Jumping up to 1958, Joseph William Foster's grandsons began a companion company known as Reebok, based off of J.W. Foster's products and clients. In 1979, a partner in the outdoor porting goods distributorship, Paul Fireman, noticed Reebok shoes during an international trade show. Later that year, he had negotiated a deal for the North American distribution license and ended up introducing three different running shoes into the United States (2008, Reebok Company Overview).

In 1981, Reebok's grossed over $1.5 million was able to design an athletic shoe specifically for a woman (2007, Reebok Human). An extreme growth followed the three major trends Reebok had introduced into the footwear industry: the aerobic exercise movement, incorporation of women into sports, and the well-designed athletic footwear worn by adults for street and casual wear (2007, Reebok Company Overview).

Reebok gained The Rockport Company in 1985 and made this its first strategic acquisition. Rockport was a first in fusing advanced materials and technology into traditional shoes and to create walking comfort dress and casual shoes (2008, Reebok Online). Later in this decade, Reebok aggressively expanded into international markets and its products were available in over 175 countries (2008, Reebok Company Overview).

The year 1992 brought about a transition for Reebok from a company based upon fitness and exercise to a company equally involved in sports by designing footwear ad apparel for football, soccer, baseball, track, and other world-renowned sports. In the late 1990's, Reebok committed itself as a brand that aligns with the world's most talented, exciting, and revolutionary athletes. Reebok has focused on these athletes ever since (2007, Reebok Company Overview).

In the 2000's, Reebok was able to ink exclusive partnerships the National Football League (NFL) and the National Hockey League (NHL). Reebok was able to sell NHL and NFL licensed merchandise for all teams. This merchandise included on-field/ice uniforms, sideline/bench apparel, practice apparel, and NFL-brand footwear and NHL-brand skates and apparel collections (2007, Reebok Company Overview).

Reebok owns twelve separate companies throughout the world, both beginning internally through Reebok and purchased on the market. Those brands include Reebok International, Rock Port, RBK CCM Hockey, Greg Norman Apparel, Ralph Lauren Brand, The Hockey Company, Avia, Onfield Apparel, Athletic Footwear, DMX2000, 3D Ultralite, and The Ralph Lauren Apparel Line. Reebok's stock went public in 1985 and is publicly traded on the New York Stock Exchange. The share price has grown from $56.53 in 1999 to $68.65 in 2008. Reebok's stock symbol is RBK (2007, Reebok Company Overview).

In my opinion, Reebok shows more internal strengths than its weaknesses. I see the top strengths as increasing profits, a profitable multi-brand strategy, the teams connected strongly to consumer, a dedication to Reebok employees, a developing moisture technology, major divisions and subdivisions, and a strong advertising campaign. Reebok's profits have grown 39.2% throughout the second quarter, according to The New York Times. It gained $60.4 million that quarter versus the $43.4 million the previous quarter; this is a huge leap, especially with the recession weakening many companies (2008, Reebok Company Overview). Reebok has grown and expanded ever since it's beginning in the late 1800's in order to make more money on many different products. The many different brands give their customers many more options when it comes to sports apparel, especially footwear (2007, Reebok Human). Ever since the mid 1900's, Reebok has extended to female consumers and based upon this, it has launched a long range and very direct advertising campaign toward women (2007, Reebok Company Overview).

The weaknesses of Reebok, in my point of view, include too much reliance on retail stores to sell products, poor employment practices at over seas manufacturing sites, and a heavy dependency on footwear sales. Since Reebok does not sell there products directly to the consumer, they must use retail stores to distribute their merchandise. When the economy is in a recession, as it is now, those stores fail to sell as much. With this being the main process of selling their products, Reebok as a whole may suffer from the lack of sales (2008, Reebok Online). Reebok has been having problems staffing managers and keeping their managers in the international market. This comes from the inability to delegate efficiently within the management circle. Footwear sales can only take a company so far before it begins to flounder. Reebok needs to expand their market slightly more, which they are in the process of doing, in order to make greater profits (2008, Reebok Company Overview).

There are currently great opportunities for Reebok to take advantage of sometime in the future, if they haven't already begun making preparations. They have established objectives, result-oriented culture, relative advertising and marketing campaigns, NFL and NHL campaigns, and the ability to create a synergy between insider brands are all examples of the ways Reebok can expand outside of their own business and benefit from external factors (2008, Reebok Company Overview). Reebok's CEO, Paul Fireman, has created a strong business plan and has the ability to put these ideas into action. The result-oriented culture comes from awarding managers and stores when they sell a specific amount or reach a certain consumer level. Their campaigns are well expanded throughout the United States, especially advertising the NHL and NFL's merchandising apparel. The ability to combine brands in order to bring about a much bigger and better outcome for non-competing brands is one of the ways Reebok is taking advantage of its external factors (2008, Reebok Online).

There are just about as many threats to Reebok as there are opportunities. These threats, I believe, include the weak department store channels, the foreign market's suffering, the economic decline in key markets, Chinese products, and strong competition. The weakness of department stores shows through as the amount of stores willing to stock large amounts of Reebok products in their chains. This stems from the decline in markets, with less people spending as much money as they used to, the same products are not selling as it previously did. Foreign markets are also suffering at the moment, and since a large portion of Reebok's sells come from over seas, those profits also suffer (2007, Reebok Human). Competition seems to be coming out of the wood work, so to speak. The Chinese products are beginning to sky rocket again due to the cheap labor and lack of labor laws in Asia. Reebok's competing brands seem to be stepping to the plate and outdoing Reebok in sells and advertising as of late. The biggest competition right now includes Nike, New Balance, Asics, Adidas, K-Swiss, Timberland, and Saucony with Nike being the biggest competitions with 39.2% of all current athletic sells, following Adidas with 15.1%, then Reebok in third with 10.9% of sells (2008, Reebok Online).

