Showing posts with label Tips. Show all posts
Showing posts with label Tips. Show all posts

Wednesday, July 6, 2011

Tips good online business







Online trading can benefit both businesses and consumers. However, the online trading world can be a scary place for some consumers.

The Best Practice Model, a best practice guide for business, has set out practices for businesses to encourage consumer confidence in eCommerce (see the eCommerce website of the Department of the Treasury).

Using the principles in the Best Practice Model the following information is a general guide for businesses when developing an online presence.

The trader’s full contact details including a street address will give consumers more confidence. Some may even choose to make contact before making a purchase 'just to be sure'.
If trust marks or seals are used they should be easy to verify and relevant.
Secure online payments or the provision of an offline alternative are vital. Few consumers are prepared to trust their money to an unsecured site.
Terms and conditions should be clearly written and displayed, easily accessible and comply with all local and federal laws.
Warranty and refund policies are important to consumers. These should also be clearly written and displayed, easily accessible and comply with all local and federal laws.
Products/services should comply with all Australian standards such as product safety standards.
Advertising and any representations made about the product/service should be accurate with no hidden fine print. Consumers do not like surprises where their bank balance is concerned.
If prices are displayed, accuracy is the key. For instance consumers should be made aware of which currency is being used.
A reliable complaints handling procedure will also encourage consumer confidence in a business. No one wants things to go wrong but if a speedy, helpful service is in place the customer’s experience will ultimately be a positive one.
Special care should be taken when dealing with minors. Businesses should be aware they are dealing with a minor and when appropriate get consent from the child’s parent or guardian.
Online businesses may need to make adjustments in the provision of goods/services to ensure that they are accessible to people with a disability.

Good online business practices will encourage consumer confidence and this will generate more sales.
For more information

For more information on eCommerce and the Best Practice Model visit the eCommerce site of the Department of the Treasury and the National Office for the Information Economy (NOIE) now called the Australian Government Information Management Office (AGIMO).
Special Thx Tips online Business
Business Presentation Tips and Tricks: The How-To Guide Black Business Secrets: 500 Tips, Strategies, and Resources for the African American Entrepreneur The Way to Wealth: Advice, Hints, and Tips on Business, Money, and Finance



Tuesday, July 13, 2010

5 Tips for Small Business Start-up







The Recession has contradictorily opened up a variety of opportunities for the people wanting to start up their own business.The small business concept is picking up pace and there

are numerous kits and organizations volunteering for the required assistance. Business does not follow a regular pattern of success or failure and hence it entirely depends on the party planning for it. However, there is a lot of help available.



Once the entire package required for starting up the business has been arranged for, some cautionary tips can be followed to evade entering the risk zone. These may comprise:

1. Selecting the business of your liking and expertise: Since the entire capital is being invested, it is advisable to choose the field carefully and then following it up enthusiastically. It can be started while still employed, to further avoid risks of losses and bankruptcy.

2. Having a reliable support system as back up teemed with optimum research: An experienced ally or training might prove useful and a thorough knowledge of the chosen field of expertise and the work pattern is always beneficial.

3. Staying professional and acquiring professional help: Knowledge of tax and other legal responsibilities is required before setting up a business and the further actions must follow suit. Professional bookkeepers and accountants may be hired to avoid future problems and added expenses.

4. Arranging for potential funds: This may be achieved by approaching suitable investors and lenders. A fall-back plan should be figured out in advance too.

5. Starting small and growing big: Initializing the business with affordable capital and taking it to higher heights is the key.

