Public Liability Insurance For The Self Employed

Self employed people and those starting a new business may over look insurance or be unsure of what business insurance is required. In this article is give a some kind of guidance.

Public Liability insurance covers self employed people and businesses in the event of a claim by a  customer or other member of the public.The claim may be for causing injury , death or damage to property due the accidents or negligence.The public may be customers , clients and people that have no involvement with the business , such as visitors to the client, onlookers or passersby.Public Liability insurance can cover a business if there are problems with a product or service which it has supplied, designed or manufactured.

                                 More Information :

 http://www.epublicliabilityinsurance.co.uk/self-employed/

How to earn money from internet?

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Merchant Accounts

A merchant account is a type of bank account that allows businesses to accept payments by debit or credit cards. A merchant account is established under an agreement between an acceptor and a merchant acquiring bank for the settlement of credit card and/or debit card transactions.

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                      http://www.merchantaccountchoice.com

In some cases, a payment processor or independent sales organization is also a party to the merchant agreement. Whether a merchant enters into a merchant agreement directly with an acquiring bank, or through an aggregator such as PayPal, the agreement binds the merchant to obey the Operating Regulations established by the card brands.

An industry term for a business banking relationship whereby you and a bank have arranged to accept credit card payments (usually, a local bank can suffice for this kind of relationship). Setting up a merchant account usually involves the bank understanding your business and working with a third-party processor to arrange a mechanism for accepting payments. Merchant accounts are usually required for accepting customer credit card and electronic payments through an electronic commerce Web site.

Mobile Application Development

The use of interactive applications on mobile devices is becoming more than just a successful trend. Users have begun appreciating the exceptional functional and entertainment value provided by mobile applications.The technological revolution brought about by the entry of the iPhone and the iPad has further popularized the usage of mobile applications. 

Mobile application development is a process that involves the creation of mobile applications that could either be a stand-alone concept or an application that complements an existing or brand new website.

The phenomenal scope of mobile applications has led to small, medium and large businesses leveraging this potential to enhance their brand identity and improve business performance.

Apps can be traps. Or specifically, time and money pits. Yet in the increasingly app-friendly world where smart phones and web-enabled devices are essential, many businesses can reap bountiful revenues, reach new markets and garner awareness by hopping on the mobile bandwagon.

That said, a business owner shouldn’t produce any old app, nor can you just throw an app online and hope it will be found. You need to have a plan for development, and a plan for marketing. And once somebody downloads your app, it must provide value — otherwise, you can almost guarantee negative comments and feedback. In short, app development is not for the faint of heart.

To help you maximize your mobile potential, I asked a panel of successful young entrepreneurs what to expect during the app development process, what features are best for your business, and the pitfalls to avoid.

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What is Forex?

Forex is the foreign exchange market or currency market or FOREX is the market where one currency is

 traded for another.It is the one of the largest market in the world.

In the foreign exchange market there is little or no "inside information".Exchange rate fluctuations  are usually caused by actual monetary flows as well as anticipations on global macroeconomic conditions.

 

Forex trading: its all about earning easy money. maybe you did go to exchange office for any reason, for example: you need to change money if you want to go to holiday to foreign countries. onet exchange rate changes day to day. Sometime your money can get higher to other countries money. sometimes your money can get lower.

                                                                      
                                                                       
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Why I need Project Management ?

What Is Project Management?

  Project management is a methodical approach to planning and guiding project processes from start to finish. According to the Project Management Institute, the processes are guided through five stages: initiation, planning, executing, controlling, and closing. Project management can be applied to almost any type of project and is widely used to control the complex processes of software development projects.

 Why We Need Project Management?

26% of projects are successful.

46% of projects are challenged.

28% of projects fail.

Average cost overrun is 89%.

Average schedule overrun is 122%.

45% of functions provided in newly developed systems are never used.

