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What You Need to About Small Business Templates #e #business


#business templates

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What You Need to About Small Business Templates

There was a time, long ago, when the company opened a new process which was relatively unexplored. When you look back to the colonial times it was not very many businesses. The town Baker was not very competitive because it was probably the only baker around. Fast forward to today, and the small business has become a very big business. Small companies have already started so often that there are many small business templates available when starting a business or perform functions within the company.

There are templates out there today to help a person in the process of launching new businesses. If you look at the franchises available today, many of them are opening every store in a certain way. It help investors to rationalize certain functions and marginal costs. If you do not do something the same way every time you all can do it much faster and often save a lot of money at the same time.

Small shops, where the ownership remains in the hands of large corporations are well known to the following pattern. They are able to benefit even more from the individual store, because the corporation owns a very small store fronts. Many times they ensure the creation of new shop windows and buy in bulk. This saves even more money. Creating a cookie cutter store and perform the same function, and save a lot of time.





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About – Business Today #cincinnati #business #courier


#business today

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From the beginning, in 1968, our mission has been to create a dynamic forum for influential business leaders to interact with top undergraduate students from campuses worldwide, and to educate the leaders of tomorrow.

Business Today Magazine

Our oldest program, the Business Today Magazine, is the most widely distributed undergraduate publication in North America. With a significant direct-to-student distribution, we reach students from dozens of campuses all across America. Since our founding in 1968, we have published over 100 issues of Business Today. All of our operations are done in-house – writing, compiling, editing, designing, publishing, distributing – by our Magazine team. Remaining true to our mission, we distribute the magazine at absolutely no cost to our readers. Our content consists of exclusive executive interviews, student-written articles, and BT originals. We receive article submissions from contributors all over the world, and take care to compile those that fit best into our theme. Recent executives interviews include: Paul Volcker, Former Chairman of the Federal Reserve; Michael Ostrove, CEO of Paul Stuart, Ian and Shep Murray, Co-CEOs of Vineyard Vines; Bryan Schreier, General Partner at Sequoia Capital; Martha Stewart; and Clive Brown, COO of J.P. Morgan.

Our most interactive program, our Conference Series, brings together students and executives in a meaningful, face-to-face forum twice a year. The Conferences are our second-oldest program, and certainly one of our most popular, with thousands of applicants from over 30 different countries and 6 continents. We are very proud to say that all of our Conferences are free of cost or heavily subsidized for all student attendees, following our mission of providing access to all undergraduates from different geographies or socioeconomic status.

Our International Conference is in its 42nd iteration in 2016, and will take place in New York City from November 20th – 22nd, 2016. As Business Today’s flagship program, the IC hosts 150 students from all corners of the world. With inspiring keynote speeches, intimate seminars (both on-site and at corporate headquarters), an engaging case study competition, and a new seed-funding competition, the International Conference is the hub for incredible dialogue between students and executives. Past keynote speakers include Jeff Immelt, CEO of General Electric; Muhtar Kent, CEO of Coca-Cola; Wendy Kopp, Founder of Teach for America; and Steve Schwarzman, CEO of Blackstone. This year’s theme is “Rise of the Millennial Generation: Bridging the Gap.”

Women in Business Conference:

We launched our first Women in Business Conference in November 2015. Business Today’s Women in Business Conference provides female students from all backgrounds with the cost-free opportunity to attend a mentorship-focused conference that helps to develop an understanding of what challenges women face in the business world and how to overcome them. Past keynotes include Anna Sedgley, CFO of Dow Jones, Beth Comstock, Vice Chair of General Electric, and Barbara Byrne, Vice Chairman of Barclays. This year’s conference will take place in NYC in October.

For the past three years, we have partnered with Sequoia Capital to address the gap between West Coast start-ups and East Coast students. We are bringing together more than 250 of the brightest engineers and a handful of venture-backed start-ups to New York City both to learn from intimate seminars and keynotes, as well as to interview on-site for job openings. Past keynote speakers include Bryan Schreier, General Partner of Sequoia Capital; Bob Lee, CTO of Square; Vladimir Tenev, Co-Founder of Robinhood; Drew Houston, Co-Founder of Dropbox; and Patrick Collison, Co-Founder of Stripe.