A journey to the peak should begin with a step. Optimism, faith, strategy and hard work used tactfully with the above steps can ensure a better opportunity in the market and success.
Thx for tipsonsmallbusiness.com/starting-a-business/small-business-start-up-tips.html
Starting and Running a Sandwich-Coffee Bar (Small Business Start-ups) Entrepreneurial Financing:Tips from Investors Starting And Running a Catering Business: How to Start And Manage a Successful Enterprise (Small Business Start Ups)



Wednesday, May 26, 2010

7 Tips to improve the Format of Technical Document












MS Word template

7 Tips To Improve the Format of Technical Documents

By Michael Bolton
In order to make sure that your document can be navigated easily, there are a few basic features that it should include.
A lot of my work as a consultant, program manager, programmer, and technical writer entails trafficking in documents. Documents are very useful.
A written document leaves much less to chance than an over- the-shoulder conversation between two people in a hallway.
A document can be saved, retrieved, published, circulated, discussed, consulted, and archived. Documents can take the form of specifications, procedures, memoranda, histories, or letters of complaint. Even source code files are documents. A document can be used to inform others of your great new product idea, or to help defend yourself in a lawsuit. Most importantly, a document can be used as a contract--a record of an agreement between people about what shall be done, and the terms under which it shall be done.
Like a good Web page or a good roadmap, a good document contains meta-information--information that helps you understand things about the document itself, rather than its content.
Here are a few of the essentials in creating a document that will help to speed things up, rather than slow things down. 
Irrespective of the content, every useful document should have:
  • A title. This should appear on the cover page of the document (if there is one) or at the top of the first page. A title helps to make sure that everyone is referring to the same document, and that everyone knows the general subject under discussion.
  • The author's name. If someone wants to comment on a paper, to whom should the comment go? And besides: if you wrote it, you did some useful work -- take credit for it.
  • The file name. When it comes time to revise the document, you're going to need to be able to find it.
  • A date. Documents get revised all the time; a date stamp ensures that everyone reading is in synch with everyone else.
  • A draft number. A date alone won't cut it. Alas, in the fast- moving computer software biz, there may be more than one revision of a document on a single day.
  • An abstract. This is anything from a quick sentence to a paragraph describing the content, scope, and intended audience for the document. This sets the expectations of the reader, and helps to make the purpose of the document clear.
  • A running footer at the bottom of the page. The running footer contains important information about the document. This information should include:
    • A page number. How many of us have spent pointless hours in meetings saying things like "No... not that page... the one after that... look here -- the page that begins with '...and an unripe watermelon.'"
    • A total number of pages to accompany the page number. It's much easier that way to tell if you're missing the last five pages of the document.
    • The document's title and author. This makes it a lot easier to sort things at the network printer, or if there's a pile of unstapled documents on the table.
    • The revision date and, if possible, the draft number -- to help explain why your page 6 and my page 6 are different, and which one of us has the current version.
    • An indication if it's a confidential or copyrighted document.
Now: who has the time to set all this up for each document? Well, why bother when you can get a machine to do it for you? If you use Microsoft Word, the attached document template which I have named Standard.dot will allow you to do almost all of the housework automatically.
Each time you wish to create a new document, there are three even simpler steps:
  1. Choose Word's File / New option from the menu bar. Due to an inconsistency (I believe it to be a bug) in Word, Ctrl-N, the keyboard shortcut for creating a new file, does not display a choice of document templates, so use File / New instead. One of the templates displayed will be "Standard". Choose this template.
  2. Before you do anything else with the document, choose File / Properties from the menu bar. Under the Summary tab, edit the Title and Author fields to reflect the title of the document and your name.
  3. Replace the abstract provided with one that reflects the content of your document.
The document information is set up for you, and so is your running footer. In fact, everything is set up except for the draft number; that you have to do manually when you finish and release a new draft. (There is a Word field that tracks the draft number, but this number is incremented every time you save the file. Draft numbers would never be the same twice, and would run into the hundreds fairly quickly.)
Your fields will update automatically before printing, but to update them manually (so that you can see what they look like), hit Ctrl-A (Select All), and then F9 (Update).
Now that you have the document information set properly, it's time to start writing!

