Market Makers play a significant role in Reverse Mergers.

Written by Joseph Quinones

Market Makers play a significant role in Reverse mergers.

One overlooked individual inrepparttar process of taking a company public through reverse merger isrepparttar 148162 market maker. The market marker is critical especially ifrepparttar 148163 company is going to be listed on OTC Bulletin Board orrepparttar 148164 NQB. Pink sheets.

Oncerepparttar 148165 private company has decided to go public and has engage a consultant to advise management onrepparttar 148166 best way to proceed. And a determination has been made to do a reverse merger.

The first step is to identify an available corporate shell to purchase and performrepparttar 148167 due diligence onrepparttar 148168 shell. The company decides to purchaserepparttar 148169 shell and proceeds withrepparttar 148170 reverse merger. The required Securities and Exchange Commission filing must be done.

The Securities and Exchange Commission upon reviewingrepparttar 148171 document and findingrepparttar 148172 document to be in order will approverepparttar 148173 company’s filing.

Nowrepparttar 148174 consultant will recommend a market maker to sponsorrepparttar 148175 company with NASDAQ’s Small Cap Market, OTC Bulletin Board or NQB Pink sheets. This is accomplished by filing form 15c211.

The broker dealer may not publish a quotation for any securities unless certain information concerningrepparttar 148176 issuer is available andrepparttar 148177 broker or dealer has a reasonable basis for believing thatrepparttar 148178 information is accurate.

Some of those of those Securities and Exchange commission requirement are satisfied if:

(1) Securities Act registration statement (F-6, F-1) has been filed within 90 days.

(2) The issuer is complying withrepparttar 148179 filing requirements andrepparttar 148180 broker dealer has in its recordsrepparttar 148181 issuer’s most recent annual report.

(3) The issuer is complying with rule 12g3-2(b)

(4) The broker dealer has on record information relating torepparttar 148182 issuer, its securities, its business, products and facilities, management and financial statements and certain other require information.

Knowledge process management

Written by Lucas Rodríguez Cervera

Knowledge processes cannot be managed followingrepparttar standard business process management paradigm. Inrepparttar 148161 following article some guidelines are given for organizations willing to better manage their knowledge processes.

Inrepparttar 148162 last few years a lot has been written about Business Process Management, and about technologies supporting it such as BPMS, SOAP and Web Services. Most of these theories, tools and techniques refer to processes of a highly structured nature.

Typically, BPM theorists and practitioners have focused on highly structured processes, like back-office processes of industrial or administrative nature. These processes are highly standardized and repeatable, produce a consistent output and are likely to be automated in part or end-to-end (STP). All process instances are executed in a very similar way and it is easy to draw a flowchart detailingrepparttar 148163 sequence in which tasks are executed. It is also possible to formalizerepparttar 148164 business rules that guide decisions, normally based onrepparttar 148165 evaluation of some process variables.

But recently other kinds of processes have caughtrepparttar 148166 attention of process management specialists. They are known as knowledge processes, or knowledge-based processes. Knowledge processes can be defined as "high added value processes in whichrepparttar 148167 achievement of goals is highly dependent onrepparttar 148168 skills, knowledge and experience ofrepparttar 148169 people carrying them out". Some examples could be management, R&D, or new product development processes.

Knowledge workers carry out these processes by taking into account multiple inputs (generally a wide set of unstructured data and information) to perform difficult tasks and make complex decisions among multiple possible ways of doingrepparttar 148170 work, each one implying different levels of risk and possible benefits. They are dependent on individuals and it is not possible to automate them.

One example of a knowledge process is "Marketing a new product". The same steps are followed each time a new product is launched (benchmarking competitors, deciding pricing strategy, planning promotion, etc...), but it isrepparttar 148171 experience, knowledge and intuition ofrepparttar 148172 people that driverepparttar 148173 process to success.

Multiple inputs torepparttar 148174 process exist

Some of them would be competition, lifecycle stage ofrepparttar 148175 market, brand image, budget, etc...

Complex decisions are made

There are many possible ways to achieverepparttar 148176 process objectives (reach planned sales, leverage brand image, etc...)

Each decision implies different levels of risk and potential benefits

It isrepparttar 148177 responsibility ofrepparttar 148178 worker to chooserepparttar 148179 best one (low price strategy, aggressive advertising campaign, etc...)

There are three main characteristics that make knowledge processes different from highly structured processes:

Focus is on communication instead of automation

The key to process improvement is to clearly communicate process definitions (the way in whichrepparttar 148180 company wantsrepparttar 148181 processes to be carried out) torepparttar 148182 people in charge of their execution (through training, process descriptions publication, etc...). The better process participants understandrepparttar 148183 process definition,repparttar 148184 higherrepparttar 148185 probability thatrepparttar 148186 process is carried out according to it.

They are better implemented through obtaining buy-in than through imposing directives

They are more difficult to implement through discipline than administrative human-centric processes (although some discipline is needed). It is better to focus on obtaining buy-in fromrepparttar 148187 people affected byrepparttar 148188 processes through early involvement, communication and expectations management. It is a known fact that knowledge workers are reluctant to change their habits. Some say knowledge workers don't like following procedures because they feel it limits their creativity; but most ofrepparttar 148189 time they will be happy to follow a procedure as long as they see value in it, perceiving that it helps them work better and produce a better process output.

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