All in all, I believe Reebok has very strong internal strengths and tend to outweigh their weaknesses. Externally, Reebok has some very strong threats, coming in the form of over seas competition. A major weakness seems to be their upper echelon of management. They appear to lack the depth needed and face a high percentage of upper management turnover. I believe this to be caused by the C.E.O.'s lack of management efficiency, in other words, some of the upper management and important employees were left unknowing of changes and out of the loop a lot. Also, it seems to me that the board of directors and the C.E.O.'s salaries were way too high. In the advertising aspect of things, Reebok seemingly changed agencies and received a reputation of being a difficult client.

Reebok should evaluate its employee situation over seas and not worry about its loss of reputation. They should also improve their top management environment and attempt to hold on to their longer lasting employees. Reebok needs to rely less on department store chains by either selling more online merchandise or opening up a full on Reebok store. Find merchandising markets that are in less of an economic decline would be n important part in helping increase profit and company well-being. By advertising more, Reebok can strengthen its brand names and help out the suffering brands. The final steps for Reebok would be to set long term goals and strategies and possibly change upper management and keep them there.

Works Cited

(2007, July 20). Reebok Company Overview. Retrieved September 17, 2008, from Hoover's

Web site: http://www.hoovers.com/reebok/free-co-factsheet.xhtml

(2008). Reebok Company Profile. Retrieved September 17, 2008, from The Boston Job Source

Web site: http://bostonjobsource.com/reebok.html

(2008). Reebok Online. Retrieved September 18, 2008, from Reebok US Web site:

http://www.reebok.com/US

(2007, January 17). Reebok Human Rights Business Practices. Retrieved September 18, 2008,

from Reebok Human Rights Web site:

http://www.reebok.com/Static/global/initiatives/rights/business.html

Advertising is not an easy task; many prospective clients have tight schedules to meet so you must value their time. Advertisement with flyers is never outdated, it may be an ancient technique but still extensively employed. It is cheap, reaches higher number of target group and gives enough information on the product and the company.

Flyers remain a critical tool for advertisement and business marketing. This only happens if you employ the best printing papers, necessary decorations, useful information and effective styles that match your products and market your company.

Since advertisement is the only way to increase the clients' size, and henceforth boost sales, you need to make creative flyers. Though many small and large-scale enterprises will opt for online advertisement, verbal radio and television advertisement, never forgo importance of flyers. In fact, all forms of advertisements originated from flyers and have great resemblance to flyer advertisement.

Do you want to increase sales? Do you need to market your products or services? You must invest greatly in making creative, informative and entertaining flyers. You have to employ various techniques to get sponsors and clients. Below are tricks to win in flyer advertisement.

Understand your business

Of course, you cannot market something you do not know. Know that clients will judge you on what you have written, but not what you promise to offer. You need to know the business, products and services offered.

Besides, a good basic knowledge on the business helps you deign flyers that target a specific group. Knowing your business saves time for the client as well as reducing cost of production. You will know how many pages to print, which must be colored, or black and white and what to include, why and at what length.

Designing Flyers

Even though you understand your business indie out, the client knows nothing or very little. Maybe the client is so interested in kind of services or products you offer, but do they have time to peruse your details. We know very well that a picture, color, layout among other tips creates interest.

Just as you are tempted to know what a billboard is advertising when the eye meets the flashy details or decorations, flyer designing employs similar tricks. Below are tips to design creative, favorite and effective flyers to grab clients' interests.

a)   Layout of flyers:

A layout is the plan, or direction. For a flyer, this involves designing the title, color mixing, number of words, font, size of the flyer, paragraph style, and the size of the pictures and words. What will the flyer look like? This is what makes the difference with flyers from your competitors; this makes the difference between higher sales or flop.

b)  Title

A title is the part that sells your business. It will contain three to six lines that clearly summarize the purpose of the flyer. If the flyer is multi-purpose, choose a catchy title, but do not use phony or vulgar language.

c)   Deciding on Graphics

Picture not only interests children but also everyone's' eye. Pictures hold attention, communicate vast information and creates trust in what it is advertised. Pictures, tables, and drawings are the most essential graphics that increases the value of the flyers.

When choosing which graphics to employ, opt for colored, unique, and original graphics. Not a many people would love seeing plagiarized work.  Besides, include a link in the picture to help the client or customer navigate to the site or page that has more details. Include picture details below the picture or business activity since some people do not go beyond the picture.

d)  Making text

Though pictures speak volumes, you must have well-crafted information to authenticate your picture information and provide more details. Besides, some marketers will try to decorate text with mixed colors, multi-fonts and different sizes but it is advisable to utmost employ two to three different color or fonts.

You do not sell your business by praising, or boasting of what you have done, but what the prospective customer will get out of it. Answer all the clients questions and then prove that your products are worthy when you have trapped him or her.

With that in mind, you are sure to make the best flyer, but how do you outsmart your competitors? Even after designing a unique flyer, you need to do more research on flyer making, more so on what is existing in the market. Establish a gap and capitalize on filling that gap. Like in the wedding cards, fragrance and cards with a verbal message is a great innovation!

