against expectations.
-
Disaster recovery planning – Making sure your company is ready for anything
Winter 2010
Newsletter: Management & Tax Concepts
Price: $225.00, Subscriber Price: $157.50
Word count: 868
Abstract: Every year there are at least a few examples in the news of how a single natural disaster can adversely affect — sometimes even destroy — a business. And many disasters, both natural and manmade, have detrimental consequences not fully realized until many months later. This is why it’s so important that a company put together a comprehensive plan to keep its people safe, its information preserved and its operational capacity maintained. This article shows how disaster planning, storage technology and the proper insurance are important components in a disaster recovery plan. A sidebar briefly looks at the kinds of disasters waiting to happen.
-
Supply chain management – Choose a system that fits your needs and budget
Winter 2010
Newsletter: Manufacturer
Price: $225.00, Subscriber Price: $157.50
Word count: 388
Abstract: Manufacturers have used transportation management systems (TMSs) for nearly 15 years. As these supply-chain-management software systems have evolved and improved, many manufacturers have been leaving their third-party logistics service providers in favor of the more convenient, cost-effective alternative a TMS provides. This article discusses what to consider when deciding whether to implement a TMS.
-
Shippers beware – Common problems with cargo insurance
Winter 2010
Newsletter: Manufacturer
Price: $225.00, Subscriber Price: $157.50
Word count: 779
Abstract: Manufacturers know that cargo insurance is vital when it comes to moving valuable products and machinery. But many have found, often too late, that their coverage isn’t sufficient, leaving them with lost or damaged goods and little or no compensation. The policies often have an “endorsements” section that prevents the carrier from being held liable in many scenarios. And a broker’s “contingency cargo liability” policy offers little protection to a shipper. For that purpose, a “shipper’s interest” cargo insurance policy fills the bill.
-
On the defensive – Use available weapons to fortify your manufacturing company against fraud
Winter 2010
Newsletter: Manufacturer
Price: $225.00, Subscriber Price: $157.50
Word count: 711
Abstract: The Association of Certified Fraud Examiners reports that U.S. companies lost approximately $994 billion in revenue to fraud in a two-year period ending in 2008. Even more sobering is the fact that 7.2% of fraud cases occurred in manufacturing companies, accounting for a median loss of $441,000. Unfortunately, employees are a natural culprit because they have the most immediate access to funds and materials, and there are several key functions that are particularly vulnerable. This article looks at steps a manufacturer can take to reduce the chances of fraud, while a sidebar explains the importance of having a fraud prevention policy.
-
Comparing this to that – Benchmarking financial performance with ratios
Winter 2010
Newsletter: Manufacturer
Price: $225.00, Subscriber Price: $157.50
Word count: 805
Abstract: Benchmarking with financial ratios allows manufacturers to break their operations into individual segments to measure effectiveness against past performance, company goals and industry standards. It can provide insight into which areas of a business are strong and which need improvement. This article discusses such commonly used ratios as debt-to-assets, return-on-assets and return-on-equity, along with a number of others, and discusses the pros and cons of benchmarking. A sidebar discusses the best ratios to study before applying for a loan.
-
Social networking – Opting out may no longer be an option
Winter 2010
Newsletter: Law Firm Management
Price: $225.00, Subscriber Price: $157.50
Word count: 683
Abstract: According to one recent report, only one in eight law firms use social networks. Many firms are understandably concerned about privacy, worker productivity and misuse of social networking sites. But such fears are probably misplaced. In fact, without social media policies, attorneys and staff are just as likely to make firm-damaging statements online from their home computers as they are from their office computers. An intelligent policy regarding use of blogs and networking sites can help attorneys interact with clients and peers to share ideas and build business.
-
The pros and cons of having nonequity partners
Winter 2010
Newsletter: Law Firm Management
Price: $225.00, Subscriber Price: $157.50
Word count: 708
Abstract: For many years, law firms were governed by the old “up or out” rule in regard to admission to the partnership. But such inflexibility caused firms to get rid of some highly productive and profitable associates who probably didn’t make partner simply because they weren’t successful rainmakers. In an era in which partners have become more willing to pull up stakes and move their practices to another firm — or aren’t even interested in becoming equity partners at all — many firms have adopted the “two-tier” structure of equity and nonequity partners. However, while the criteria may not be quite as high as for equity partners, it’s still important to select nonequity partners carefully.
-
Make sure your employee reimbursement plan satisfies the IRS
Winter 2010
Newsletter: Law Firm Management
Price: $225.00, Subscriber Price: $157.50
Word count: 525
Abstract: Law firms that compensate their employees for expenses incurred in the course of employment generally deduct those reimbursements as business expenses, rather than reporting them as wages on the employees’ Forms W-2. But the IRS permits such deductions only for reimbursement or allowance arrangements that qualify as “accountable” plans. There are three criteria for a plan to be considered accountable. Without such a plan, expense reimbursement can be costly.
