Una de las muchas formas de perder dinero en fondos mutuos no basados en índices es la trampa de los impuestos. ¡Podría tener que pagar impuestos hasta cuando su fondo mutuo pierde dinero! Para muchas personas esto se convierte en algo dolorosamente inesperado. Así es como sucede este comportamiento contra-intuitivo.
Si el administrador del fondo vende una acción por más de lo que le costó comprarla, se genera una ganancia. A esta ganancia se le llama ganancia de capital y es tributable a impuestos. Las ganancias de capital son grabadas con una tasa de impuestos común, que está entre el 28% y el 38.6% para la mayoría de los inversionistas si el fondo mantuvo la acción por menos de un año. Si la acción se mantuvo por más de un año, en otras palabras a largo plazo, el impuesto es del 20%. Aunque por ley, los fondos mutuos no pagan impuestos, estos cargos se los pasan a usted, el accionista del fondo mutuo.
Hay un par de razones por la que los fondos mutuos pagan impuestos. Si el fondo tiene un bajo rendimiento los inversionistas se marcharán. Los fondos mutuos tienen que vender acciones para pagar a los inversionistas que se marchan. Aunque usted no sea uno de los inversionistas que salta del barco, de todas formas tendrá que pagar su porción de los impuestos de las ganancias capitales.
Los dividendos son otra razón por la que hay impuestos. Los dividendos son grabados en la distribución de ganancia por acción que las compañías obtienen de sus ganancias trimestrales. Muchos inversionistas les piden a sus fondos mutuos que automáticamente reinviertan sus dividendos. Esto quiere decir que el fondo utiliza el dinero para comprar más acciones en su nombre. Aunque reinvierta y nunca vea ni un centavo de sus dividendos, estos están sujetos a impuestos, de acuerdo con Hacienda (el IRS).
Otra razón por la que quizás le llegue un recibo de impuestos se debe a una alta tasa de rotación. La rotación mide la frecuencia con la que un administrador compra y vende acciones, algunas veces en la búsqueda de la próxima acción de alto vuelo o acciones de bajo monto al borde de despegar. De acuerdo con Lipper (analistas de fondos mutuos), el fondo promedio en el 2000 mostró una tasa de rotación del 122%. Esto significa que la cartera entera cambió entre enero y diciembre, y 22% de las acciones de reemplazo cambiaron también.
¡Esta es la forma más común de timar a la gente! Simplemente tiene que entender que cuando invierte en un fondo está comprando un impuesto a las ganancias. La mejor manera de evitar algunos de estos impuestos es restringir sus compras de fondos mutuos a su plan de jubilación 401 (k) y tratar de comprar solo fondos mutuos basados en índices como lo es Vanguard 500 (VFINX).
About the author:
SOBRE EL AUTOR: El Dr. Brown puede enseñarle cómo invertir por medio de su compañía El Instituto de Riqueza Delano Max (The Delano Max Wealth Institute http://www.caminoalaabundancia.com). Suscríbase gratis a nuestra revista electrónica de consejos financieros en http://www.abundanciafinanciera.com
17 Aralık 2007 Pazartesi
What I Have Learnt As A Beginner To Internet Online Business
Like tens of thousands of people who often venture online exploring ways to make a little extra money, I have been looking for ways that would allow me to eventually live a life with residual income and financial freedom.
Obviously, I did not know how except for the fact that many are making millions of dollars every year from Internet.
But I learnt fast, after having paid a lot of money to the so-called Internet gurus. I realised that there were a lot of scams, hyped-up promises, and just plain sure-way-to-loose-your-hard-earned-money programs. Very quickly, it became obvious to me that the promises of make-tons-of-money-with-no-effort-all-for-free had to be challenged because this is not true at all! What you get for nothing would be nothing. I learnt now how I should look every time before I leapt.
Building a business online is just like building a brick-and-mortar business offline. So you need both a good plan and a marketable product. Some friends advised that I should build a website around my personal interest or hobbies because it�d be fun doing so. That way, when the going gets tough, the motivation to persevere would be more likely to prevail. However I found that my own interest and hobbies were not necessarily what the market was looking for. In fact, I realized that I should look at other people�s interest instead.
The easiest way to get into business online is through affiliate programs which allow you to sign up as an affiliate member. You earn a referral commission from selling the program owners� products.
These products are usually information products such as electronic books (eBook) and software that can be delivered as a file that is then downloaded directly to your customers' computers. They could be repeatedly reproduced and downloaded and sold at no cost. There�s no packing, shipping and delivery cost. Owing to this, affiliate program owners usually pay their affiliates high commissions (50% or more).
I learnt that it is best for beginners to start by joining a few affiliate programs, followed by announcing this to as many friends as possible to prompt them to visit my websites.
At the same time I was strongly advised against the use of �Spam�. Suddenly I found my list of friends to be pathetically short! Hardly 100 names!
I was feeling really inadequate after finding that many Internet entrepreneurs actually had a mailing lists of well over 5000, 10,000, 100,000��.
To start off, I needed a website, although people do make money without a website. By joining an affiliate program I did not have to worry about creating a website of my own because many affiliate programs do offer websites for free.
However I was advised to learn how to modify the website to differentiate it from many others having the same program so that I would have some advantages over others.
As I said, I had a miserable mailing list hence I needed to build one for visitors by their subscribing to my online newsletters. Oh yes, I have heard it a thousand times in my short stay in this business � �The money is in the list...that all important list which begins the flow of "traffic" �No list...No traffic...No traffic...No sales..�
I send these people my regular newsletter via �autoresponder� provided by the program and over time, I hope to develop a relationship with many of the visitors.
A newsletter allows me to share information and resources with my subscribers resulting in a positive rapport, friendship and eventually trust.