Overall, a flyer does zero work if you miss to include your contact details. After all, how do you expect the interested customer to contact you or express interest? Print your flyers and distribute them in functions, events, parties, homes and offices.

Go for places where you can meet your target population. Flyers are an ancient method of marketing, but still widely employed today since it is effective. Increase sales with flyers: the easiest, cheapest and effective way to marketing.

No commuting.

No premises to buy or rent.

Ideal for stay at home parents.

Work hours to suit.

Many people who decide to work from home have chosen Network Marketing as their prefered route. Network Marketing may sound like something that requires qualifications or years of experience but not so. In fact, it's a method of earning an income that is used by people from all walks of life from housewives, construction workers, doctors, window cleaners and so on.

WHAT IS NETWORK MARKETING?

Have you ever been involved in Network Marketing? If your answer is no, think again! Have you ever recommended a product or service to another person? We all have. However, the likelihood is that you received no financial reward for making that recommendation. You received a product or service you were happy with and happily passed that on to a friend or relative so that they could benefit as you did. That's Network Marketing for FREE! If you treated Network Marketing as a business, you would rightly expect a financial return for your efforts to direct others to this product or service.

How does it work?

Let's say you join a company that sells products or services. They may use a catalogue or website as a base for their sales and they offer you the opportunity to become an affiliate or distributor. The basic principle is that the distributors or affiliates actively sponsor others into the business which means the company do not spend a fortune on advertising costs. Some of the profit can then be passed on to the distributors.

While you can earn a substantial income from simply selling the product or service (retailing), the basic concept of Network Marketing is to build a team or network, large or small, that will earn you group bonuses and bring in an ongoing residual income. Network Marketing compensation plans vary from company to company but all are designed encourage team building where a group will share bonuses depending on turnover. Obviously, the more people who join your group, the greater yout reward. That's how you benefit from Network Marketing. How many can you introduce into your personal group? There is no limit. A common plan in Network companies is that a person can sponsor as wide as they please on the front level and can benefit from a group going 5 levels deep.

Is this a Pyramid Scheme?

This is a commonly asked question. Pyramid Schemes (which are illegal) have given Network marketing a bad name in the minds of some who confuse the two. Pyramids are basiclly schemes where often there is no product or perhaps a very dodgy one and people request money from others who will in turn make the same request and so on down the line. Those at the top of the pyramid win and those at the bottom lose. Network Marketing is entirely different.

In contrast to pyramid schemes, Network Marketing could be described as a system where team members share bonuses. In reality, a person who joins you as part of your downline, could become a higher earner as a result of building a larger and more productive team. While they will always be part of your downline and you earn as a result of their efforts, they could develop a team that goes well beyond the levels on which you earn, usually five.

Network Marketing Versus Franchise.

Franchises are a popular way of building a business of your own and many people have become successful as a result of buying one. This publication in no way downgrades the franchise arrangement but merely raises the subject by way of a comparison for the benefit of people seeking a business of their own. Buying a franchise usually involves purchasing a complete business package from an already established company giving you the right to trade under their name, use their company logo and perhaps be provided with equipment and premises to allow you to operate.

Buying a complete package such as this can cost thousands of pounds. You are in effect buying a complete ready to run business. This may involve finding a business loan or using your savings or redundancy payment in order to establish your franchise business. Many of course are not in a position to or do not have the desire to spend large sums of money in starting their own business. This is where we see one of the real advantages of Network Marketing.

In most cases, the start up cost of joining a Network Marketing company is minimal. Because you are effectively becoming a distributor or affilaite to the company, you are given the right to sell their goods or products and receive a commission on such sales. As an affiliate, you can also sponsor others into the business and be rewarded for doing so by receiving bonuses on the performance of all those in your personal sales group.

Examples of Network Marketing Companies

That makes me remember how many times I was rejected just because I was a fresher with no work experience. At that point I failed to understand how a fresher turns experienced unless someone selects a fresher and gets him some experience.  Most companies are afraid that a fresher is bound to commit lot of mistakes and his inexperience would not bring much productivity. They don’t want to be part of the trail and error the fresher might do in their company because of his/her inexperience.

I would say their apprehension is somewhat understood by me but I still don't find it right. Although I am no longer a fresher anymore I would still favor a fresher to an experienced guy if I happen to select amongst the two.

I have reasons for my claim. I still remember my first job in a firm as an Accountant. Honestly, till date I have not worked as hard as I have worked hard in that organization.  Although I have almost 5 years experience by now the only place I worked my heart out was in my first organization. Fresh Blood, Excited about working somewhere, enthusiasm, lots of passion to perform, I wanted results at any cost although I didn’t knew what results were expected of me.  The companies that rejected me and those who reject any fresher will miss all the above qualities which experienced guy tends to loose and not gain with experience.

The Honesty towards my work, the commitment, dedication, the willingness to do even small things which was not part of my job just seemed to me like my duty towards the organization.  With experience any small thing which is not part of my job either looks like a burden or either has to be associated with additional money so that I can do it. Unfortunately this is still preferred and you see an experienced taking an upper edge over a fresher.

Experienced should definitely deserve their share of work and be suitably rewarded. Today the best way I know of rewarding an experienced guy is paying him more and offering them suitable working conditions. Yes an experienced person deserves much more than this but a fresher doesn't deserve to be rejected because of lack of experience.