About Michael Bolton


Breach of Trust Live At The Troubadour [CD / DVD Combo] Avatar (Two-Disc Blu-ray/DVD Combo) [Blu-ray]

Sunday, April 25, 2010

15 Tips for business development










Tips for business development


Most companies believe that business development is easy. They couldn't be more wrong.
In these trying economic times, more and more workers are called up to perform more and more tasks. Once upon the time, companies had the financial luxury of having a CEO, CFO, VP Marketing, VP Business Development, Marcom, etc. Now, with layoffs, firings and the like, fewer people are performing more tasks. Gone of the days where companies have an experienced executive to handle one specific duty. Typically, the VP Business Development (BizDev) is one of the first to be fired. His/her duties are then taken up by either the CEO or the VP Marketing. I personally believe that this is a big mistake as bu siness development – if done properly – can be the key to the future success of any company. But, I digress. Why is the VP BizDev the first to go? Most companies believe that business development is basically easy. But they are wrong.
Proper business development is more than just running around trying to drum up new business. You need to be creative, have a thorough understanding of the company’s product, technology, market and competition. You must be highly focused and have the ability to both open doors and close deals.
Today’s Enable is designed to help those of you new to business development area. We provide you with 14 business development tips taken from two different sources. The first eight tips come from iSherpa Capital, a venture capital firm focused on wireless and supporting technologies, and the last six which focus on the partnering aspect of business development come from Chavando Group International, a provider of strategic financial, due diligence and venture capital services.
14 Business Development Tips
  1. Identify the appropriate market and target the appropriate segments within the market -- Deep pockets; ability to leverage core product from one segment to another without major design/development changes.
  2. Make sure there exists a market problem/pain that currently demands a solution. Is the problem large enough to justify the price of your solution? Is someone with P/L responsibility willing to pay for the solution? Test: Are you able to clearly delineate a value proposition that gets a customer’s attention?
  3. Solve the customers problem, don’t just build cool technology. Value is always in the application of the technology, not technology per se
  4. Have a clear understanding of your value chain. Know who are your partners, competitors, and customers – it isn't always obvious
  5. Understand where you are in the market cycle, from a timing perspective: new technology, competitors entering, segmentation, consolidation, solutions offering, commoditized, etc.
  6. Don’t fight the market and where it is in its life cycle – you will lose
  7. Price based on value of solution, not to undercut competitors. Compete first on functionality, not price. If you truly are the only one solving the customer’s problem, you should be able to price your offering based on value of your product/solution to the customer You compete on price only after the product/solution has become a commodity – end of the life cycle
  8. Techies should never hire sales people; they don’t know what skill-sets and personality traits to look for. Test: If it's someone who is too aggressive and a person techies don't want to hang out with, it's probably a good sales guy
  9. Identify the end user of your product or service before you start thinking about Business Development. Even if you do not sell directly to the end users, you should know as much as possible about them. Don't be fooled by the misconception that your target market is "everybody".
  10. Write a detailed plan of action. Prioritize your opportunities and consider partnering with proven and profitable businesses first. It is very common to see announcements of strategic alliances between companies with so-called "ideas" and not solid business models. Don't invest much time talking to your suppliers or companies you have to pay money to. It is their job to give you the best deal. Always assign a monetary value to the deal before exploring it. Form alliances with companies that will bring you revenue first.
  11. Learn as much as you can about the potential partner and their competitors before you contact them. Determine how your deal can make your partner's company more profitable. That is, list all the ways in which your proposed joint agreement adds value your partner's business. What holes does it fill in your partner's product/service line? How does the deal enhance your partner company's core business? How will your product attract more customers to your partner company's business? How does "doing the deal" brace your partner against the trends of the industry, for which they might otherwise be unprepared?
  12. Identify the personal issues. What are the personalities of the people who will be influential in the decision to sign the agreement? What are their personal motivations? Growth/expansion? Hot buttons? Family? Loyalty and commitment to the company they represent? Business process simplification? Eventual merger/acquisition?
  13. Identify the PR potential of the joint agreement. Why is it hot news? To whom, in particular? How can you leverage these PR possibilities in negotiating the deal? How do they add value to the overall equation? Be careful in announcing so-called "strategic alliances" where only a purchase of equipment or services was made.
  14. To insure that the partnership will successfully evolve, commit the necessary resources to insure that the deal is implemented and periodically evaluated. Set guidelines and performance metrics as part of the deal. Involve senior management in every step of the way. Assign a single point of accountability for the deal.
  15. Business development is much more than simply going to trade shows and being a wheeler dealer. Business development is hard work and you must stay focused on the long term. Hopefully the above tips will help you whether you are experienced in biz dev or if the role of business development was thrust upon you due to layoffs, firings or other factors. 
 The Successful Business Plan, 4th Edition: Secrets and Strategies (Successful Business Plan Secrets and Strategies) Business Plans Kit For Dummies (For Dummies (Business & Personal Finance))Anatomy of a Business Plan: The Step-by-Step Guide to Building a Business and Securing Your Company's Future
Thx for www.globes.co.il/serveen/globes/docview.asp?did=612507&fid=1637