One of our newest programs, the Digital Platform bears the mission of breaking down geographic barriers and creating a dynamic forum for students and executives all around the world. Furthermore, it allows us to capture and present our content from all of our programs, and make it accessible to students all over the globe. The Digital Platform was designed to be a highly interactive, content-oriented site, where students can come to read and contribute to conversations that are meaningful to them. We have exclusive executive interviews, articles written by both students and executives in response to each other, as well as exclusive content from all of our other programs.

With several outstanding programs beyond the Princeton campus, the Seminar Series looks back toward our academic community and works to connect executives with students here in Princeton. The gap we address is closer to home, creating a forum for Princeton students and corporate executives at our university, which does not have a business school. We work with companies in a wide range of industries to create a customized seminar that will be both engaging and educational for the self-selected students who attend the seminar. Our seminars strive to foster genuine discussions about a range of topics affecting today’s world. Past seminars include Howard Schultz, CEO and Chairman of Starbucks; Madeline Jacobs, CEO of the American Chemical Society; Jim Goldman, CEO of Godiva Chocolatier; Jonathan Mariner, CFO of Major League Baseball; Hiromichi Morimoto, President and CEO of Mitsubish Heavy Industries America, Inc.; Ron Meyer, Vice Chairman of NBCUniversal; and Jack Dorsey, Co-founder and CEO of Twitter and Square.

Our leadership consists of over a dozen officers, all Princeton undergraduates, who have dedicated a considerable amount of their time to the organization. Each of us directs a different program of the organization, with Asst. Directors and Staff on each team. This year, our organization has more than 60 active members, making it one of the largest student organizations on campus.

Feel free to email any of us with feedback, comments, or inquiries. We are always committed to improving the organization.


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How to Talk About Money in Your Family Business – Family Business Advisors #start

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How to Talk About Money in Your Family Business

“Chains of habit are too light to be felt – until they are too heavy to be broken.” – Warren Buffett

Talking about money within the family business can be uncomfortable and awkward. What’s worse is that everyone knows about it; financial questions and concerns can be at the forefront of everyone’s mind. Few habits are so critical and yet translate so directly to the success of your family business. David Harland. Managing Director of FINH

It is up to the family business leaders to engage their family in these conversations, and to do so with honesty and directly. The early rounds might be difficult, but the end result is a better work environment and easier conversations about other complex issues (such as remuneration or financial agreements). Start early so that you can establish a precedent, make clear the expectations, and deal fairly with others.

Begin with a trusted family advisor – someone to help facilitate difficult conversations – who can project an image of fairness, conscientiousness, and experience.

We often feel that our loved ones know us so well that we don’t have to voice concerns or bring in a third party. It’s the role of the business leader to let go of these assumptions and find a real solution. Communication needs to be clear and open, and this is best when the conversation includes an element of impartiality and specialized knowledge.

It’s unfortunate that so many family businesses start out with an informal management structure and don’t have specific practices and policies for family members. Instead, the structure of the family business is often made up as it goes, which can create an impediment to honest communication later on.

Topics of Conversation Between Members of the Family Business

The family conversation should have goals and should be prepared for, just like any meeting with a non-family business partnerThat also includes having a formal agenda. It’s common to have three levels of interest at play: business issues, family issues, and ownership.

So what you should talk about? Start with family’s history, legacy, and values. The younger a member of the family is introduced to this message, the better. I recommend placing extra emphasis on a multigenerational approach to human capital appreciation.

Chances are that your family has a mix of dominant thinkers and dominant feelers. The thinkers might be more open to the practical realities of business success. Feelers will appreciate the sense of togetherness, shared accomplishment, and appreciation among members of the group. Guide the topics of conversations into those areas where you’re most likely to get buy-in from individual members; other issues can be dealt with more easily afterwards.

Emotion Will Be Part Of It; Deal With Emotion Early

“Select your words carefully. Spoken words may have positive or negative effects, depending on the manner and timing of your speech.” Abdurrahman Bagdadizade Paksoy to his sons, addressing how the Paksoy family was shut out of its own business in 1956

Every business requires emotional decisions and every family brings emotionally charged relationships. These two don’t always mix nicely.

Emotion is a real dynamic that isn’t going away, but it can be dealt with effectively and even harnessed to create a positive dialogue. Use family councils to address family matters. Even if your family members share the same values, they may not share the same vision. If your family runs the risk of starting new battles every time an old one is closed, it’s best to start with outside facilitation early on and stick with it through to the end.