There�s a 30-day guide which is really cool. It takes me step by step each day to improve my business incrementally. The tips and tricks given are especially for professional business working from home. It exposes me to many possibilities, among other things, of how to drive traffic to my site. And I find joy in doing so especially in my pyjamas!
The program allows me to join a discussion forum. It is like walking into a big library, the only difference is that this is better because all the members have similar interest i.e. Internet business. This is where I find answers and solutions to my questions and problems. I find active and successful members discussing their latest findings, for instance, the best websites and software to use to improve our businesses. Another advantage in taking part in the discussion is that other members or visitors get to know my website located in my �signature file�.
Yes, I also learnt how to place my adverts. Here are some of the things that I�ve looked into:
1) The various locations where I can place an ad such as newsgroups, forums, ezines, and web sites.
2) How to post information to a mailing list or newsgroup for free but using a signature file to promote my websites.
3) How the program helps me to set up autoresponders to take away the chore of responding to visitors manually.
4) How to write articles and submit them to article directories to get free advertisement for life.
5) I�ve created a Blog of my own. It is an excellent way to provide visitors and customers with information at their fingertips, just a click away. I keep it fresh and alive by posting interesting articles on Internet business on a regular basis. The articles in the Blog also offer me free advertisement because each article carries a link to my websites.
In conclusion, if you want to make money on the Internet, it is a real possibility. But please do not expect something for nothing. You need to invest in your effort, time, commitment and at least some financial input. Once you�ve decided, go for it and. �..DON'T EVER GIVE UP!
About the author:
Woon Sung-Liang(John Woon) is a Rubber and Latex Consultant with about 25 years of experience. Check this fantastic website to find out how he started his online Internet business: http://www.PlugInProfitSite.com/main-9747Visit his website http://www.johnwoon.comGet to know him better at his Blog: http://www.blogwithjohnwoon.blogspot.com
Obviously, I did not know how except for the fact that many are making millions of dollars every year from Internet.
But I learnt fast, after having paid a lot of money to the so-called Internet gurus. I realised that there were a lot of scams, hyped-up promises, and just plain sure-way-to-loose-your-hard-earned-money programs. Very quickly, it became obvious to me that the promises of make-tons-of-money-with-no-effort-all-for-free had to be challenged because this is not true at all! What you get for nothing would be nothing. I learnt now how I should look every time before I leapt.
Building a business online is just like building a brick-and-mortar business offline. So you need both a good plan and a marketable product. Some friends advised that I should build a website around my personal interest or hobbies because it�d be fun doing so. That way, when the going gets tough, the motivation to persevere would be more likely to prevail. However I found that my own interest and hobbies were not necessarily what the market was looking for. In fact, I realized that I should look at other people�s interest instead.
The easiest way to get into business online is through affiliate programs which allow you to sign up as an affiliate member. You earn a referral commission from selling the program owners� products.
These products are usually information products such as electronic books (eBook) and software that can be delivered as a file that is then downloaded directly to your customers' computers. They could be repeatedly reproduced and downloaded and sold at no cost. There�s no packing, shipping and delivery cost. Owing to this, affiliate program owners usually pay their affiliates high commissions (50% or more).
I learnt that it is best for beginners to start by joining a few affiliate programs, followed by announcing this to as many friends as possible to prompt them to visit my websites.
At the same time I was strongly advised against the use of �Spam�. Suddenly I found my list of friends to be pathetically short! Hardly 100 names!
I was feeling really inadequate after finding that many Internet entrepreneurs actually had a mailing lists of well over 5000, 10,000, 100,000��.
To start off, I needed a website, although people do make money without a website. By joining an affiliate program I did not have to worry about creating a website of my own because many affiliate programs do offer websites for free.
However I was advised to learn how to modify the website to differentiate it from many others having the same program so that I would have some advantages over others.
As I said, I had a miserable mailing list hence I needed to build one for visitors by their subscribing to my online newsletters. Oh yes, I have heard it a thousand times in my short stay in this business � �The money is in the list...that all important list which begins the flow of "traffic" �No list...No traffic...No traffic...No sales..�
I send these people my regular newsletter via �autoresponder� provided by the program and over time, I hope to develop a relationship with many of the visitors.
A newsletter allows me to share information and resources with my subscribers resulting in a positive rapport, friendship and eventually trust.
There�s a 30-day guide which is really cool. It takes me step by step each day to improve my business incrementally. The tips and tricks given are especially for professional business working from home. It exposes me to many possibilities, among other things, of how to drive traffic to my site. And I find joy in doing so especially in my pyjamas!
The program allows me to join a discussion forum. It is like walking into a big library, the only difference is that this is better because all the members have similar interest i.e. Internet business. This is where I find answers and solutions to my questions and problems. I find active and successful members discussing their latest findings, for instance, the best websites and software to use to improve our businesses. Another advantage in taking part in the discussion is that other members or visitors get to know my website located in my �signature file�.
Yes, I also learnt how to place my adverts. Here are some of the things that I�ve looked into:
1) The various locations where I can place an ad such as newsgroups, forums, ezines, and web sites.
2) How to post information to a mailing list or newsgroup for free but using a signature file to promote my websites.
3) How the program helps me to set up autoresponders to take away the chore of responding to visitors manually.
4) How to write articles and submit them to article directories to get free advertisement for life.
5) I�ve created a Blog of my own. It is an excellent way to provide visitors and customers with information at their fingertips, just a click away. I keep it fresh and alive by posting interesting articles on Internet business on a regular basis. The articles in the Blog also offer me free advertisement because each article carries a link to my websites.
In conclusion, if you want to make money on the Internet, it is a real possibility. But please do not expect something for nothing. You need to invest in your effort, time, commitment and at least some financial input. Once you�ve decided, go for it and. �..DON'T EVER GIVE UP!