 

Tuesday, January 12, 2010

12 Tips Islamic Business Contract- a Detailed Study






Basic Shariah Principles or Fiqh-al-Muamalat of the Islamic Business Contracts



Broad-based economic well-being, social and economic justice, and equitable distribution of income and wealth is the primary objective of Islamic economics. The intense commitment of Islam to brotherhood and justice makes the well-being or 'falah' of all human beings the principal goal of Islam. To achieve falah, Islamic economics and banking has developed different Islamic investment products.

Forbidden Elements in Contract :

Among the most important teachings of Islam for establishing justice and eliminating exploitation in business transactions is the prohibition of all sources of unjustified enrichment. Three aspects of forbidden elements in contracts which may induce people for unjustified enrichment are : Riba, Gharar and Maysir.

(a) Riba or Interest :

Riba or interest is completely prohibited under Islamic law. Riba is a prominent source of unjustified advantage, because Shariah does not consider money as a commodity such that there should be a price for its use. Money is a medium of exchange in an asset oriented economy, and a store of value. However, the term riba or interest is used in the Shariah in two senses, riba-an-nasiah and riba-al-fadl. Riba-an-nasiah refers to the time allowed to the borrower to repay the loan in return for addition (financial increment) (nasiah is related to the verb nasa'a, meaning to postpone, defer or wait). It makes no difference whether the return is a fixed or a variable percentage of the principal, an absolute amount to be paid in advance or on maturity, or a gift or service to be received as a condition for the loan. This leaves no room for arguing that riba refers to usury and not interest. Riba-al-fadl, on the otherhand, is related with the transactions of the homogeneous goods. Riba-al-fadl arises if gold, silver, wheat, barley, dates and salt are exchanged against themselves with unequal proportion. That is, they should be exchanged on the spot and be equal and alike, otherwise any change in transactions will create riba-al-fadl. However, the absolute prohibition of riba or interest in the Quran and Hadith is a command to establish an economic system from which all forms of exploitation are eliminated, in particular, the injustice of the financier being assured of a positive return without doing any work or sharing in the risk, while the entrepreneur, in spite of his management and hard work, is not assured of such a positive return. The prohibition of interest is, therefore, a way to establish justice between the financier and entrepreneur.

(b) Gharar or Dubiousness in Contract :

The Shariah determined that in the interest of fair and transparent dealing in the contracts between the parties, any unjustified enrichment arises out of uncertainty or undefined of the essential pillars of contract is prohibited. Gharar is originated out of deception through ignorance by one or more parties to a contract. Gambling is also a form of gharar because the gambler is ignorant of the result of the gamble. There are several types of gharar, all of which are haram. The following are some examples:

i. Selling goods that the seller is unable to deliver ;

ii. Selling known or unknown goods against an unknown price, such as selling the contents of a sealed box ;

iii. Selling goods without proper description, such as shop owner selling clothes with unspecified sizes ;

iv. Selling goods without specifying the price, such as selling at the 'going price' ;

v. Making a contract conditional on an unknown event, such as when my friend arrives if the time is not specified ;

vi. Selling goods on the basis of false description ; and

vii. Selling goods without allowing the buyer to properly examine the goods.






In order to avoid gharar, the contracting parties must (i) ascertain that both the subject and prices of the sale exist, and are able to be delivered ; (ii) specify the characteristics and amounts of the counter values ; (iii) define the quantity, quality and date of future delivery, if any.

