A simple stock trading system that's free

Written by Trader Jack


Continued from page 1

The probability of a trade 'goingrepparttar wrong way' can be greatly reduced by setting up stringent entry criteria. In a day trading sense,repparttar 112175 best way to spot a breakout happening is to look for strong pushes thru trading 'support'. You could use ordinary 'floor traders pivots' for this, although by farrepparttar 112176 best indicator for these levels I have ever personally found are of courserepparttar 112177 levels from www.surefirething.com -repparttar 112178 breakouts from H4 have to be seen to be believed, andrepparttar 112179 reversal breakouts up thru L3 are also pretty good (although you have to make surerepparttar 112180 gap between L3 and H3 is big enough to give you your trade, because it will also usually reverse at H3!). For more on this aspect of trading you might want to head on over to www.traders101.com and read up a little.

In a swing trading sense, you could try watching for a 'Grail' signal. These signals can be obtained free at www.tradestars.com for almost every stock in play, and provide darn fine entry points. A recent large-scale analysis showed that over 84% of 'Grail' signals provided trades that were 'inrepparttar 112181 right direction' within 2 days of opening them. That's pretty good odds. Remember that www.tradestars.com signals are long AND short - you only wantrepparttar 112182 LONG signals for this stock trading strategy.

Regardless of good clean entry points, you still must always have a stop loss in place, becauserepparttar 112183 markets will come and get you if you don't. Period. How do you set a good stop loss? It's not so hard as you might think! Space precludes me explaining in this article, butrepparttar 112184 topic is covered at www.traders101.com and I will expand on this in a later article. Good hunting!

Trader Jack writes for www.traders101.com the free website for trading advice tips and tricks.


Equipment Leasing Blunders That Can Cost Your Firm a Mint

Written by George A. Parker


Continued from page 1

If you plan to keeprepparttar equipment beyondrepparttar 112174 term ofrepparttar 112175 lease, it is generally cheaper to enter into a bargain purchase/capital lease. Duringrepparttar 112176 lease, you payrepparttar 112177 lessor a rate of return plusrepparttar 112178 cost ofrepparttar 112179 equipment. Atrepparttar 112180 end ofrepparttar 112181 lease, you receiverepparttar 112182 equipment title for a nominal payment. Ifrepparttar 112183 equipment is subject to rapid obsolescence or if you feel confident that you will returnrepparttar 112184 equipment atrepparttar 112185 end ofrepparttar 112186 lease, a FMV or operating lease might prove advantageous. What you are getting in a FMV or operating lease isrepparttar 112187 flexibility to kickrepparttar 112188 equipment out at lease end. Additionally, this form of lease can lower your lease rate asrepparttar 112189 lessor passes a portion ofrepparttar 112190 anticipated residual value back to your firm inrepparttar 112191 form of lower payments. If your firm has reason to minimize liabilities appearing onrepparttar 112192 balance sheet, perhaps due to bank financial covenants, an operating lease might be appealing. In these lease situations, balance sheet concerns may trumprepparttar 112193 desire to obtainrepparttar 112194 lowest lease rate. In choosing a lease form, look atrepparttar 112195 period of intended equipment use,repparttar 112196 potential for equipment obsolescence, balance sheet considerations, income tax considerations and any other factors that might influence lease choice.

Failing to Evaluate Vendor Service - Equipment Lease Arrangements

Entering into a ‘hell or high water’ equipment lease involving proprietary equipment required for a multi-year service (such as alternative energy or telephone services) can lead your firm into a situation ripe for blunder. Even underrepparttar 112197 best of circumstances, a ‘hell or high water’ equipment lease (one requiring non-cancelable payments) entered into in connection with a service arrangement carries a certain degree of risk. In many cases,repparttar 112198 lease is provided by a leasing company independent fromrepparttar 112199 service provider or later sold byrepparttar 112200 service provider to a lessor. The potential pitfall results fromrepparttar 112201 possibility that your company might get stuck making lease payments for equipment it can no longer use, shouldrepparttar 112202 service provider fail or cease to offerrepparttar 112203 service. The best protection against this potential pitfall is to avoid these types of arrangements. If you must enter into such an arrangement, make surerepparttar 112204 service provider is financially sound, reputable, and has a long track record of providing excellent service. Also, since these transactions always carry some risk, make sure that an abrupt interruption inrepparttar 112205 service will not have a material negative impact on your company or cause financial hardship.

Ignoring End-of-lease Notice Deadline

While not a deadly blunder, failing to give timely notice atrepparttar 112206 end of your lease can create significant additional lease expense for your firm if you plan to returnrepparttar 112207 equipment. Many leases have provisions that requirerepparttar 112208 lessee to notifyrepparttar 112209 lessor ofrepparttar 112210 lessee’s decision to returnrepparttar 112211 equipment atrepparttar 112212 end ofrepparttar 112213 lease. If you violaterepparttar 112214 notice period,repparttar 112215 lease kicks into an often unfavorable automatic renewal period, usually one to six months. If you intend to returnrepparttar 112216 equipment at lease end, make sure your firm gives notice on time. It can save your firm a bundle in avoidable lease expense.

Underestimating Time Required to Close Lease

Not allowing enough time to go throughrepparttar 112217 lease planning, proposal, approval and documentation phases can result in extra cost. A rushed process can lead to poor lessor selection, approval delays, documentation miscues or poorly negotiated lease terms. Except in small ticket transactions (under $ 75,000 to $ 100,000) where personal guarantees ofrepparttar 112218 principals are involved, most lease transactions take at least three weeks or more to close. While some ofrepparttar 112219 time is consumed inrepparttar 112220 bidding and credit review processes, much of it can be eaten up by administrative matters. Obtaining insurance certificates, filing UCC financing statements, reviewing and negotiatingrepparttar 112221 lease agreement, all contribute torepparttar 112222 time it takes to get to a lease closing. The best way to managerepparttar 112223 lease closing process and to save precious time and money is to plan ahead. Make sure you establish criteria forrepparttar 112224 lease you are seeking, prepare a package containing information all bidders would want, obtain a lease closing list from each lease bidder, and respond to all requests/questions raised by bidding lessors on a timely basis.

While equipment leasing pitfalls can not always be avoided, you can take steps to prevent snags that can cost your firm a mint. Plan ahead and do your homework before launchingrepparttar 112225 lease bidding process. Give high priority to selecting an experienced lease provider with high integrity and good expertise. Also, with lease transactions that represent significant obligations for your firm, engage a competent attorney to help you review and negotiaterepparttar 112226 equipment lease.

George Parker is a Director and Executive Vice President of Leasing Technologies International, Inc. (“LTI”). Headquartered in Wilton, CT, LTI is a leasing firm specializing nationally in equipment financing programs for emerging growth and later-stage, venture capital backed companies. More information about LTI is available at: www.ltileasing.com.


    <Back to Page 1
 
ImproveHomeLife.com © 2005
Terms of Use