About the author:
Woon Sung-Liang(John Woon) is a Rubber and Latex Consultant with about 25 years of experience. Check this fantastic website to find out how he started his online Internet business: http://www.PlugInProfitSite.com/main-9747Visit his website http://www.johnwoon.comGet to know him better at his Blog: http://www.blogwithjohnwoon.blogspot.com
Boosting Employee Morale With Employee Surveys
by: Bill Roche
Copyright 2005 Bill RocheDo you know exactly how your employees feel when Monday morning approaches?
Are they eager to get back to a satisfying workplace and to perform important tasks?
Or, do they sit home Sunday night dreading another week of unimportant work performed for an ogre of a boss?
The truth is probably somewhere in between; but without actual knowledge of the facts, it�s hard to improve anything.
The ideal workplace provides employees with empowerment and direction when needed, but shies away from unnecessary micro-management. Employees feel they are contributing to meaningful goals in a significant way. The ideal workplace offers compensation and benefits that meet the needs of employees and cause them to remain loyal to an organization for the long term.
If you don't know where your employees� morale level stands, you can't make life better or productivity higher. Better morale means greater productivity which translates into an improved bottom line. Unhappy employees miss more work and produce inferior work.
By measuring your employee morale level through an Employee Satisfaction Survey, you can learn how your employees feel � provided your employees believe that their honest input will result in appropriate change where needed. The danger of conducting Employee Satisfaction Surveys, of course, is that if you do not allow change where change is needed, you may well cause employee morale to drop even lower.
Suppose, for instance, that one result of a survey is that your employees feel your management style inhibits effective production of quality work. Would you be willing to alter your management style and more proactively empower employees?
If you�re not willing to change, you will likely be wasting time and money by performing surveys. If you�re willing to keep an open mind, surveys can lead your organization to greater heights and result in decisive morale increases.
Some questions that can reveal a great deal about employee satisfaction include:
(1) Do you feel that management listens to your ideas on how to best accomplish tasks?
(2) Is there a recognizable tie between how well you perform your job and your monetary compensation?
(3) Do you often feel you could do a better job if management would only get out of the way?
(4) Do you feel, once assigned a task, that you are empowered to perform that task?
(5) Do you feel that innovative thinking or "outside the box" thinking is encouraged and rewarded?
(6) Are there enough recognition programs for recognizing outstanding accomplishments on the part of employees?
An effective Employee Satisfaction Survey should not be too lengthy; 20 to 40 questions ought to reveal what you need to know about your employees. Whether you select yes/no questions or choose a 1 to 5 scale (where 5 means complete agreement and 1 means complete disagreement with a survey statement), you should, upon survey completion, compile the results using a database that will let you to analyze the results and convert them into bar charts or other graphics which make them easier to understand.
Once you�ve analyzed the survey results, feedback to the employees is crucial. Otherwise, they will likely conclude that what they have to say doesn't matter, resulting in an additional hit to morale.
Hopefully, some of your survey results will indicate areas of high employee morale. Those areas are not likely to need significant attention. The areas where employee morale gets low scores offer the greatest potential for improvement. Develop an action plan and implement that plan with full knowledge of employees. Better yet, involve employees directly. Employee involvement in the development of the action plan and its implementation can lead to positive outcomes and creative solutions to identified challenges.
Most importantly, be aware that you can only fix what you know is broken. Once you�ve identified areas of low employee morale, you can zero in on those weak spots and achieve measurable increases in employee morale, productivity, attendance and loyalty on the part of your employees.
About the author:
Bill Roche is the publisher of "Boosting Employee Morale," a free ezine that provides readers with tips on how to improve employee morale. For regular tips to move you toward a more positive and productive work environment, sign up for your own subscription at: http://www.TopResults.com
Circulated by Article Emporium
Keys To Starting Your Own Clothing Company
Ever wanted to start your own clothing company? Its not as difficult as you think. What do you absolutely need?
1. A decent logo
2. Creative concepts and graphics - Design Talent
3. A unique, blank apparel supplier
4. A decent screen printer
5. A Line Sheet to show potential buyers
6. Sales and promotional talent.
Which do you think is most important? Its obviously design talent you say? Are you Joking? You must be joking. Have you stepped out of the house recently? Have you seen Von Dutch clothing? Crayon weilding Chimpanzes produce better designs. Furthermore, I imagine the monkeys are more sanitary, but I digress.
#6 is clearly the most important element. You can create an entire line of fashion forward, beautiful clothing but if you can't pitch it - no one will ever see it (excluding your mom of course). So, unless you want a closet full of your fantastic designs, ask yourself the following two questions:
Can I sell?
In other words......can I hit the pavement with my line sheet and walk into every boutique clothing store I can find? Then will I harass the hell out of retail clothing store buyers so that they'll try to squeeze 5 minutes of time in for me at Magic 06' (Clothing Convention) ?
Will I be able to make a professional presentation to a Nordstroms buyer?
Can I promote?
Do I have and creative viral or gureilla marketing ideas to get this label kickstarted?
If the answer to both of these questions is No - you better get some help. Namely, find someone passionate for fashion who also happens to be ridiculously outgoing, great on the phone and aggressive as hell. Lastly, (and superficially) it would help if your sales rep is hot.
I know, how horrible.....so sorry, buy I didn't say anything about this being an equal opportunity business.
That being said, let me welcome you the shallow end of the pool..... i.e. the fashion world.
Good luck with your label!
About the author:
Bradley J, http://www.blankstyle.com
Fashionable Wholesale Clothing
1. A decent logo
2. Creative concepts and graphics - Design Talent
3. A unique, blank apparel supplier
4. A decent screen printer
5. A Line Sheet to show potential buyers
6. Sales and promotional talent.
Which do you think is most important? Its obviously design talent you say? Are you Joking? You must be joking. Have you stepped out of the house recently? Have you seen Von Dutch clothing? Crayon weilding Chimpanzes produce better designs. Furthermore, I imagine the monkeys are more sanitary, but I digress.