Experience comes with time and companies should be allowing time for a fresher to gain experience. Companies fail to realize that they run into instant profit the moment a fresher is selected over an experienced as an fresher demands less than an experienced.

I have made honest confessions in the past when I was a beginner for all my mistakes which happened unknowingly. I don’t remember making any confessions for my mistakes once I gained experience. I had learnt the art of hiding mistakes and knew how to cover them up if questioned. Companies count all mistakes done by a fresher and think they are just too many because they are simply not able to count the mistakes done by experienced as they never go reported. If mistakes are reported they can be rectified but unreported mistakes eventually takes the shape of losses.

Everything comes at a cost, so is experience. Punctuality seemed like a routine for me when I was a beginner, but now with experience it seems like a burden. With experience I knew I can get away being late. I am no longer helpless and I know how to defend myself if questioned. Also in the worst case scenario I also know there are other companies who would want to take me as I have experience as an asset with me.

Working after shift was again like a learning experience for me when I was a beginner. I at least don’t remember myself grumbling over putting some extra hours when required. With experience no one can dares to ask me put any extra hour unless I wanted to do and if requested nicely. My acceptance would depend upon my mood and not upon company benefit. I know with experience what reasons I have to shell if I actually don’t wish to do it.

In the past, the best job security I knew was to outperform but with experience I now feel the best job security I can maintain is by reporting a fresher or an experienced employee's fault. I learnt this is a way an experienced guy uses to maintain good relationship with his boss and get away with his job responsibility.

As a fresher the only time I wanted to interact with my boss was for his commands or his appreciation for my work. With experience I don’t like taking commands any longer but also at times I have different reasons to interact with him/her. One of them is complaining about the working conditions or my colleague. It is Strange though experience still takes an upper hand over fresher.

Traveling was fun no matter what the distance was. With experience I guess my time has got more value and I don’t like traveling even if the train is empty during my traveling hours. A company cab offered even cannot satisfy me and I don’t mind grumbling at the slightest delay the cab would make or shouting if the music is not on.

In the past meetings made me feel important and I always wanted to be a part of it. I liked responsibility thrown on me. With experience I realized more meetings means more work and that I have every possibility of my weakness being exposed. Accepting weakness was not difficult in the past and so overcoming them gradually was part and parcel of the job. With experience I hate someone even pointing towards my weakness let alone overcoming them.

Any restrictions like not attending calls seemed fair to me. With experience any similar restriction seems like playing with my ego. My non performance in the past was accepted with more passion and would bring out the best out of me. With experience non performance would be backed with excuses and reasons which involved anything and everything from the personal problems to working conditions. The attitude changed from Everything is my Fault to Nothing is my Fault.

As it is said Job opportunities never go waste, if you are not taking it someone else will take it. The experienced are like superstars giving dates to their desperate producers and directors while fresher have to go through auditions and auditions before being selected or rejected.

Does the company which rejects fresher actually think in practical terms or just go by face value? Does their experience not instigate them to think beyond what they are following since years and not make any irrational decision?

I personally believe that the fresher carries more fire in his belly then the experienced. It is unfortunate but with each passing year the ego rises with experience and I have practically seen experienced guys doing absolutely nothing at work but only playing their ego around.  A fresher doesn’t stop praising his supervisors as he is astonished by his/her abilities and a experienced cannot stop criticizing the fresher for his incapability. Before raising your voice did he/her even think that he was a beginner too some years down the line?

There can be many more thoughts that can be added on this. Every experienced person doesn’t depict the negative side of the picture portrayed by me.  Experienced can always come handy during crises, for their expertise and their experience can probably take the company to new heights and I know of guys who possess the same fire or even more than a fresher. But with my personal experience with life I would say they are very few in numbers.

Neither can your experience candidate guarantee you results nor the fresher. It has to be Trail and Error in the first place. My point is not to indulge any negative thoughts against an experienced candidate (after all at this point I am jobless and am searching for a job myself and I have 5 years experience) but my idea is to invoke a second thought in the minds of people who have or will reject a fresher just because of lack of experience. May be his lack of experience would be an asset for you because of the implicit qualities like new excitement, dedication, new passion he/she carries with him.

Knock, Knock!! Who’s selected?

See Yaa....

Florida, Floral Gables, FL

Almost half of all employees at this health-care organization flex their schedule, meaning they work full-time but vary their arrival and departure times to meet their own needs. Plus, the company offers a loan of up to $10K to first-time home buyers.

2. Booz Allen Hamilton,

McLean, VA

Workers at this consulting firm receive a 10 percent discount at a national child-care chain, plus have access to low-cost backup care. There's also a career model for permanent part-timers.

3. Ernst & Young, New York City

A Working Moms Network at this accounting firm helps new moms transition back to work, and if a new dad is the primary caregiver, he gets six weeks of leave at full pay (if he's not, he still gets two). Workers can also arrange for 12 full days per year of subsidized backup child or adult care (workers pay $4 to $15 per hour).

4. General Mills,

Minneapolis

Forty-four percent of staffers at this food corporation use flextime, and others telecommute and job-share. There's an on-site child-care center in Minneapolis, and employees at other locations receive a 10 percent discount at two national child-care chains. Plus, the company pays 85 percent of sick child care for employees' kids.