Create a sense of family unity with family stories. Make sure that younger generations can connect to the trials, successes, and anecdotes of the past. Let them speak and take care to actually listen. If less experienced members of the family are eager to bring a “fresh perspective” or innovative new ideas, this is the forum where they get their chance.

Tell a cautionary tale about past business episodes – especially if it has a personal impact. Not only will this help synergize the emotion in the room, but it will help emphasise the importance of properly addressed financial agreements. Just try not to get side-tracked in story land; it’s up to the business leaders to maintain focus on the long-term goal of multi-generational capital accumulation.

Always remember that money is a sensitive issue for many people. You’re likely to run into topics like fairness and competitiveness. These are important, but ultimately dangerous if mishandled because they can re-open old wounds or divert the conversation. Have a plan in place to stay on target.

There’s never a perfect time to talk about family business issues, with one exception: earlier is better. The sooner these conversations start happening, the sooner your family business can develop the type of effective communication that will stand the test of time.

For Advice on communicating about finance in your family business please call FINH 07 3229 7333


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Thinking About Starting #business #grants #for #women


#start business

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Starting a business is an exciting proposition, but it’s also an incredibly challenging undertaking. The resources in this section will help you learn about what it takes to start a business.

What characteristics do you need to be an entrepreneur? What does it take to start and succeed in business?

Starting a business can be the most important decision you make in your life. Ask yourself these 20 questions to begin your preparation and planning.

These 10 steps can help you plan, prepare and launch your business.

To run a successful business, you need to learn about your customers, your competitors and the economic conditions in your industry.

Get access to data and statistics on your competitors, industry and target customer groups.

One of the first decisions you will make is the type of business you will open. Before making your decision, explore the opportunities that are available like a home-based or online business.

When starting a business, advice from SBA partner organizations such as SCORE Mentors, Small Business Development Centers and Women’s Business Centers can help you avoid common pitfalls.


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Better Business Bureau: Trump Lied About Trump University Rating #business #card #designer


#better business bureau

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Better Business Bureau: Trump Lied About Trump University Rating

The Better Business Bureau on Tuesday briskly refuted a number of statements that Republican presidential candidate Donald Trump has made about Trump University, the now-defunct real estate seminar provider that many students allege was a scam.

In last Thursday’s Republican debate, the candidate defended Trump University despite the multiple lawsuits brought by former students and the state of New York.

Challenged by Fox News moderator Megyn Kelly about Trump University’s D-minus rating from the Better Business Bureau, Trump said that “right now it is an A.”

During a commercial break, Trump was caught on camera presenting the debate hosts with a piece of paper that he said showed that rating. “The Better Business Bureau just sent it,” Trump can be heard telling Fox News moderator Bret Baier. “This just came in, we just got it.”

“The BBB did not send a document of any kind to the Republican debate site last Thursday evening,” the nonprofit organization said on Tuesday. “The document presented to debate moderators did not come from BBB that night.”

As to Trump’s basic claim, the watchdog group said, “Trump University does not currently have an A rating with BBB. The BBB Business Review for this company has continually been ‘No Rating’ since September 2015. Prior to that, it fluctuated between D- and A+.”

Following the debate on Thursday, Trump tweeted what he said was the official A rating for the Trump Entrepreneur Initiative, a later name for Trump University.

On Tuesday, the Better Business Bureau said, “The document posted on social media on Thursday night was not a current BBB Business Review of Trump University. It appeared to be part of a Business Review from 2014.”

Furthermore, the nonprofit stated, “Trump University has never been a BBB Accredited Business. The document handed to the debate moderators on Thursday night could not have been an actual ‘Better Business Bureau accreditation notice’ for this business.”

Here’s the current review of the Trump Entrepreneur Initiative.

Better Business Bureau

Not only did the Better Business Bureau refute Trump’s claims about Trump University’s current grade; it also refuted his claim that the enterprise has “a 98 percent approval rating from the people who took the course [because] people like it. many did tremendously well, and made a lot of money.”

Here’s how the bureau tells it: “During the period when Trump University appeared to be active in the marketplace, BBB received multiple customer complaints about this business. These complaints affected the Trump University BBB rating, which was as low as D- in 2010.”

How did it ever have an A rating?