#6 is clearly the most important element. You can create an entire line of fashion forward, beautiful clothing but if you can't pitch it - no one will ever see it (excluding your mom of course). So, unless you want a closet full of your fantastic designs, ask yourself the following two questions:
Can I sell?
In other words......can I hit the pavement with my line sheet and walk into every boutique clothing store I can find? Then will I harass the hell out of retail clothing store buyers so that they'll try to squeeze 5 minutes of time in for me at Magic 06' (Clothing Convention) ?
Will I be able to make a professional presentation to a Nordstroms buyer?
Can I promote?
Do I have and creative viral or gureilla marketing ideas to get this label kickstarted?
If the answer to both of these questions is No - you better get some help. Namely, find someone passionate for fashion who also happens to be ridiculously outgoing, great on the phone and aggressive as hell. Lastly, (and superficially) it would help if your sales rep is hot.
I know, how horrible.....so sorry, buy I didn't say anything about this being an equal opportunity business.
That being said, let me welcome you the shallow end of the pool..... i.e. the fashion world.
Good luck with your label!
About the author:
Bradley J, http://www.blankstyle.com
Fashionable Wholesale Clothing
Coaching Generation X
It has been said that Generation X is the most ignored, misunderstood, and disheartened generation our country has seen in a long time. No one can define who belongs to Generation X. While most agree that there is a generation after the Boomers, no one agrees on who it is. In a September 23, 1996, article in USA Today, six experts defined Generation X, each with a different answer. They ranged anywhere from those born between 1961 to 1981 (78 to 85 million) to those born between 1965 to 1976 (46 million). Although Generation X appears to be the accepted term, other labels have been applied. William Strauss and Neil Howe refer to them as the Thirteenth Generation (the thirteenth generation since the founding of our country). Baby Busters and Twenty-somethings have also been used.
One of the most fundamental requirements for effective coaching is the ability to understand others' motives, values, and goals, not enforcing one's own on others. A slight variation of the Golden Rule-instead of "treating others as you want to be treated," coaches should "treat others as they want to be treated." This means understanding, and accepting, that people are all different. It also means that there is no "script" for coaching-it is different for every person you coach.
The need to understand differences is especially apparent in the ongoing conflict between Baby Boomers and Generation X. These struggles are rooted in the desire (on both sides) to want everyone to be alike. This would certainly make our lives and relationships easier, but it is not based in reality. Of course, clashes between generations are not new. Remember the generation gap in the 1960s between the Boomers and the Silent Generation?
The fact remains that Generation X are the employees in the workforce today; they are the future. They aren't going away, nor are they likely to conform to the previous generation's definition of work. Boomer managers cannot continue to ignore Xers' differences and try to manage them according to their own mindset. This does not mean agreement with an Xer's attitude but, understanding them to make coaching easier. The better you know them, the more likely you are to have insight to their "hot buttons"-what motivates them. And, at the very best, understanding them may begin to remove the conflict and hostility that exists between the generations and will lead to positive actions and results that are mutually beneficial to the individual and the organization.
The problem with generalizations is that they only go so far and stereotyping runs the risk of alienation. There are always exceptions to the rule, those who will say "that's not me". I can sometimes identify with Boomers and sometimes with Xers (you guess my age!). It is impossible to suggest a prototype for how to coach 46-85 million people. As a start, the generalizations made here are based on a review of the relevant literature and personal observations/discussion with coaches-all with the hope of understanding this generation and offering suggestions on how to effectively coach them. To successfully coach and help Generation X, we must learn what they want, how they feel, and how they view their world.
WHAT WON'T MOTIVATE?
Generation X won't do things because they have a deep sense of mission, or loyalty to an organization. They have nothing but disdain for corporate politics and bureaucracy and don't trust any institution. They grew up watching their parents turn into workaholics, only to be downsized and restructured out of their chosen careers. They believe work is a thing you do to have a life (work doesn't define their life).
During the practice situations in our coaching workshops, the coach will often say-"Your behavior is affecting the company and if you don't change, we won't be in business in the long term." They raise the company flag and pull out the loyalty line. This means nothing to Xers-it will not capture their interest, raise their awareness, or stir them to new thoughts, feelings, and actions.
Xers have no expectation of job security, so they tend to see every job as temporary and every company as a stepping stone to something better, or at least to something else. They have been accused of not wanting to pay their dues. But, in today's changing workplace, anyone who is thinking about doing a job long enough to pay dues is out of touch!
Because they won't put in long hours at what they mostly term "dead end" jobs (Douglas Coupland coined the term "Mcjobs,") and they don't exhibit the same loyalty as Boomers do towards an organization, they have been called slackers. However, Xers will work very hard for a job that they believe in, for something that challenges them. In a l995 survey, Babson College Professor Paul Reynolds found that "10% of Americans between the ages of 25-34 are actively involved in creating a start-up company, a rate about three times as high as any other age group...it should help dispel once and for all the myth that today's youth are motivationally challenged." (U.S. News and World Report, September 23, 1996)
WHAT DOES MOTIVATE?
Value The Individual and Nurture Relationships
Although there doesn't seem to be one description of Generation X, most will agree that a defining characteristic is that they don't like to be characterized (as I'm doing in this article!). They don't want to be treated as a single entity, but want to be looked at as individuals. In addition, this is the first wave of latchkey kids to hit the work force. They are homesick for the home they never had (due to both parents working). Their focus on relationships over achievement is what leads Boomers to complain about their laziness. Isn't this strong sense of community and personal relationships in the workplace just what we need?