5. IBM, Armonk, NY

To encourage family time, this technology company offers a program that teaches employees about boosting productivity and cutting unnecessary work. And staff can send kids to the firm's science/tech summer programs for free (last summer, 1,600 kids participated!).

6. KPMG, New York City

At this accounting firm, more than 65 percent of staffers flex their hours, telecommute, or compress their work weeks. The firm also assists with in-house and center-based backup care.

7. The McGraw-Hill Companies,

New York City

New mothers at this publishing company get 26 weeks of leave, including four weeks fully paid and six partially paid leave, which can be used during the new baby's first six months.

8. PricewaterhouseCoopers,

New York City

Staffers at this accounting firm receive discounted child care, and when they're away on business, the firm foots the child-care bill. In addition to 12 weeks of leave (nine paid), if new moms have twins or triplets, they get two extra weeks off.

9. UBS, New York City

At this financial-services firm, The Working Parents Group provides mentoring, and the Career Comeback program offers advice for women on reentering the workforce.

10. Wachovia, Charlotte, NC

Almost a third of employees at this financial-services firm telecommute, and the company hosts an annual work-life balance event to educate employees.

To be effective communicator, a communication program must meet the following requirements:

Express the needs and character of the organization

It makes a difference whether the company is small or large, old or new, manufacturing or retailing, centralized or decentralized, union or nonunion. It makes very great difference whether the company has a tradition of secrecy or freedom of information, of authoritarianism or democracy. Every communication is judged in the context of a company's traditions and practices. That is why it is so risky to copy someone else's communication program, no matter how successful it was.

Communication grows best in a climate of trust and confidence

Managements that have a record of keeping faith with their employees, reporting the facts honestly, and listening sincerely don't have to depend upon high-pressure indoctrination or slick handouts. An employees knowledge that he has free access to information is more important than any specific information we can give him.

Communication should form an integral part of each executive's job

Though personnel specialists can advise the line and administer a program of formal communication, each executive is responsible for maintaining clear and consistent communication with his associates. This is one responsibility that he cannot delegate.

Communication must be a containing program, not a brief campaign

It is not a cure for sudden illnesses, but a day-in, day-out way of managing or supervising people. We must not, like the famous blind men who reconstructed the whole elephant from a single part, identify the whole communication with one of its devices. Exploitation of one particular medium will often create more problems than it will solve. This is the lesson some companies have learned when, after a long history of indifference to employees' interests, they have begun an all-out drive to indoctrinate them on some particular subject.

Communication must be stimulated

Management must show an aggressive willingness to share information with his employees. It is not enough to correct misinformation or even to tell only what they have to know or what management thinks they should know. The proper starting point is to find out what employees are interested in hearing.

Communication must move freely in both directions

It is a commonplace today to emphasize that communication is a two-way street. In actual practice, however, management devotes far more attention to telling, informing, and commanding than it does to listening, asking and interpreting.

Communication must consider the manager's role

In building a bridge between top management and employees, we must never forget that the prime communicator is the manager. He is in the most critical position to interpret or maybe misinterpret the top management thinking.

In defining the responsibility of the managers, in setting the standards of their performance, they must consider and posses the skill of good communication. We must never forget that the most powerful communication is not what you say, but it is what you do. What counts, in final analysis, is not what people are told but what they accept. It is concept of the role of communication in any field, that it characterizes an effective leadership.

Iran has threatened to cut off the Straits of Harmuz if Israel attacks them.

That would drive a barrel of oil over $300.

What the hell is going on?

You've heard all the story, we're running out of gas, the Chinese and Indian markets are buying cars and need gas for their millions of automobiles that are coming on line. Our SUVs are burning gas on the road by the tons.

Whatever reason you want to believe in, it doesn't really matter to you. You've got to reach into your pocket and pay for that gas at the pump.

If you're a small business person, it's going to hurt your bottom line really bad.

What can you do?

You can do a lot and start you, your company and your employees get ready for it now.

First of all, do a little audit of your situation.

Do you have company vehicles?

How much of your sales depend on traveling to see your customers?

Do you have employees that travel more than thirteen miles to work?

What can you do?

Company Vehicles

Okay, let's say you have five or more vehicles in your organization.

1. Consider putting computer systems into your vehicles in order to follow using GPS systems where your vehicles are going. This way you can keep and control where the vehicles are doing.
2. Plan out routes for your vehicles in order to save distance and gas usage. Planning the routes will show you the best and quickest way of getting to your customers and
   
3. Make sure that your drivers are driving within the speed limit. Remember that any miles over the speed limit can burn needed car fuel. Keep it 55 or under and save fuel.
4. Control the drag on your company vehicles. Eliminate the drag if you've got pickups and other open vehicles make sure that the items they carry are not creating drag on the vehicle.
5. Keep your tires inflated to the right amount. It sounds corny but it works and helps you save.

Employees

You can help your employees by holding meetings and teaching them way of saving gas for their own vehicles.

1. You can teach them to keep their tires properly inflated.

   Again, it sounds corny but it works.

2. Car Pool.

   It's simple and can be done immediately.

3. Teach Employees how to save gas in their driving methods.

   Keep the lead foot off the pedals and don't hit the brakes too much.

4. Help them plan out their days.

   If they have errands to run before and after work, help them design the routes that will save them gas and waste.

5. Digitize your office.

   Can you have your employees do the same work from home by computers? If so think about going Digitizing your office. Help Employees set up offices at their homes. Assist them in getting the needed material; internet hook ups, computers, cameras and so forth.

