A Return to Reality

Written by Arthur Cooper


Continued from page 1

Forrepparttar future – who knows? But it is clear that much ofrepparttar 104728 movement onrepparttar 104729 way up was not based on fundamental analysis ofrepparttar 104730 businesses concerned but onrepparttar 104731 public going withrepparttar 104732 flow. As companies are examined more closely inrepparttar 104733 light ofrepparttar 104734 failure of others we can expect prices to move inrepparttar 104735 longer term back to more sensible levels.

But forrepparttar 104736 company itself, does all this matter? What ofrepparttar 104737 company as an entity in itself, as opposed torepparttar 104738 individuals within it? Doesrepparttar 104739 stock market price matter?

To directors and employees on bonuses related torepparttar 104740 price of course it matters. To individual shareholders of course it matters. To potential shareholders (by way of IPOs or bonuses) of course it matters. But torepparttar 104741 business itself?

Does a higher stock market price increaserepparttar 104742 profits? No, it does not.

Does a higher price provide higher salaries forrepparttar 104743 employees. No, it does not.

Ifrepparttar 104744 company is sold it isrepparttar 104745 shareholders who profit, notrepparttar 104746 company as such.

But of course we knowrepparttar 104747 answer. The stock price does matter torepparttar 104748 company. It matters inrepparttar 104749 same way asrepparttar 104750 bank’s valuation of an individual’s small business matters to him. A higher price makes it easier or cheaper forrepparttar 104751 company to borrow money. Andrepparttar 104752 only reason forrepparttar 104753 company to borrow money is to enable it to reinvest to enable it to further increase its profits. If it does not increase profits by borrowing then it should not be borrowing. We are back once again to profits.

So where is this all leading? Why is all this of interest to managers and employees? What lessons are there forrepparttar 104754 self employed and those working in small private businesses – shops, workshops, restaurants, etc.?

The lessons are clear.

What matters is profit. Income minus expenditure. And to pay bills cash flow, too, is vital. Get this right and you stay in business. Get it wrong and ultimately you will fail. This is always true overrepparttar 104755 long term. But unfortunately this has been lost sight of by many inrepparttar 104756 recent scrambling over stock market prices.

So let’s get back to fundamentals. Let us plan forrepparttar 104757 longer term. Let us invest inrepparttar 104758 future. Let us train our managers and future captains of industry inrepparttar 104759 things that really matter to business. As individuals let us never stop trying to improve. Maybe then we can all look forward again to a prosperous and stable future.

Arthur Cooper is a writer and publisher. For more of his articles go to: http://www.arthurcooper.com/ For articles ebooks and courses go to: http://www.barrel-publishing.com/


The Top 10 Priorities That Guard Your Five-Star Reputation

Written by Gala Gorman


Continued from page 1

7.Make decisions considering intrinsic and consequential costs/benefits.

A.How are costs determined in decision-making? Inrepparttar evaluation of any project or initiative, there are clearly identifiable associated costs. There are also consequential costs that can easily be overlooked ifrepparttar 104727 decision-making process isn’t designed to incorporate a full-spectrum of cost considerations.

B.Are decisions made with a long-term focused perspective? Short-term motivations are generally limited to a strictly profit-oriented agenda. In order to effectively incorporate progressive and socially responsible initiatives, longer-term results must be considered and prioritized.

C.Doesrepparttar 104728 organization tellrepparttar 104729 truth? There are lies and..there are lies. The truth should providerepparttar 104730 recipient withrepparttar 104731 information needed to make an informed decision. If a decision is made based on inaccurate or incomplete information, it is based on lack ofrepparttar 104732 truth.

8.Managerepparttar 104733 organization with integrity.

A.Are financial records maintained to ensure accurate and meaningful reporting? Accurate financial reporting is critical to effective decision-making. Financial policies should be employed to create records that providerepparttar 104734 most genuine and meaningful results of operations.

B.Does management emphasize being socially progressive? Most organizations delayrepparttar 104735 implementation of a socially responsible agenda untilrepparttar 104736 pain associated withrepparttar 104737 delay is intolerable. By taking a pro-active approach, social responsibility becomesrepparttar 104738 competitive edge.