The company closed in 2011, and after that, the Better Business Bureau said, “no new complaints were reported.” Complaints that are more than three years old “automatically rolled off of the Business Review, [and] over time, Trump University’s BBB rating went to an A in July 2014 and then to an A+ in January 2015.”

Trump, however, claimed the opposite was true. He said the Better Business Bureau simply hadn’t had enough information about Trump U, and that’s why it received a D-minus. “Before they had the information,” the program scored poorly, he said, but “once they had the information. it is right now an A.”

More than 5,000 people are suing Trump and Trump University in California, where a class action suit alleges that many students spent more than $30,000 on what they were told would be a real estate investment mentorship, personally designed and overseen by Trump.

Watch the real estate mogul’s promotional video for Trump University:

In fact, the former students allege that Trump played no part in designing the course, choosing the teachers or mentoring students.

A second case brought by New York Attorney General Eric Schneiderman was cleared by an appeals court to move forward last week. This means voters are likely to hear a lot more about Trump University in the coming months.

The candidate tried to play down the seriousness of the allegations on Thursday, yelling, “It’s just a minor case! It’s a minor case!” over the voices of debate moderators.

On Monday, Trump also released a video (see below ) in which he singled out two people who asserted they’d been scammed by his seminar company. He accused them of saying “horrible things” and warned “we’re looking” for a third person.

A spokeswoman for Trump’s campaign and a lawyer for Trump’s business both declined to comment on the Better Business Bureau’s statement.


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Everything You Need to Know About Business Partnerships #top #business #schools


#business partnership

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Everything You Need to Know About Business Partnerships

Author, Attorney, and CPA

In his book The Tax Legal Playbook , CPA and attorney Mark J. Kohler targets the leading tax and legal questions facing small-business owners, and delivers clear-cut truths, thought-provoking advice, and underutilized solutions to save you time, money, and heartache. In this edited excerpt, the author offers some smart advice for creating a strong partnership.

You d be astounded at the number of clients I meet with who literally know nothing about their partner s background, their approach to business, and their vision for the partnership. They rush into the relationship so quickly that they don t even gather this fundamental knowledge about their partner.

Here are some issues to consider before you ink any partnership deal:

  • Obviously, only go into business with those you trust. Vet everyone in your business dealings, whether it be a contractor, a tenant, etc. This could mean conducting background checks and calling personal references. This is especially true with your business partner(s) and is by far the most important way to protect yourself when entering a partnership.
  • Address potential issues before they become issues. Talk about worst-case scenarios. If your partner isn t willing to do so, for whatever reason, you have the wrong partner.
  • Read and understand your partnership documents before you sign them. A good attorney can help you identify possible issues and present solutions, but ultimately you and your business partner(s) need to take ownership of the agreement and share a thorough understanding of how it will govern your business.
  • Consider getting separate counsel if using the same attorney as your partner(s) is presenting concerns.
  • If you live in a community property state, have every business partner s spouse sign the partnership/operating agreement and any amendments. The spouse presumably has an ownership interest in the business, and you want them to agree to the provisions of the partnership/operating agreement. This is especially important regarding the method of valuing the business when buying out a partner in the event of a divorce.

Setting Up the Partnership

Creating the partnership agreement and setting up the proper entity/structure for the partnership are the two most important steps in the partnership process. Understanding the mechanics of how your business will be managed is the key to designing your partnership agreement and documenting the terms. While the list of items to consider in a solid partnership agreement is indefinable every partnership is different I ve narrowed it down to my top ten:

1. Partner roles in signing and authorizations. Have a very clear understanding of what the managers or officers of the business are authorized to do on behalf of the company.

2. Duties and responsibilities of each partner. There should be a description of each partner s responsibilities and duties so each partner knows what to expect from the other. Furthermore, there should be predetermined consequences for partners not completing their duties.

3. Contributions of capital. What amount of time, money, and assets is each partner contributing to the partnership? This includes the initial contributions as well as additional contributions that may be necessary to continue operating the business in the future.

4. Rights to distributions, profits, compensation, and losses. Any right of the partners to receive discretionary or mandatory distributions, which includes a return of any or all of their contributions, needs to be clearly and specifically set forth in the partnership agreement.

5. Unanimous vote requirements. Which events or decisions will require a unanimous vote of the business partners? It s crucial that you and your business partners decide the procedure together from the outset.