(c) Maysir or Gambling

The prohibition of maysir arises from the premise that an apparent agreement between the parties is in actually the result of immoral inducement provided by false hopes in the parties mind that they will profit unduly by the contract.

The Nature of the Forbidden Contracts

A number of barter arrangements peculiar to pre-Islamic market trading was expressly forbidden by the Prophet Muhammad (salla-llahu alaihi wa sallam). The characteristic they have in common is that they depend on conjectured or uncertain definition of the goods being traded. It is from the explicit prohibition of such barter arrangements that Islamic law developed its strict rules about definition of the objects (and terms) of contract. Examples of forbidden contracts are :

Muzabana : The exchange of fresh fruits for dry such that the quantity of the dry fruit is measured and fixed but the quantity of the fresh to be given in exchange is estimated while still on the trees.

Muhaqalah : The sale of grains still growing (that is, unharvested) in exchange for an equal quantity of harvested grains. ( The prohibition of this particular transaction is an important element in the general discussion of gharar (uncertainty), the basis of the prohibition of futures trading in grain and other foodstuff and stock commodities).

Mulamasah : An historic sales contract in which the sale was finalised with the buyer or seller touching a piece of cloth.

Munabudhah : An historic sales contract in which the sale was finalised with the buyer or seller throwing a piece of cloth towards the other.

Basic Shariah Principles of Business Contracts

While the nature of all the forms of business contracts are different from each other, the basic principles of the Shariah with regard to them are almost similar. These basic principles are as follows :

(1) The terms and conditions of a contract of joint venture should be so designed as to avoid any possibility of dispute during the conduct of business or at the time of sharing the profits or bearing the loss.

(2) Business capital should be in the form of money. If any or some of the partners are joining with their running business or commodity or property the value of their business, commodity or property should be determined in terms of money and this amount should be treated as the partners' contribution.

(3) In a partnership the relationship between the partners is that of a principal and agent. In joint stock companies the shareholders are only the co-owners without enjoying agency rights.

(4) Capital and labour and in some cases goodwill and credit-worthiness are jointly responsible for creating profits and are jointly responsible to a share in the profits. In case only one single factor is responsible for creating profits it will solely be eligible to it.

(5) The rights and duties of the partners depend on the nature of the joint business and are largely governed by the custom, convention and usage. In this respect the interest of the business is the most important criterion of determining the rights and duties of the partners.

(6) Rights are concomitant to responsibilities. Thus a dormant partner may be disallowed to bind the firm by his commitments. The partners would not claim any fixed return for their work except a share in profits, but the employees would receive their wages from the business account.

(7) In a joint business, productivity and profit are measured on the basis of invested capital. But it is labour that contributes to productivity and profit. Thus the proportion of partners respective shares in capital alone cannot be a factor of determining the respective shares of the partners in the profits of the business. The proportion of profits cannot, therefore, necessarily be commensurate with the share in capital. The partner with a higher contribution of labour may be allowed a higher share in profits although his capital contribution may be lesser than others.

(8) Loss is incurred in case capital fails to grow and diminishes. Thus in the event of a loss non-payment of profits to working partners amounts to loss of labour. Loss in capital is exclusively to be borne by capital. In this way while the profit may be distributed according to the stipulated condition loss is to be borne by partners proportionately with their respective shares in business capital.

(9) The basic principle is that profits go with liability. Thus a partner who is ready to bear a liability would share in profits also. Persons joining the business to take a share only in profits without contributing anything to business and without accepting any liability are not eligible to profits as a matter of right.

(10) Profits are concomitant to risk. No partner has a right to set apart a fixed portion of profits, thus ensuring for himself a sure return. If profits arise all partners would share in it proportionately. If there are no profits no partner would be privileged to take any share by way of his exclusive right.

(11) Loss arising out of wilful negligence would be indemnified by the partner who is responsible for it.

(12) The liability of the partners would depend on the nature of the joint venture.
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