6. Four Day Work Week.

   Cutting back the time that your employees need to drive to and from work will save them money and give them an extra day to accomplish other things.

These are just a few things that can be done to make that $5 a Gallon bite not be that big and help you and your employees survive. You don't need this to become a negative and possibly destroy your business and your employees. You can continue to work and keep your employees surviving this new era that we are entering. This is not going to be just a few months and then poof! We go back to where we were before. We're never going back. It's a new era, a new life style.

We need our government and leaders to get into a new mindset when it comes to our fuel and energy sources.

Detroit needs to start changing its ways and develop cars that we need today that will get forty miles or more to the gallon.

You the small to medium size business person needs to adapt. It's just part of the new evolution in business. You need to have an energy policy ready to go.

 

 

Of all of the phrases that are pointless, meaningless and overused, "going forward" really is the highest ranker. Initially, it came in as a substitute for "in the future," referring to plans to progress projects, etc. Of course, it's not really about going forward in any sense other than chronologically, because much corporate activity is about dressing up the same carp to look different. Never mind the fact it still exudes the same aroma of fish. Why "going forward" has gained such popularity is beyond me. Why not say "in the future" which has the same number of syllables, or something meaningful dependent on the context its being used? Time was when context mattered. But going forward has gone viral. It's become the "erm" of the corporate world. It's a phrase, a sentence and a full stop in itself. “We'll book a telecon to discuss it going forward.” “Yeah, book me in on my diary going forward.” As such, it's become a cliché. More than that, its ubiquitous use has stripped it of any meaning.
Having heard the phrase used in interviews on the news recently, it appears that "going forward" has actually seeped into the real world.

Reinventing the Wheel

Reinventing the wheel is something that no sensible person would attempt. And most corporate bods are sensible enough to realise this. And not reinventing the wheel is something you'll find managers bragging about. It's a new approach, but they're not trying to reinvent the wheel. Having said that....

Avoid Fillers

 

People pause and hesitate in conversation all the time. Sometimes it's because they're struggling for the right word. Sometimes it's simply out of habit. In linguistics, vocalised hesitations are referred to as "fillers." According to Michael Larcombe writing in New Scientist in 1995, "silence is often construed as a signal that the current speaker is ready to give up his or her turn. So, if we wish to continue our speaking turn, we often need to fill the silences with a sound to show that we intend to carry on speaking." But there probably aren't many linguistic experts in the corporate world, which is why when call centre staff are trained, they are instructed to avoid "foghorning." This is presumably because protracted "eeeeer" sounds are a little like foghorns. Ok. But it's also perhaps unsurprising that speakers of different languages use different sounds as fillers, which renders the term meaningless when used in training notes for staff in call centres based in India. Imperialism - or unfathomable ignorance - remains rife.

It's On My Radar

A statement you'll hear countless times when travelling by train within earshot of a corporate cock is, “Yeah, yeah, it's on my radar...” A favourite of the inept and those who prefer to look busy rather than actually doing anything.

Car-Park That

 

I suspect that most normal people consider a car-park to be a large flat place where drivers park cars. The clue's in the name, really. But if someone says they're going to "car-park that" during a meeting, it's probably not a good sign. On the surface, it's

Put It On Ice

To me, a freezer is a domestic appliance that keeps foodstuffs cold, thus preserving them. The principle is extended in the business world to refer to keeping an idea fresh but inactive. Or something. A variation of the real-world term whereby something such as a project is put "on ice," putting it in the freezer is much snappier and inventive, and provides a neat alternative to car-parking, or a "cooler" alternative to the back burner.

Be Progressive

 

The corporate world is big on buzzwords. Nevermind if they're meaningful or used sincerely. Image is everything. Substance is for other people to worry about. Yes, the box is empty, but it looks nice from the outside, so people are going to be happy to pay through the nose for it. And they're supposed to be thinking outside the box anyway, so what does it matter what's inside? Progressive is one such buzzword. Companies like to appear "progressive" - whatever that means. As far as I can tell, it means they've found new ways of screwing people over and making as much profit as possible for delivering the minimum of service or product they can get away with.

High-Level Stuff

High Level - serves to reinforce the us and them division between managers and the chairpounders who aren't important enough or savvy enough to understand what the upper echelons of an organisation discuss behind closed doors. The meeting's all about high-level stuff... we'll break it down and roll it out to staff once we've fully digested the implications of the implementing the strategy moving forward. What they really mean is that because they don;t actually do the work, they haven't got a clue, and so talk about things broadly and vaguely with no idea of whether or not it's physically possible. So, "we need to make a saving in this area of £6.2M. if we reduce the staffing levels by 60% that should do it." Yeah, but the work volume's still there. But that's not for the people on the shop floor whose jobs are on the line to worry about, because it's high level. The penpushing proles wouldn't understand.

Pushing the Envelope

The implications of pushing the envelope sound very like passing the buck. But no, It's going beyond the established boundaries. So why not pushing the boundaries or parameters rather than some meaningless metaphorical envelope?

Knowledge is Power

Sometimes there just isn't a carp metaphor or catchphrase that fits the bill. I've overheard managers on phone calls, in telecons or even in meetings foundering for a phrase that sounds impressive and serves to cover the fact they haven't a clue what they're talking about. “yeah, yeah, I've not really got so far going forward on this one, it's got a lot of chefs on it and I didn't want to step on anyone's toes. I'm still trying to capture down the soft knowledge, and it's on my radar...”