Challenging Work
This generation has sometimes been called the MTV Generation because of their short attention span. Xers want new challenges and the opportunity to build new skills. Training is one of the best motivators. They have a tremendous capacity to process lots of information and concentrate on multiple tasks.
They don't want to spend a lot of time talking about things or having meetings. They want to get in, do the work, and move on to the next thing. If you're looking for someone to deliver a report every week, you don't want an Xer. I recently brought up the subject of understanding twenty-somethings during a coaching workshop. Immediately a manager complained, with a lot of emotion, that kids today don't want to work and will only stay for a week or so and then leave. Well, the job was very repetitive and offered little challenge. No wonder!
Freedom to Manage Time and Work
Xers don't want over-your-shoulder, in-your-face managers who constantly check what they're doing. Perhaps as a result of their latchkey childhood, these young workers are not used to being closely supervised and are remarkably good at working on their own.
Feedback and Recognition
On the other hand, members of Generation X seem to crave time with their bosses and can never get enough feedback on their performance. They may be searching for what was missing when they were growing up. Because of their short attention span, recognition and rewards must arrive quickly. Employee of the month doesn't do anything for them.
CONCLUSION
The characteristics for which Generation X has received such bad press are the very qualities that make them valuable. We say we want an empowered work force...give Xers the ball and they will run with it...we want a self-directed work force...these workers have been self directed from a very young age...we want computer literacy...Generation X comes out on top...we want flexible, adaptable workers-right on again.
Xers will respond to Boomer managers if they put meaning, into the buzzwords they use so often-empowerment, teamwork, communication. Create an environment where they are challenged by and enjoy their work, where they're measured on performance rather than on which clothes they wear, where they are informed, included and recognized. Gee, maybe Xers aren't so different from anyone else!
About the author:
Please click here http://www.cmoe.com/coaching.htmto learn more about our Coaching services and the organizations we have served.
One of the most fundamental requirements for effective coaching is the ability to understand others' motives, values, and goals, not enforcing one's own on others. A slight variation of the Golden Rule-instead of "treating others as you want to be treated," coaches should "treat others as they want to be treated." This means understanding, and accepting, that people are all different. It also means that there is no "script" for coaching-it is different for every person you coach.
The need to understand differences is especially apparent in the ongoing conflict between Baby Boomers and Generation X. These struggles are rooted in the desire (on both sides) to want everyone to be alike. This would certainly make our lives and relationships easier, but it is not based in reality. Of course, clashes between generations are not new. Remember the generation gap in the 1960s between the Boomers and the Silent Generation?
The fact remains that Generation X are the employees in the workforce today; they are the future. They aren't going away, nor are they likely to conform to the previous generation's definition of work. Boomer managers cannot continue to ignore Xers' differences and try to manage them according to their own mindset. This does not mean agreement with an Xer's attitude but, understanding them to make coaching easier. The better you know them, the more likely you are to have insight to their "hot buttons"-what motivates them. And, at the very best, understanding them may begin to remove the conflict and hostility that exists between the generations and will lead to positive actions and results that are mutually beneficial to the individual and the organization.
The problem with generalizations is that they only go so far and stereotyping runs the risk of alienation. There are always exceptions to the rule, those who will say "that's not me". I can sometimes identify with Boomers and sometimes with Xers (you guess my age!). It is impossible to suggest a prototype for how to coach 46-85 million people. As a start, the generalizations made here are based on a review of the relevant literature and personal observations/discussion with coaches-all with the hope of understanding this generation and offering suggestions on how to effectively coach them. To successfully coach and help Generation X, we must learn what they want, how they feel, and how they view their world.
WHAT WON'T MOTIVATE?
Generation X won't do things because they have a deep sense of mission, or loyalty to an organization. They have nothing but disdain for corporate politics and bureaucracy and don't trust any institution. They grew up watching their parents turn into workaholics, only to be downsized and restructured out of their chosen careers. They believe work is a thing you do to have a life (work doesn't define their life).
During the practice situations in our coaching workshops, the coach will often say-"Your behavior is affecting the company and if you don't change, we won't be in business in the long term." They raise the company flag and pull out the loyalty line. This means nothing to Xers-it will not capture their interest, raise their awareness, or stir them to new thoughts, feelings, and actions.
Xers have no expectation of job security, so they tend to see every job as temporary and every company as a stepping stone to something better, or at least to something else. They have been accused of not wanting to pay their dues. But, in today's changing workplace, anyone who is thinking about doing a job long enough to pay dues is out of touch!
Because they won't put in long hours at what they mostly term "dead end" jobs (Douglas Coupland coined the term "Mcjobs,") and they don't exhibit the same loyalty as Boomers do towards an organization, they have been called slackers. However, Xers will work very hard for a job that they believe in, for something that challenges them. In a l995 survey, Babson College Professor Paul Reynolds found that "10% of Americans between the ages of 25-34 are actively involved in creating a start-up company, a rate about three times as high as any other age group...it should help dispel once and for all the myth that today's youth are motivationally challenged." (U.S. News and World Report, September 23, 1996)
WHAT DOES MOTIVATE?
Value The Individual and Nurture Relationships
Although there doesn't seem to be one description of Generation X, most will agree that a defining characteristic is that they don't like to be characterized (as I'm doing in this article!). They don't want to be treated as a single entity, but want to be looked at as individuals. In addition, this is the first wave of latchkey kids to hit the work force. They are homesick for the home they never had (due to both parents working). Their focus on relationships over achievement is what leads Boomers to complain about their laziness. Isn't this strong sense of community and personal relationships in the workplace just what we need?
Challenging Work
This generation has sometimes been called the MTV Generation because of their short attention span. Xers want new challenges and the opportunity to build new skills. Training is one of the best motivators. They have a tremendous capacity to process lots of information and concentrate on multiple tasks.