C.Dorepparttar 104739 company’s products and services promote quality of life? Ifrepparttar 104740 organization’s success is dependent onrepparttar 104741 degradation of society’s health and welfare, integrity will be beyondrepparttar 104742 organization’s reach. Products and services should be designed to contribute to human welfare.

9.Encourage innovation and continuous improvement.

A.How doesrepparttar 104743 company capitalize on technological advancement? Technology is a powerful tool that can bring an organization’s stakeholders into closer proximity. In order to foster community, technology can be a great ally.

B.Are employees encouraged to increase competencies? Continuous improvement requires a commitment to education and personal/professional development. The organization’s compensation program should reward those that increase their skills that can be developed and applied to meet customer’s needs.

C.Are resources allocated to research and development? It is tempting to focus on today. Inrepparttar 104744 competitive environment we operate in, a today-oriented focus is critically shortsighted. Innovation and improvement must be supported with a commitment of resources.

10.Tread lightly onrepparttar 104745 planet.

A.Isrepparttar 104746 workplace environmentally friendly? As was pointed out above, we spend more time inrepparttar 104747 workplace than we do in our home-place. The environment should be thoughtfully created to promote creativity, health, and productivity - with an emphasis onrepparttar 104748 environmental implications.

B.Have products and packaging been developed considering life cycle? The organization should have a clear understanding of where their products or services will end up 10 (or 100) years from now. When life cycle is taken into consideration, a product’s cost incorporates an entirely new perspective.

C.Doesrepparttar 104749 organization understand its environmental impact? There is a trickle-down effect associated with just about anything we say or do. This trickle-down effect could also be referred to as a trickle-out effect. The environment is effected in seen and un-seen ways.

Your reputation is one ofrepparttar 104750 most valuable assets of your business. By incorporating a new set of values and priorities into what has proven to be a successful formula on many levels, I believe that business will berepparttar 104751 platform for a new agenda -repparttar 104752 Social Responsibility Agenda. That agenda will solidify your reputation as an organization that is worthy of its stakeholders’ dedication and loyalty.

Regardless ofrepparttar 104753 size of your business, you make a contribution torepparttar 104754 global marketplace that impacts humanity with a rippling effect. As an organization’s leader, you choose whether that ripple will be felt positively or negatively. Even a small movement or change in a socially responsible direction can have a dramatic effect. Every day produces a new opportunity to moldrepparttar 104755 way your organization is perceived and to enhance your reputation!

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The Top 10 Priorities That Guard Your Five-Star Reputation have been developed fromrepparttar 104756 Social Responsibility Assessment TM (SRA TM) which is atrepparttar 104757 center of Wholistic Business’ executive development and consulting programs designed for small to medium-sized businesses. Your FREE Report - 40 Questions for Socially Responsible Leaders - is available at http://www.WholisticBusiness.com. At Wholistic Business, we believe that business literally makesrepparttar 104758 world go around. It will be business owners and managers that will ultimately changerepparttar 104759 world forrepparttar 104760 better.

Wholistic Business (http://www.WholisticBusiness.com), a division of MetaComm International, LLC, is committed to assisting small to medium-sized organizations in developing socially responsible business practices with a keen eye on productivity and profitability. Gala Gorman, MetaComm’s CEO, holds a Master’s Degree in Human Development, is a certified public accountant, certified financial planner, published author, executive development coach and business consultant with over 25 years of experience.

The Social Responsibility Assessment TM (SRA TM) is a great way to establish a baseline for your organization ensuring that future decisions and practices move you in your intended direction. The SRATM includes a closing report, prepared after a thorough review ofrepparttar 104761 organization’s policies and practices, which discusses practices currently in place within your organization and suggestions for improvements or recommendations for new implementations.

Call today for your FREE initial consultation to discuss how your organization will benefit from a Social Responsibility Assessment TM conducted by Wholistic Business and from implementing socially responsible initiatives.

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For more information, contact Gala Gorman between 9:00 a.m. and 5:00 p.m. Pacific Time at:

METACOMM MEDIA A division of MetaComm International, LLC (888) 886-4111 or (702) 286-4111 Post Office Box 1016 Boulder, CO 80306 E-mail: gala@metacommintl.com Web site: http://www.WholisticBusiness.com

Gala Gorman, MetaComm’s CEO, holds a Master’s Degree in Human Development, is a certified public accountant, certified financial planner, published author, executive development coach and business consultant with over 25 years of experience.


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