## The Top Ten Reasons Why You Need Project Management..

A disciplined project management process is important to any project.  Project managers are expected to deliver results, on time (if not sooner) and on budget.  Solid project planning reduces the risks associated with any project you take on.  Here are ten reasons why you need project management:

1. Control Scope Creep and Manage Change,

Small changes in demands occur on every project.  They come from management, the customer, your project team, suppliers, or other stakeholders.  Individually, they may appear acceptable, but collectively these project demands can add up to a significant project expansion (referred to as “scope creep”) that can overrun your budget.  As a project manager, if you effectively manage the scope of your project, you have a better than even chance of effectively managing project resources — time, money, etc. — and managing change.

2. Deliver Project Results On Time and On Budget,

Project planning starts with a well thought out business case justification that usually includes some type of cost calculation associated with Return On Investment (ROI).  Once these measures are established, it is up to the project manager to ensure that on-time, on-budget performance is maintained; otherwise, the project will never produce the expected results.  That’s what good project management is all about.

 3. Focus the Project Team on the Solution,

The project team can easily drift off topic and spend too much time on the wrong tasks.  A good project manager keeps the project team focused by using a clear and concise project charter, resolving barriers, or shielding the team from unnecessary interference.

4. Obtain Project Buy-In from Disparate Groups

As President Lincoln once said, “Public sentiment is everything. With it, nothing can fail; without it, nothing can succeed.” A good project manager uses the tools in the initiation phase of project management to collect user requirements, project constraints, and a feasibility study to build a strong business case justification.  Using input from various sources, the project manager overcomes dissent and obtains buy-in by communicating the project benefits as the different stakeholder groups see them.

5. Define the Critical Path to Optimally Complete your Project,

Every project is made up of a series of connected activities, each of which has its own constraints.  The project manager identifies the critical path of activities — the optimal sequence of actions that best ensure the project’s successful completion.

6. Provide a Process for Estimating Project Resources, Time, and Costs,

Using project management software, previous project experiences, and a solid project initiation phase can provide the discipline needed to reduce project estimating errors, increasing the likelihood that the project will finish on time and on budget.

7. Communicate Project Progress, Risks, and Changes,

As a project progresses, stakeholders must be kept informed of the outcomes, changes, stumbling blocks, or successes that the project experiences.  Project management creates a project communication plan to address these communication issues, provide a format, and lay out a process for execution.

8. Surface and Explore Project Assumptions,

All projects are based on assumptions to some extent.  A good project manager delves into user requirements, project constraints, and management expectations to understand what is said and what is not said.  Relying on too many unconfirmed assumptions can invalidate a project schedule or, worse, sink the project.

9. Prepare for Unexpected Project Issues,

Every project runs into unforeseen issues, such as changes in market conditions, and is hit with random cause variability.  Experienced project managers plan for the unexpected by lining up alternative courses of action.

10. Document, Transfer, and Apply Lessons Learned from Your Projects

The last phase of project management focuses on “closing out” the project.  The project manager reviews how well each prior phase — project initiation, project planning, project execution, and project monitoring and control — was performed.  As part of good knowledge management, all project review notes should be dissected and analyzed for patterns, trends, and opportunities for improvement.  These “lessons learned” should be documented and communicated to other project managers before starting the next project.

Project Manager Value

The value a project manager adds is to a project is:

• Manages people in a stressful environment

• Keep everyone focused on the ultimate goal

• Manage the scope of the goal

• Constantly adjust workloads and timeframes to keep the project on track

• Manage problems. Not necessarily resolve the problems but ensure they are

  being addressed or escalated

• Ensure all the stakeholders are aware of any changes

• Fight for the necessary resources

• Plan ahead and take actions to ensure the plans can be followed

• Know where everything is up to, and manage dependencies between different

 Would project management have helped?

By better project management, perhaps the warning signs that the project was at risk could have been communicated. Expectations could have been managed. Perhaps better project management could have refocused the project to smaller deliverables in shorter timeframes, or a complete re-scoping of the project. All these are the normal activities of a project manager. Any experienced, people oriented project manager will understand these sorts of potential issues. By project managing the close down of the project, many of the employees could have been salvaged.

    Publisher :H.H.G.L De Silva

University Of  Peradeniya

Faculty Of Science

Contact : +94718657907

                       : geeth.pdn@gmail.com

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What is entrepreneurship?