They don't want to spend a lot of time talking about things or having meetings. They want to get in, do the work, and move on to the next thing. If you're looking for someone to deliver a report every week, you don't want an Xer. I recently brought up the subject of understanding twenty-somethings during a coaching workshop. Immediately a manager complained, with a lot of emotion, that kids today don't want to work and will only stay for a week or so and then leave. Well, the job was very repetitive and offered little challenge. No wonder!
Freedom to Manage Time and Work
Xers don't want over-your-shoulder, in-your-face managers who constantly check what they're doing. Perhaps as a result of their latchkey childhood, these young workers are not used to being closely supervised and are remarkably good at working on their own.
Feedback and Recognition
On the other hand, members of Generation X seem to crave time with their bosses and can never get enough feedback on their performance. They may be searching for what was missing when they were growing up. Because of their short attention span, recognition and rewards must arrive quickly. Employee of the month doesn't do anything for them.
CONCLUSION
The characteristics for which Generation X has received such bad press are the very qualities that make them valuable. We say we want an empowered work force...give Xers the ball and they will run with it...we want a self-directed work force...these workers have been self directed from a very young age...we want computer literacy...Generation X comes out on top...we want flexible, adaptable workers-right on again.
Xers will respond to Boomer managers if they put meaning, into the buzzwords they use so often-empowerment, teamwork, communication. Create an environment where they are challenged by and enjoy their work, where they're measured on performance rather than on which clothes they wear, where they are informed, included and recognized. Gee, maybe Xers aren't so different from anyone else!
About the author:
Please click here http://www.cmoe.com/coaching.htmto learn more about our Coaching services and the organizations we have served.
Car Insurance - How Can You Lower Your Premiums?
Many factors influence the premium for your Motor insurance policy. Your insurer will have asked you many questions whilst producing your quote - some of which will affect your premium and some will not. Below we discuss the key variables that are within the policyholder's control.
Consolidating policies
By insuring a number of vehicles with the same insurer, or by trying to take out home and life insurance through your car insurer, you may be able to secure a ‘bulk buy’ discount.
Location
A big influence on the cost of your car insurance is where you live. The chance of your car being broken into or stolen is a key concern for the insurer. More urban areas traditionally facing greater risk of theft and therefore tend to be more expensive than countryside locations.
Excess
By agreeing to pay a greater excess on each claim you can reduce your car insurance premiums. This is because you are reducing the liability of the insurer and therefore in return they are able to offer you a lower premium.
Your Vehicle
The cheaper and slower your vehicle the lower your premiums are likely to be. If you are looking to buy a new vehicle make sure you fully consider the cost of insurance – you may be able to buy the car but can you afford to run it?
Mileage
You can control your insurance premiums by restricting your annual mileage. However, be aware that if you exceed the restricted number of miles you'll then become uninsured!
Parking
Where you park your vehicle overnight is also very important to the insurers. If it is kept in a locked garage, you should be offered a lower premium than if you leave it unattended in the street.
Security
Security devices that prevent or hinder theft may also reduce your premium. Common examples include alarms and immobilisers, however, be aware that as we improve the quality of our security devices the thieves just become better at bypassing them.
No Claims Discount
Save up your no claims discount by avoiding making small claims upon your policy. After a set number of years, 4 or 5 typically, you'll often be offered the option to pay an additional small premium to protect your no claims bonus. This can prove very helpful if you subsequently end up having an accident.
Advanced driving skills
By taking an advanced driving course you may also be able to reduce your premiums. The Institute for Advanced Motorists and the Royal Society for Prevention of Accidents each offer membership which provides you with discounts for both the cost of driving courses and your car insurance premiums. Two key variables NOT within the policyholder's control.
Your Sex.
Women are statistically less likely to have an accident and, if they do, it's less likely to be serious. Because of these statistics women benefit from lower premiums. It is also worth noting that if you represent one half of a couple you should consider having the female as the primary driver with the male as the second driver.
Your Age
The older you are, the less likely you are to make a claim. As a result insurance companies charge lower premiums for more mature drivers.
One final piece of advice.
A large percentage of car insurance is now sold on the Internet. That's because it's convenient and cheap. Many insurers now give a further 10%-15% discount if you buy online.
InvestorIdeas.com Announces Addition of Chinese Language Financial Research, Original Articles and Content In Response to Asian Market Growth
Responding to the growth and increasing global influence of Asian markets and economy, www.InvestorIdeas.com now provides content and research resources in Chinese language.
POINT ROBERTS, Wash., November 11, 2005 - www.InvestorIdeas.com, a leading global investor and industry news and research resource portal announces that in response to the growing global influence of Asian financial markets, InvestorIdeas� research resources, original articles, and due diligence content will be available in Chinese language translations. The large scale growth of China�s economy is exerting a direct and increasing influence over global markets, and therefore is of great interest to both corporations and investors. In addition, China�s population constitutes one fifth of the world�s population � providing native language content to such a large demographic ensures a greater and more efficient distribution of critical market information.
InvestorIdeas.com continues to expand its content and services to meet the internet's "search� evolution of how investors and industry track information and trends. InvestorIdeas.com umbrella of industry specific portals includes Blogs, RSS news feeds, investor conferences and online forums, audio interviews and exclusive articles, in addition to well known freelance writers. Sectors covered include Homeland Security, Energy, Renewable Energy, Nanotechnology, Gaming, China, India and a diverse group of leading sectors relevant to today's trends, representing long term growth opportunities.
China-AsiaStocks.com is an investor and industry news portal for the China-Asia sector. The China-AsiaStocks.com website does not make recommendations, but offers a unique free information portal to research news, exclusive articles, interviews, investor conferences and a growing list of participating public companies in this sector.