But why? Knowledge is power. If you know the code, are privy to the important, "key concepts" you can speak in a manner that sets you apart from the plebs, the drones on the bottom rungs, and those who aren't in the world of business. And in doing so, it's possible to demonstrate that knowledge and radiate signals that you therefore have the power. So, remember and use these phrases in interviews, in meetings, or loudly while loitering at the coffee machine and you'll go far.

Fixed Assets Turnover Ratio = Sales / Net Fixed Assets

Instead of Net Fixed Assets, one can even use the Average Net Fixed Assets. The Average Net Fixed Assets is calculated by adding the Opening and Closing Net Fixed Assets for the period and dividing the result by 2.

As per the Formula the Fixed Asset Turnover Ratio needs to be calculated on Net Fixed Assets. One can always debate whether to take Gross Fixed Assets or Net Fixed Assets for the purpose of calculating Fixed Asset Turnover Ratio. It is best to calculate it on both the ways since both will give different results and thus will have different interpretations.

The 3 examples given below explain why it is better to take Gross Fixed Assets instead of Net Fixed Assets.

Examples

Various examples of Fixed Asset Turnover Ratio (FATR) to reflect the result calculated on the basis of Gross Fixed Assets vis-à-vis Net Fixed Assets are

Scenario 1

Assuming that the Turnover over a period of 5 years has remained the same and Depreciation is charged on Straight Line Method Basis (Fixed Basis) @ 15%.

Let us Assume that Sales for each year is $ 100,000.

Fixed Assets Purchased amounts to $ 50,000

Net Fixed Assets (i.e. after Depreciation) for the 5 Years is

Year 1 - $ 42,500

Year 2 - $ 35,000

Year 3 - $ 27,500

Year 4 - $ 20,000

Year 5 - $ 12,500

Fixed Asset Turnover Ratio on Gross Fixed Assets will be

FATR = 100,000 / 50,000 = 2

Fixed Asset Turnover Ratio on Net Fixed Assets

Year 1

FATR = 100,000 / 42,500 = 2.4

Year 2

FATR = 100,000 / 35,000 = 2.9

Year 3

FATR = 100,000 / 27,500 = 3.6

Year 4

FATR = 100,000 / 20,000 = 5

Year 5

FATR = 100,000 / 12,500 = 8

Thus FATR remains the same at 2 on Gross Fixed Assets for a period of 5 years, whereas it keeps increasing year on year if calculated on Net Fixed Assets although the Sales has remained the same. It may give an indication that the company is performing well which may not necessarily be the case. In case the expenses remain the same there would also not be any difference in the profits of the company for the 5 year period.

Scenario 2

Assuming that the Turnover has increased over a period of 5 years and Depreciation is charged on Straight Line Method Basis (Fixed Basis) @ 15%. There is additional purchase of Fixed Assets during the 5 year period.

Thus the Sales for the period of 5 years is

Year 1 - $ 100,000

Year 2 - $ 110,000

Year 3 - $ 125,000

Year 4 - $ 150,000

Year 5 - $ 200,000

Fixed Assets Purchased each year includes

Year 1 - $ 50,000

Year 2 - $ 10,000

Year 3 - Nil

Year 4 - $ 20,000

Year 5 - $ 20,000

Gross Fixed Asset Value for the period of 5 years is

Year 1 - $ 50,000

Year 2 - $ 60,000

Year 3 - $ 60,000

Year 4 - $ 80,000

Year 5 - $ 100,000

Net Fixed Asset Value for the period of 5 years is

Year 1 - $50,000 - (15% of $50,000) = $ 42,500

Year 2 - ($ 42,500 - $ 7,500) + ($10,000 - $1,500) = $ 43,500

Year 3 - ($ 35,000 - $ 7,500) + ($ 8,500 - $ 1,500) = $ 34,500

Year 4 - ($ 27,500 - $ 7,500) + ($ 7,000 - $ 1,500) + ($ 20,000 - $ 3,000) = $ 42,500

Year 5 - ($ 20,000 - $ 7,500) + ($ 5,500 - $ 1,500) + ($ 17,000 - $ 3,000) + ($ 20,000 - $ 3,000) = $ 47,500

Thus Year Wise Fixed Asset Turnover Ratio on Gross Fixed Assets and Net Fixed Assets is

Year 1

On Gross Fixed Assets

FATR = (100,000 / 50,000) = 2

On Net Fixed Assets

FATR = (100,000 / 42,500) = 2.4

Year 2

On Gross Fixed Assets

FATR = (110,000 / 60,000) = 1.8

On Net Fixed Assets

FATR = (110,000 / 43,500) = 2.5

Year 3

On Gross Fixed Assets

FATR = (125,000 / 60,000) = 2.1

On Net Fixed Assets

FATR = (125,000 / 34,500) = 3.6

Year 4

On Gross Fixed Assets

FATR = (150,000 / 80,000) = 1.9

On Net Fixed Assets

FATR = (150,000 / 42,500) = 3.5

Year 5

On Gross Fixed Assets

FATR = (200,000 / 100,000) = 2

On Net Fixed Assets

FATR = (200,000 / 47,500) = 4.2

From the example above it can be seen that FATR on Gross Fixed Assets has remained in the range of 1.8 to 2.1. Though the Turnover has doubled between Year 1 to Year 5, the company has consistently invested in Fixed Assets during these 5 years, the Gross Value of which has also doubled in these 5 years. Thus the FATR in Year 1 and Year 5 has remained the same i.e. Turnover is 2 times Gross Fixed Assets. Thus it appears that the company is capital intensive and may be heavily dependent on adding Fixed Assets to increase its turnover.

