Dodging Leasing's Grim Reaper: Navigating a Payment Default

Written by George A. Parker


In her third Harry Potter novel, ‘The Prisoner of Azkaban’, J.K. Rowling introduces a silent mysterious clan of spiny, cloaked creatures capable of siphoning off happiness and all good thoughts from anyone in their presence. Extended exposure to these scabby grim reapers, called Dementors, resulted in madness or death for evenrepparttar most joyful individuals. Inrepparttar 112173 world of equipment leasing,repparttar 112174 closest things to Dementors are lessors who lose confidence in defaulting lessees. If your firm faces imminent payment default, there are several actions you can take to improve your chances of navigating this unfortunate situation.

As in most situations that can spin out of control, effective communication between lessee and lessor is extremely important. Atrepparttar 112175 start ofrepparttar 112176 lease, you are primarily concerned with obtaining flexible, cost effective equipment financing. The lessor’s primarily objective is to originate a profitable lease transaction. Once a payment default is inrepparttar 112177 offing,repparttar 112178 primary concerns of both parties change. You now focus on taking actions to guarantee survival, whilerepparttar 112179 lessor seeks protection and recovery ofrepparttar 112180 lease investment. That being said, it is very important that you appreciaterepparttar 112181 lessor’s concerns when you are planning a recovery and when communicating withrepparttar 112182 lessor.

As a first step, you should notifyrepparttar 112183 lessor when a payment default seems unavoidable. No one wants to be blindsided by an unexplained delinquency asrepparttar 112184 first indication of a problem. Most lessors will appreciate your forthright candor in alerting them. Be prepared to give an explanation ofrepparttar 112185 cause ofrepparttar 112186 payment problem, a detailed account of your company’s financial condition, and your plan to correctrepparttar 112187 situation. If you are able to generate financial projections, they will prove helpful in convincingrepparttar 112188 lessor to allow you to execute your recovery plan.

Try to stay in compliance with all other terms and conditions ofrepparttar 112189 lease. Most lessors will appreciate your diligence in adhering torepparttar 112190 other lease provisions, especially those requiring periodic financial information. Frequent updates will giverepparttar 112191 lessor confidence that you are cooperating and working with him.

If appropriate, propose a rent reduction in an amount and for a term that will give you an opportunity to recover. Remember,repparttar 112192 lessor is primarily interested in howrepparttar 112193 lease will be repaid and how he will realizerepparttar 112194 benefit ofrepparttar 112195 bargain negotiated atrepparttar 112196 outset ofrepparttar 112197 lease. Secondly, he is concerned about his collateral position. Now that a problem has surfaced, he will want protection from a loss onrepparttar 112198 transaction if your company fails or if equipment repossession becomes necessary. Offer cash flow projections to show how your firm will recover and when you will be able to resume making full rent payments.

If possible, be prepared to offer credit enhancements and an increase inrepparttar 112199 lease rate to enticerepparttar 112200 lessor to accommodate you. Credit enhancements are intended to makerepparttar 112201 lessor feel more secure that he will recover his investment. You may offer additional collateral, a personal guarantee, a pledge of stock or other securities as credit enhancements. To compensaterepparttar 112202 lessor forrepparttar 112203 added risk ofrepparttar 112204 defaulted transaction offer a rate adjustment. A rate adjustment might be accomplished by extendingrepparttar 112205 lease term, stepping uprepparttar 112206 rental after resuming payments, or issuing warrants to purchase stock in your firm.

Setting Financial Goals, The First Step In Turning Your Dreams Into Reality Part II

Written by Teresa Kaufman


I decided to resurrect this article (with some changes due to events that have happened this year) from my website because ofrepparttar time of year it is. With New Year’s Day being less than a week away, this isrepparttar 112172 time of year where many of us reflect onrepparttar 112173 past year, re-examine our dreams, desires and goals and make resolutions forrepparttar 112174 upcoming year.

Some of us are more successful at keeping those resolutions than others. There are those people who say they want to make changes to improve their lives this year that make a few resolutions, but don’t do anything about them at all. It’s as if they said it only because they felt it was expected of them or they were hoping that things will change by themselves without any effort on their part.

Then there are those people who makerepparttar 112175 resolutions work at it for a month or two and give up when they don’t see progress quickly enough or because they really didn’t want to makerepparttar 112176 change to begin with. There are people who decide if they just try a little harder, apply themselves more to their current work they will do better for themselves even though they know they were working hard enough already.

I have to admit, I used to be one of those people. My parents taught me to believe that if you work hard enough, you will succeed. They were right to a certain extent. I started off as a cashier and I became a store manager eventually. To that end I was successful. But when you reach a certain plateau, no matter what career you are in you will reach a point where working harder will not bring you any more than you already have.

If you continue to dorepparttar 112177 same things you are already doing you will only haverepparttar 112178 same results that you have right now. Most successful people will tell you that it did not happen overnight. That they failed a few times first, learned from their mistakes, adapted and changed their plans and tried again. Their commitment to change their lives and their commitment to implementing their action plan is what eventually made them succeed.

The only way things will change for you financially or otherwise is if you decide that you want to make changes. Once that decision is really and truly made you have to make a plan of action to implement those changes. Then you have to make a commitment to implement your action plan and stick with it. Your dreams will stay just dreams if you do not back them up with a plan of action.

If you have not set goals before and are not sure where to start here are some questions you can ask yourself to get started:

What do you want out of life?

How high do you want your net worth to be?

Can you accomplish that net worth in your current career or will you have to return to school to accomplish it? Can you accomplish it by some refresher courses or by adding to a degree you already have or will you have to start atrepparttar 112179 beginning again? Can you do this at a regular State College or will you have to go to a specialized or trade school?

Do you want a bigger house, a vacation home or a boat?

Do you want your children to go to college?

When you retire will you live inrepparttar 112180 same home you live in now?

Do you want to travel when you retire?

Do you wish to sell your home and retire to your vacation home permanently?

When you retire from your career will you take it easy or will you work part time?

Would you like to turn a long time hobby into a business once you retire?

Now here are some questions you need to think about when you are starting to formulate a plan to reach some of these goals or items on your wish list. Keep in mind you also need to think aboutrepparttar 112181 amount of moneyrepparttar 112182 goal will cost andrepparttar 112183 amount of time you want to accomplish it in.

What do you have now? You can get a free balance sheet that you can use to figure out your net worth by going to http://www.yourdollarsandsense-budgets.com/balanceworksheet.html.

Cont'd on page 2 ==>
 
ImproveHomeLife.com © 2005
Terms of Use