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About the author:
China-AsiaStocks.com is an investor and industry news portal for the China-Asia sector. The China-AsiaStocks.com website does not make recommendations, but offers a unique free information portal to research news, exclusive articles, interviews, investor conferences and a growing list of participating public companies in this sector.
Don't Shoot the Sales Team
Revenue is down. Sales are slowing. The CEO looks up from the business plan and realizes that the company won�t meet analysts� expectations. Focusing on the organization�s sales leader, the stage is set for sacrificing a scapegoat.
Upon who else should the axe fall when the sales organization misses revenue targets? After all, aren�t sales and revenue the responsibility of the sales leader? The answer may be as easily forgotten as it is obvious.
To one degree or another everyone in an organization impacts the revenue generating process. The strategic plan of the board of directors and the CEO provides the overall strategy for revenue generation. The marketing department provides crucial demographic and psychographic customer or client information on which the sales department relies in formulating industry and account strategies. Manufacturing, finance, legal, customer service and all other departments facilitate or constrain the process of generating revenue, each in their own peculiar way.
The sales organization�s influence in enterprise revenue generation is con-centrated in the sales pipeline. Identifying bona fide sales opportunities, managing those opportunities through the sales pipeline until they produce revenue, and then managing customer or client relationships are the primary responsibilities of the sales and sales management teams. Rarely, if ever, does the sales organization control the resources of manufacturing, marketing, finance, legal and customer service.
The picture most companies present to the world show the sales organization �out there,� in front of customers and clients and in front of the rest of the company�s departments. Even marketing, the first cousin of sales, is more often than not as disconnected from sales as are the other departments. The sales group leads the company charge, and the other departments take up rear support positions, providing tangible and intangible support.
Revenue generation is a cross functional, company-wide process that involves every department and all employees in the organization. The CEO and the Board of Directors set corporate strategy and everyone else in the organization executes that strategy. We have never observed a situation where the sales organization is in disarray while all the other business segments are humming along with little or no friction. In those rare cases where the failure or underperformance of an enterprise�s revenue generation process lies within the sales organization, the appropriate sales executives, managers and sales professionals should be held accountable and should suffer the requisite consequences. Before CEO�s shoot their sales teams, however, they might want to take a critical look at the entire revenue generation process and how each business segment contributes to or detracts from the success of the process. Like America�s favorite psychologist, Dr. Phil, would advise: Every department in an organization either contributes to the company�s revenue generation process or contaminates it.
About the author:
About the Author:
Steve Chriest is the founder of Selling Up™, a sales consulting firm specializing in sales improvement for organizations of all types and sizes in a variety of industries. He is also the author of Executive Focus, a book that details a plan and methodology for engaging with senior executives.
Upon who else should the axe fall when the sales organization misses revenue targets? After all, aren�t sales and revenue the responsibility of the sales leader? The answer may be as easily forgotten as it is obvious.
To one degree or another everyone in an organization impacts the revenue generating process. The strategic plan of the board of directors and the CEO provides the overall strategy for revenue generation. The marketing department provides crucial demographic and psychographic customer or client information on which the sales department relies in formulating industry and account strategies. Manufacturing, finance, legal, customer service and all other departments facilitate or constrain the process of generating revenue, each in their own peculiar way.
The sales organization�s influence in enterprise revenue generation is con-centrated in the sales pipeline. Identifying bona fide sales opportunities, managing those opportunities through the sales pipeline until they produce revenue, and then managing customer or client relationships are the primary responsibilities of the sales and sales management teams. Rarely, if ever, does the sales organization control the resources of manufacturing, marketing, finance, legal and customer service.
The picture most companies present to the world show the sales organization �out there,� in front of customers and clients and in front of the rest of the company�s departments. Even marketing, the first cousin of sales, is more often than not as disconnected from sales as are the other departments. The sales group leads the company charge, and the other departments take up rear support positions, providing tangible and intangible support.
Revenue generation is a cross functional, company-wide process that involves every department and all employees in the organization. The CEO and the Board of Directors set corporate strategy and everyone else in the organization executes that strategy. We have never observed a situation where the sales organization is in disarray while all the other business segments are humming along with little or no friction. In those rare cases where the failure or underperformance of an enterprise�s revenue generation process lies within the sales organization, the appropriate sales executives, managers and sales professionals should be held accountable and should suffer the requisite consequences. Before CEO�s shoot their sales teams, however, they might want to take a critical look at the entire revenue generation process and how each business segment contributes to or detracts from the success of the process. Like America�s favorite psychologist, Dr. Phil, would advise: Every department in an organization either contributes to the company�s revenue generation process or contaminates it.
About the author:
About the Author:
Steve Chriest is the founder of Selling Up™, a sales consulting firm specializing in sales improvement for organizations of all types and sizes in a variety of industries. He is also the author of Executive Focus, a book that details a plan and methodology for engaging with senior executives.
China: A Joint Venture Playground
China is an economic superpower. It is home to some of the world's most industrious manufacturers who are responsible for the production and export of many leading consumer brands familiar to people around the world. Currently, China's economy is growing at a phenomenal 9% per annum. If ever there was 'undiscovered territory' in the world of joint ventures, China would surely qualify!
Joint Ventures in China
China is a playground for joint ventures and strategic alliances. The economic set-up is perfect: China mass produces quality products at very low cost - America and Europe have consumers who'll pay top-dollar for those products. In the middle are companies who can generate a great deal of revenue from facilitating the export/import and product distribution, effectively connecting the sellers with the buyers.
Chinese manufacturers are only too happy to establish joint ventures with companies who have a market for their products. Given that production costs are low, joint venture companies find that they can distribute and sell products from China at a 70% or 80% profit margin, and still undercut the competition in their home country!
