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Digg it UP - Should I Ever Barter Away My Stained Glass Art Or Should I Hold Out For Cash?
If asked to rank their current and future needs, many managers of non-profit organizations would likely place branding at the bottom of the list. If asked why, some might reply: "I can’t afford to undertake a major branding effort right now." That’s the wrong answer. In today’s competitive funding environment branding, or communicating the character or purpose of an organization, is more important than ever.Developing or revamping a non-profit’s brand can have many benefits. Some of the most significant include increased donations and membership. Given this, can any non-profit afford not to do it? Following are five reasons why branding just can’t wait.Reason #1: Branding Instills DisciplineAny branding effort should begin with a careful analysis of whether an organization’s mission is truly aligned with its activities. Is the organization delivering on its promises? If it isn’t, it has a big problem. Non-profits that have strong brands do what they say and say what they do. A branding effort can help a wayward organization correct its course.Reason #2: Effective Branding Improves ClarityPotential funders and members are more willing to do
Rule 1 : What To Trade For
We've learned that if we're not careful, we could end up trading away all the work we could possibly do and leave
Even the best business will receive an occasional customer complaint. Knowing how to resolve these complaints will help you gain loyal customers who will then refer others to your business. Here are some important tips.1. Listen carefully to the customer and gather as much information as possible.2. Restate the complaint as you understand it. This ensures that you completely understand what the situation is.3. Resolve the problem as quickly as possible. Tell the person you are sorry this happened and ask what you can to do to make this right. Do not argue with the customer, even though you are right and do not become defensive.3. After correcting the problem, tell the customer thank you for bringing it to your attention and that you appreciate their business.4. Develop a written policy for your staff to follow and reward them when they do a good job.Remember! The customer may not always be right, but an unhappy customer treated right may well be one of your most loyal customers.
Most started out with each party having the best of intentions to do right by the other, but our experience's were that each time the trade or barter was made, our stained glass went right out at the start of the trade and then we usually got our part of the trade after the fact. As a result, the folks we traded with were always sure of what they were getting, but we never seemed to know exactly what we would get, so we ended up getting disappointed most times.
As we've entered into these non-cash deals, we've developed three simple rules or guidelines to help us avoid the bad deals, while leaving the door open for the good ones.
Rule 1 : What To Trade For
We've learned that if we're not careful, we could end up trading away all the work we could possibly do and leave o
Meetings held and organised by Pharmaceutical companies are an essential way of communicating and evolving scientific research, clinical development and medical education. However, there is always the danger that they can be seen as a blatant attempt to railroad Health Care Professionals into prescribing products by using lavish surroundings and hospitality to influence them.This is where the ABPI 2006 code of practice comes into its own, specifically clause 19 which deals with the arrangement and holding of HCP meetings within the Pharmaceutical industry. The key requirement being that the main purpose of the meeting should be its content and any hospitality offered during these meetings should not only be secondary but in fact no more than basic subsistence.How can we work out what would and would not be acceptable? In answering this question, you would need to consider all aspects of the meeting from the venue, timings, hospitality, content (including speakers) and all associated materials ie handouts, stand material and invitations and equally as important, the costs. All of these elements factor in how the end product, the meeting, will be perceived. This is how it would be deemed acceptable or not, the
Most started out with each party having the best of intentions to do right by the other, but our experience's were that each time the trade or barter was made, our stained glass went right out at the start of the trade and then we usually got our part of the trade after the fact. As a result, the folks we traded with were always sure of what they were getting, but we never seemed to know exactly what we would get, so we ended up getting disappointed most times.
As we've entered into these non-cash deals, we've developed three simple rules or guidelines to help us avoid the bad deals, while leaving the door open for the good ones.
Rule 1 : What To Trade For
We've learned that if we're not careful, we could end up trading away all the work we could possibly do and leave
There’s no denying that a healthy work environment is a top concern for most employees. Review any employee satisfaction survey and you’re apt to find this issue among the top five concerns of your staff – sometimes above the issue of pay.So how do you know if your organization provides a safe, healthy environment for employees? Well, there are some signs to look for.1. Employees laugh often.Generally, humor is a sign of comfort. Employees that feel comfortable with co-workers and have joy in their work will exhibit laughter throughout the day.2. Employees freely share their ideas.Does management truly have an open-door policy? Employees need a safe environment to share their ideas. Most employees have an opinion about how to make things better. Lack of unsolicited feedback from staff may indicate that they do not feel safe in presenting their opinions.3. Employee values and expectations are clear.Staff must know what is expected from them. Codes of conduct, expectations of behavior on the job, and professional values must be included in each job description, and reviewed at each performance evaluation.4. We work simply.Frivolous demands and activities ca
As we've entered into these non-cash deals, we've developed three simple rules or guidelines to help us avoid the bad deals, while leaving the door open for the good ones.
Rule 1 : What To Trade For
We've learned that if we're not careful, we could end up trading away all the work we could possibly do and leave
Perhaps the most visible and familiar element of the initial public offering process is the underwriter. The underwriter is the organization that is actually responsible for pricing, selling, and organizing the issue, and it may or may not provide additional services. With direct public offerings, there is no need for an underwriter.Selection of a good underwriter is of the utmost importance, but it’s important to understand that many underwriters are equally selective of their clients. Because an underwriter’s reputation depends on successful issues, few firms will be willing to stake their reputation on questionable companies.When selecting an underwriter, it’s important to seek out an established company with a good reputation and quality research coverage in your field. The decision may also depend on the kind of agreement the underwriter is willing to make regarding the sale of shares. For profitable and established private companies, it shouldn’t be difficult to locate an underwriter willing to make a firm commitment arrangement. Under such an agreement, the underwriter agrees to buy all issues shares, regardless of ability to sell them at a particular price.For riskier or less established
As we've entered into these non-cash deals, we've developed three simple rules or guidelines to help us avoid the bad deals, while leaving the door open for the good ones.
Rule 1 : What To Trade For
We've learned that if we're not careful, we could end up trading away all the work we could possibly do and leave
You're selling a house for a couple who is moving out of state. You think you'll never see them again. Should you stay in touch? Absolutely.You just helped a young couple purchase their first home and getting them financed was a struggle. Should you stay in touch? Absolutely.Each and every client and customer you serve well is like a walking advertisement for you - but only if you maintain top of mind awareness through consistent contact. Just because that couple moved away doesn't mean all their friends and family moved. If they liked you, they'll tell those people, if they remember. That's the big if, and its one you can control. You don't have to call or write weekly, but do stay in touch every month or two. You never know when they'll convince their children or their parents to move and be with them... and those folks will be searching for a Realtor. Their friends will make changes, too.As for the kids who could barely get financed: You have two great reasons to stay in contact with them.The first is, of course, their friends and family. Everyone has at least some of those, and everyone likes to talk. Be sure they're talking about you when the sub
Rule 1 : What To Trade For
We've learned that if we're not careful, we could end up trading away all the work we could possibly do and leave ourselves with no more materials to make more glass pieces. So this first rule helps us to avoid trading away more than we can afford. As stained glass artists, we know that 10 to 20% of the retail price of a window is the cost of the materials that go into the window and the rest of the price reflects the cost of our labor and some profit for the company. So we've adopted the policy that we never trade away the cost of the window. We will make a trade, but not at our own expense. So when we make a deal, we agree that at least 10 or 20% of the trade be in cash, to cover the cost of materials. And we put the cash back into the business for the purpose of purchasing replacement goods. This keeps us from losing on the deal, in the event that what we trade for ends up with little or no value to us.
Back when we first started doing windows, we had a friend who wanted a spe
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