                                 Introduction

This is the era of the entrepreneur! Through the world, growing numbers of people are realizing their dreams of owning and operating their own business.Entrepreneurship is thriving. The past two decades have seen record numbers of entrepreneurs launching new businesses and each year. American entrepreneurs alone start 3 to 4.3 million businesses each year and 84 percent are doing that for the first time.

I. The World of the Entrepreneur

A study by the Global Entrepreneurship Monitor (GEM) found 11.3 percent of the adult population in the United States is working to start a business. North America, South America and Latin America lead the world in entrepreneurial activity.

II. What is an Entrepreneur?

An entrepreneur is one who creates a new business in the face of risk and uncertainty for achieving profit and growth opportunities and assembles the necessary resources to capitalize on those opportunities. While we may not be able to teach entrepreneurship, we can teach the skills of small business management. This is an important distinction to make to students. Noted psychologist David McClelland characterized high achievers/entrepreneurs as possessing these traits:

• Desire for responsibility

• Preference for moderate risk (risk eliminators)

• Confidence in their ability to succeed

• Desire for immediate feedback

• High level of energy

• Future orientation (serial entrepreneurs)

• Skill in organization

• Value of achievement over money Other characteristics of entrepreneurs include:

• High degree of commitment

• Willingness to accept risk, work hard and take action

• Flexibility

The Benefits of Entrepreneurship

The primary benefits entrepreneurs enjoy include the opportunity to:

• Create their own destiny

• Make a difference

• Reach their full potential

• Generate impressive profits

• Contribute to society and be recognized for their efforts

• Do what they enjoy and have fun at it!

                                                                                       Publisher :H.H.Geeth Lakmal De Silva

                                                                                       University Of Peradeniya

                                                                                       Sri Lanka.

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The Need for an Expanded Conceptual Framework

The marketer must manage three sets of relationships--with customers, with suppliers, and with resellers. In both industrial buyer-seller relationships and in manufacturer-reseller relationships, we are talking about interorganizational relationships. In the microeconomic paradigm, the units of analysis are products, prices, firms, and transactions. In the new world of marketing management, we must also look at people, processes, and organizations.

Marketing scholars face two mandates for the 1990s. The first is to develop an expanded view of the marketing function within the firm, one that specifically addresses the role of marketing in firms that go to market through multiple partnerships and that is sensitive to the multiple levels of strategy within the organization. The second is to develop a base of empirical research that broadens our understanding of the forces leading to the development of long-term customer relationships, strategic partnerships with vendors, alliances for the codevelopment of technologies, and the issues involved in creating, managing, and dissolving these partnerships over time. Whereas the historical marketing management model has depended most heavily on economics, statistics, mathematics, psychology, and social psychology, the broadened view of the marketing function calls for work that spans the disciplines of political economy, organizational psychology, legal analysis, political science (government), and cultural anthropology.

In contrast to the microeconomic paradigm and its emphasis on prices, the political economy paradigm is better suited to understanding these firm-to-firm relationships. This is the argument first presented by Johan Arndt in articles published in 1979, 1981, and 1983. The political economy paradigm looks at marketing organizations as social systems--"dynamic, adapting, and internally differentiated. Important dimensions of marketing behavior are authority and control patterns, distributions of power, conflict and conflict management, and external and internal determinants of institutional change" (Arndt 1983, p. 52). Political economy has obvious potential to help us understand the role of marketing in managing relationships with other organizations and in developing support within the firm for activities necessary to respond to the changing marketplace. The political economy model has recently been applied most aggressively in the study of channel conflict (Dwyer, Schurr, and Oh 1987; Frazier 1983), but it offers solid potential for better understanding of all types of relationships and alliances in marketing (Day and Klein 1987). It is cited here as evidence of the availability of alternative conceptualizations of the functions of marketing to move the field beyond its historically narrow focus on transactions and prices based on the traditional microeconomic paradigm. 