-
Fixed-fee billing: The wave of the future?
Winter 2010
Newsletter: Law Firm Management
Price: $225.00, Subscriber Price: $157.50
Word count: 712
Abstract: In these difficult economic times, clients are seeking to economize on their legal bills. But, rather than cutting back on services, many are demanding that their law firms convert from hourly to fixed-fee billing. The good news for attorneys is that the switch can pay off for both their clients and their firm — if the fees are properly calculated. This article explains the two-step process involved in fee-setting, and looks at the benefits both parties receive for particular types of legal work. A sidebar briefly discusses sliding scale fixed-fee arrangements.
-
For What It’s Worth: Valuation in the Courts – Court upholds FLP despite postdeath funding
Winter 2010
Newsletter: Expert / Valuation & Litigation Concepts
Price: $225.00, Subscriber Price: $157.50
Word count: 516
Abstract: In a recent case, a federal court upheld a family limited partnership (FLP) in an estate tax refund case — even though the FLP wasn’t funded before the decedent died. How did the family involved pull this off? It was important that state law provided that an owner’s intent to make an asset partnership property caused that asset to become the partnership’s property — regardless of whether legal title was transferred.
-
Oh, what might have been – How appraisers calculate lost profits
Winter 2010
Newsletter: Expert / Valuation & Litigation Concepts
Price: $225.00, Subscriber Price: $157.50
Word count: 685
Abstract: When a business suffers what it believes to be wrongful conduct leading to lost profits, an appraiser is often asked to estimate “what might have been.” That is, for the resulting litigation, he or she must typically calculate, not just lost sales, but also the difference between lost sales and avoided costs. The appraiser starts by distinguishing between direct and indirect costs. He or she is then free to use multiple methodologies and compare the results to historical data, independent estimates or industry statistics. A lost profits calculation is a complex endeavor — but it’s often absolutely necessary in certain forms of litigation.
-
5 common vendor fraud schemes to watch out for
Winter 2010
Newsletter: Expert / Valuation & Litigation Concepts
Price: $225.00, Subscriber Price: $157.50
Word count: 436
Abstract: These are busy times for fraud investigators, with businesses more concerned than ever about protecting their bottom lines. One way a company’s profits could suffer is if it’s struck by vendor fraud. But by recognizing the signs of this crime and initiating a timely investigation, businesses can minimize the resulting losses. If vendor fraud or another fraudulent scheme is suspected, a fraud expert’s involvement is critical. There are five common schemes to watch out for.
-
Pointing fingers lead to fairness opinions – An increasingly popular transactional safeguard
Winter 2010
Newsletter: Expert / Valuation & Litigation Concepts
Price: $225.00, Subscriber Price: $157.50
Word count: 891
Abstract: In a difficult economy, many parties want to point fingers when projected results fall short, acquisition synergies fail to materialize or insolvency ensues. For this reason, among others, fairness opinions are becoming increasingly popular. Simply put, a fairness opinion addresses whether a transaction appears “fair” from a financial point of view. Fairness opinions aren’t legally mandated, but they can help facilitate major transactions, such as mergers and acquisitions (M&As), spin-offs, stock repurchases, and divestitures. This article looks at what goes into fairness opinions and their different applications, while a sidebar discusses potential conflicts of interest among fairness opinion providers.
-
Practice Notes – Reduce the risk of employee theft
Winter 2010
Newsletter: Rx for Practice Management / Practice Management Advisor
Price: $225.00, Subscriber Price: $157.50
Word count: 494
Abstract: In 2008, the National Health Care Anti-Fraud Association (NHCAA) estimated conservatively that 3% of all health care spending, or $68 billion, is lost to health care fraud. Physician practices can experience their own types of fraud — through employee theft. This article offers a few tips to minimize the risk.
-
Hospital-owned group practices – Breaking the ties that bind
Winter 2010
Newsletter: Rx for Practice Management / Practice Management Advisor
Price: $225.00, Subscriber Price: $157.50
Word count: 809
Abstract: Today, when many hospitals are in the buying mode, some practices are ready to join up but are wondering, “What if I want out in a few years?” Breaking up isn’t easy. Physicians must be prepared to deal with federal regulations, employee benefits, patient accounting and other day-to-day details, or else perhaps join another physician network instead of buying back the practice. Those who do buy will need to hire an appraiser to establish the practice’s fair market value; determine what proportion of profits or losses can be attributed to the physicians in the practice; and develop an exit strategy that covers the potential consequences of unwinding in the future.