When the above ratio is calculated on the basis of Net Fixed Assets there is an improvement in FATR from 2.4 in Year 1 to 4.2 in Year 5. The FATR of 4.2 at the end of year 5 may prima facie appear to be encouraging, however this may not necessarily be the case if all facts are considered.

Calculated on Net Fixed Assets the FATR has reduced only once from Year 3 (FATR is 3.6) to Year 4 (FATR is 3.5) due to addition in Fixed Assets amounting to $ 20,000 in Year 4, whereas the Turnover has increased by only $ 25,000 between Year 3 and Year 4.

On the basis of Gross Fixed Assets, there is a good increase of FATR ratio by 0.3 between Year 2 (FATR is 1.8) to Year 3 (FATR is 2.1) since the Turnover has increased inspite of no addition in Fixed Assets.

It would be more satisfactory for an organisation to see its FATR improve due to increase in turnover rather than decrease in value of its Fixed Assets because of depreciation.

Scenario 3

Assuming that the Turnover has decreased marginally over a period of 5 years and Depreciation is charged on Straight Line Method Basis (Fixed Basis) @ 15%.

The Sales for the period of 5 years is

Year 1 - $ 100,000

Year 2 - $ 98,000

Year 3 - $ 95,000

Year 4 - $ 90,000

Year 5 - $ 80,000

Fixed Assets Purchased amounts to $ 50,000

Net Fixed Assets (i.e. after Depreciation) for the 5 Years is

Year 1 - $ 42,500

Year 2 - $ 35,000

Year 3 - $ 27,500

Year 4 - $ 20,000

Year 5 - $ 12,500

Thus Year Wise Fixed Asset Turnover Ratio on Gross Fixed Assets and Net Fixed Assets is

Year 1

On Gross Fixed Assets

FATR = (100,000 / 50,000) = 2

On Net Fixed Assets

FATR = (100,000 / 42,500) = 2.4

Year 2

On Gross Fixed Assets

FATR = (98,000 / 50,000) = 1.96

On Net Fixed Assets

FATR = (98,000 / 35,000) = 2.8

Year 3

On Gross Fixed Assets

FATR = (95,000 / 50,000) = 1.9

On Net Fixed Assets

FATR = (95,000 / 27,500) = 3.5

Year 4

On Gross Fixed Assets

FATR = (90,000 / 50,000) = 1.8

On Net Fixed Assets

FATR = (90,000 / 20,000) = 4.5

Year 5

On Gross Fixed Assets

FATR = (80,000 / 50,000) = 1.6

On Net Fixed Assets

FATR = (80,000 / 12,500) = 6.4

From the example of Fixed Asset Turnover Ratio above again it can be seen that though the Sales is dropping every year, the FATR calculated on Net Fixed Assets has kept increasing from 2.4 (Year 1) to 6.4 (Year 5). During the same period the FATR on Gross Fixed Assets has dropped from 2 to 1.6.

There is every possibility that there is a drop in the Net Profits due to the fixed costs involved in running the business. However the FATR calculated on Net Fixed Assets will continue to show a positive picture.

Interpretation and Conclusion

A higher ratio means that the company is efficiently utilizing its Fixed Assets to generate revenue. A low ratio would mean that the company has huge funds blocked in its Fixed Assets, which may require reduction of investment in Fixed Assets or improving the sales in line with the investment. However it is also advisable to compare the ratio with companies in the same industry / business. An internal comparison on a year to year basis will not be sufficient.

Take McDonalds for instance. This brand is recognizable worldwide. Their global success is attributed to the fact that they consider several factors before infiltrating a country. This is so because there are factors operating in domestic mix that differs or is not applicable in another.

To be competitive, marketing the product internationally should take into consideration several factors that could play a role in the success of the product. These factors include: country's culture, resources found in that target country, current marketing situation, existing competition for McDonalds products, environmental forces operating in that country, cultural influences such as family, state, church, school and media. The 4P's is essential in coming up with international marketing concepts - product, price, promotion and placement.

An example of this situation is the fact that McDonalds may sell a lot of burgers in the United States but this could not be true in China. Since Chinese prefer to eat chicken more than beef. Necessary adjustments then should be adopted before penetrating international market.

Other factors important in international marketing are: language, culture and religion.

Language and cultural blunders inevitably lead to deals that go awry resulting in lost opportunities. The areas of cross-cultural and language training are essential to conducting international business and marketing strategies.

The development of branding is one way of remaining competitive in the global scene. There are many examples of branding that has operated successfully with similar images that are designed to be culturally generic, such as Pepsi-Cola in United States and Japan. Market placement of goods refers to the methods which define the sectors where the goods need to get delivered to or identifying segments of potential customers. International and local trade laws obviously affect the marketing strategy of a business as these could set limits in the approach they used.

To succeed globally, a business requires an amalgamation of factors - effort, money and time. The multinational company should consider the fact that the international market is four times larger than the U.S. market. Learning how to maintain competitiveness in the international market also enables the business to acquire necessary rudiments to keep their advantage at the local market. To be successful, the best strategy for a business is to weigh risks against the possible benefits.