Marketing As An Optimization Problem

Scholars on the leading edge of marketing responded with enthusiasm to the call for greater analytical rigor. At the root of most of the new managerial texts and the evolving research literature of marketing science was the basic microeconomic paradigm, with its emphasis on profit maximization (Anderson 1982). The basic units of analysis were transactions in a competitive market and fully integrated firms controlling virtually all of the factors of production (Arndt 1979; Thorelli 1986). Market transactions connected the firm with its customers and with other firms (Johnston and Lawrence 1988).

Analysis for marketing management focused on demand (revenues), costs, and profitability and the use of traditional economic analysis to find the point at which marginal cost equals marginal revenue and profit is maximized. Behavioral science models were used primarily to structure problem definition, helping the market researcher to define the questions that are worth asking and to identify important variables and the relationships among them (Messy and Webster 1964). Statistical analysis was used to manipulate the data to test the strength of the hypothesized relationships or to look for relationships in the data that had not been hypothesized directly.

The application of formal, rigorous analytical techniques to marketing problems required specialists of various kinds. Marketing departments typically included functional specialists in sales, advertising and promotion, distribution, and marketing research, and perhaps managers of customer service, marketing personnel, and pricing. Early organizational pioneers of professional marketing departments included the consumer packaged goods companies with brand management systems, such as Procter & Gamble, Colgate-Palmolive, General Foods, General Mills, and Gillette. In other companies, the marketing professionals were concentrated at the corporate staff level in departments of market research and operations research or management science. Examples of the latter include General Electric, IBM, and RCA. Large, full-service advertising agencies built strong research departments to support their national advertiser account relationships. Other large firms, such as Anheuser-Busch and General Electric, also entered into research partnerships with university-based consulting organizations.

Such specialized and sophisticated professional marketing expertise fit well into the strategy, structure, and culture of large, divisionalized, hierarchical organizations. 

Marketing as a Social & Economic Process

It is sobering to recall that the study of marketing did not always have a managerial focus. The early roots of marketing as an area of academic study can be found, beginning around 1910, in Midwestern American land grant universities, where a strong involvement with the farm sector created a concern for agricultural markets and the processes by which products were brought to market and prices determined. The analysis was centered around commodities and the institutions involved in moving them from farm, forest, sea, mine, and factory to industrial processors, users, and consumers. Within this tradition, three separate schools evolved that focused on the commodities themselves, on the marketing institutions through which products were brought to market, especially brokers, wholesalers, and retailers in their many forms and variations (Breyer 1934; Duddy and Revzan 1953), and finally on the functions performed by these institutions (McGarry 1950; Weld 1917). All of these approaches tended to be descriptive rather than normative, with the functional being the most analytical and leading to the development of a conceptual framework for the marketing discipline (Barters 1962; Rathmell 1965).

These early approaches to the study of marketing are interesting because of the relative absence of a managerial orientation. Marketing was seen as a set of social and economic processes rather than as a set of managerial activities and responsibilities. The institutional and functional emphasis began to change in 1948, when the American Marketing Association (1948, p. 210) defined marketing as:

The performance of business activities directed toward, and incident to, the flow of goods and services from producer to consumer or user.

This definition, modified only very slightly in 1960, represented an important shift of emphasis. Though it grew out of the functional view, it defined marketing functions as business activities rather than as social or economic processes. The managerial approach brought relevance and realism to the study of marketing, with an emphasis on problem solving, planning, implementation, and control in a competitive marketplace.

What is a business plan?

A Business plan is a formal statement of a set of business goals.

• Business Plans are decision -making tools.
• There is no content for a business plan.
• It may also contain background information about the organization or team attempting to each those goals.
• A Business plan represents all aspects of  business planning process ,declaring vision and strategy alongside sub-plans to cover marketing,finance,operations,human resources as well as a legal plan,when required.
• A Business plan is bind summary of those plans.

    Normal structure for a Business Plan

                    01.Cover page and the table of content
                    02.Executive summary
                    03.Business discription
                    04.Business environment analysis 
                    05.Industry background
                    06.Competitor analysis
                    07.Market analysis
                    08.Marketing plan
                    09.Operations plan
                    10.Management summary
                    11.Financial Plan
                    12.Attachments and Milestones