So, how do firms in the 'West' go about establishing joint ventures with Chinese firms? The answer is to register an interest with companies who specialize in matching joint venture applicants together. These firms include the likes of JV Base (http://www.jvbase.com) in the UK.
Manufacturers, master distributors and agents in China can be found via these 'matching' companies. It makes the process of establishing a joint venture relationship very easy indeed.
About the author:
Content is provided by Seb Jay on behalf of http://www.jvbase.com
Joint Ventures in China
China is a playground for joint ventures and strategic alliances. The economic set-up is perfect: China mass produces quality products at very low cost - America and Europe have consumers who'll pay top-dollar for those products. In the middle are companies who can generate a great deal of revenue from facilitating the export/import and product distribution, effectively connecting the sellers with the buyers.
Chinese manufacturers are only too happy to establish joint ventures with companies who have a market for their products. Given that production costs are low, joint venture companies find that they can distribute and sell products from China at a 70% or 80% profit margin, and still undercut the competition in their home country!
So, how do firms in the 'West' go about establishing joint ventures with Chinese firms? The answer is to register an interest with companies who specialize in matching joint venture applicants together. These firms include the likes of JV Base (http://www.jvbase.com) in the UK.
Manufacturers, master distributors and agents in China can be found via these 'matching' companies. It makes the process of establishing a joint venture relationship very easy indeed.
About the author:
Content is provided by Seb Jay on behalf of http://www.jvbase.com
The 12 Reasons Why Most Ads Fall Flat On Their Face, Costing You A Fortune Instead of Making You The Money You Deserve!
1.You think you need �Image� or �branding� advertising because that�s all the so-called �top guns� use in their advertising. You don�t use direct response advertising they don�t and you�d think they know best.
2.You never offer compelling benefits that cause your prospect to want to do business with you of your competitor.
3.You don�t use powerful, benefit driven headlines that literally stop your prospect in their tracks and draw them into the body of your ad.
4.You don�t tell your prospect what�s in your offer from them. But you do ramble on about your image, your business and what you are trying to sell him.
5.You don�t talk to your prospect like you know him. You don�t get specific and don�t motivate him.
6.You don�t address your prospect needs, wants and desires in your opening headlines. You�re to busying thinking about yourself or your company image! Remember, your prospect is thinking of one thing only WIIFM (What�s I It For Me?)
7.Your ads are boring and dull and look like all the other hundreds of ads. You don�t motivate your prospect to take ACTION. You don�t use energetic, exciting, action words! Your about as exciting as wet paint!
8.Because you copy what everyone else is doing, or do as the ad agency suggests, your ads are full of �white space� which leaves little room to add any benefits. (The only thing your prospect is looking for) You never have ads with a lot of copy. It�s the copy your prospects want. Information is King!
9.You don�t give specifics in your ads. Your prospects want exact numbers, percentages, results and testimonials. They want all the facts before they will make the decision to move towards a buying decision.
10.You don�t give your prospects any reason to act on your offer NOW. Tell them how to in a step by step process. Unless you tell them, them may not know what the next step is?
11.You don�t see your marketing, sales and advertising as a total system. It�s this total system that can either make or break you as a profitable business. They are not separate functions, with separate goals.
12.You focus on YOU, YOUR COMPANY, YOUR LOGO, YOUR CREDENTIALS, instead of focusing on what all of this can do for your prospect. What BENEFITS will them get if they buy with you?
Now you know the 12 reasons why maybe, some of the ads you are running are not pulling any responses at all! In fact they will be costing you and your company money EVERY TIME YOU RUN THEM!
About the author:
It doesn�t have to be this way, explode your businesses cash register today and check out www.SmarterBusinessLeads.comfor Low Cost Advertising & Marketing Ideas!
2.You never offer compelling benefits that cause your prospect to want to do business with you of your competitor.
3.You don�t use powerful, benefit driven headlines that literally stop your prospect in their tracks and draw them into the body of your ad.
4.You don�t tell your prospect what�s in your offer from them. But you do ramble on about your image, your business and what you are trying to sell him.
5.You don�t talk to your prospect like you know him. You don�t get specific and don�t motivate him.
6.You don�t address your prospect needs, wants and desires in your opening headlines. You�re to busying thinking about yourself or your company image! Remember, your prospect is thinking of one thing only WIIFM (What�s I It For Me?)
7.Your ads are boring and dull and look like all the other hundreds of ads. You don�t motivate your prospect to take ACTION. You don�t use energetic, exciting, action words! Your about as exciting as wet paint!
8.Because you copy what everyone else is doing, or do as the ad agency suggests, your ads are full of �white space� which leaves little room to add any benefits. (The only thing your prospect is looking for) You never have ads with a lot of copy. It�s the copy your prospects want. Information is King!
9.You don�t give specifics in your ads. Your prospects want exact numbers, percentages, results and testimonials. They want all the facts before they will make the decision to move towards a buying decision.
10.You don�t give your prospects any reason to act on your offer NOW. Tell them how to in a step by step process. Unless you tell them, them may not know what the next step is?
11.You don�t see your marketing, sales and advertising as a total system. It�s this total system that can either make or break you as a profitable business. They are not separate functions, with separate goals.
12.You focus on YOU, YOUR COMPANY, YOUR LOGO, YOUR CREDENTIALS, instead of focusing on what all of this can do for your prospect. What BENEFITS will them get if they buy with you?
Now you know the 12 reasons why maybe, some of the ads you are running are not pulling any responses at all! In fact they will be costing you and your company money EVERY TIME YOU RUN THEM!
About the author:
It doesn�t have to be this way, explode your businesses cash register today and check out www.SmarterBusinessLeads.comfor Low Cost Advertising & Marketing Ideas!
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