6. Dissolution or exit strategy. The partnership agreement should indicate the events upon which the partnership is to be dissolved and its affairs wound up. It s possible the business concept and model don t lend themselves to answering this question. But, for example, in a real estate deal, it s important to have a timeline and possible triggering events that will lead to either selling the property or buying out one of the partners if they don t want to stick around for the long haul.

7. A buy-sell provision or separate buy-sell agreement. This type of agreement addresses major changes in the partnership arrangement. For example, what if one partner voluntarily or involuntarily leaves the partnership? How are they bought out? What happens if you want to sell your ownership interest should your business partner have a right to buy it before you sell it to a third party? What if your business partner dies? Or gets divorced? Or files for bankruptcy? Or just wants to retire?

8. Expulsion provision. Carefully consider this provision, which is a double-edged sword. The benefit of such a provision is that you can put in writing when a partner can be forced out of the business. For example, you and your partners could agree that if one partner isn t pulling their weight, they can be forced out. But be certain your well-deserved, three-week vacation to Tahiti doesn t trigger the expulsion clause.

9. Noncompete provision. For example, you and your business partner(s) may agree that if one of the partners leaves the business, they cannot open a competing business or work for a competing business within a certain number of miles and for a certain period of time.

10. Miscellaneous provisions. Some examples include a provision for attorney s fees for the non-breaching party if they win a lawsuit, a mediation or binding arbitration clause so you don t have to go to court if you don t want to, or a venue or choice of law provision on which state law would be applied in a contract dispute and where the dispute would be litigated.

Make sure you sit down with your partner(s) to discuss the best- and worst-case scenarios. Have a competent and honest attorney represent the company or have each partner hire an attorney to review the partnership documents and address the above issues, as well as the individual and specific needs of your and your partners particular situation.

The Best Entity for a Partnership

In most cases, the best structure for a partnership is the limited liability company (LLC). I realize there are unique situations where a corporation or a limited partnership might make sense; however, those are the exception and not the rule. In fact, if you need to save taxes, it s typical to have each member s share of the LLC owned by an S corporation.

There are three significant reasons why the LLC is such a perfect entity for partnerships. Here s a brief summary:

1. Its limited liability protection shields you from the acts of your partner (and vice versa). Without it, you have unlimited vicarious liability.

2. The operating agreement and corresponding initial minutes and formation documents are fantastic documents to define all of the partnership terms.

3. The flexibility of the LLC is beneficial for allocating profits, losses, and capital, as well as for allowing individual partners to do their own tax planning after they receive their allocated share of profit.

Partnership Management Tips

After all the documentation s been completed and you begin operating as a partnership, you should follow several procedures for a successful venture.

Here are the top three habits that will help a partnership succeed:

1. Communication and documentation. As the business partnership evolves, record and document anything that s contrary to your initial partnership/operating agreement. A good partnership/operating agreement will allow for revisions due to changing circumstances, but these should always be in writing and signed by each business partner.

2. Be involved in your business. Don t ever think a partnership is a turnkey operation. People who aren t in constant communication with their partners will soon find themselves on the outside and in a dispute. Clearly understand your duties and responsibilities, and fulfill the expectations of your partners or readdress what those expectations should be.

3. Bookkeeping and tax deposits. Don t cut corners on bookkeeping and finances. This is the lifeblood of your business and will determine when and how your profits are distributed. Making sure your tax deposits are made on time and in the right amounts is also the backbone of good tax planning in your partnership. Beware of phantom income, which is income from the partnership that exists on paper but has no corresponding distributions. This can wreak havoc on a partner s individual tax return without proper bookkeeping and planning.

Copyright 2016 Entrepreneur Media, Inc. All rights reserved.


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What You Need to About Small Business Templates #business #continuity


#business templates

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What You Need to About Small Business Templates

There was a time, long ago, when the company opened a new process which was relatively unexplored. When you look back to the colonial times it was not very many businesses. The town Baker was not very competitive because it was probably the only baker around. Fast forward to today, and the small business has become a very big business. Small companies have already started so often that there are many small business templates available when starting a business or perform functions within the company.

There are templates out there today to help a person in the process of launching new businesses. If you look at the franchises available today, many of them are opening every store in a certain way. It help investors to rationalize certain functions and marginal costs. If you do not do something the same way every time you all can do it much faster and often save a lot of money at the same time.

Small shops, where the ownership remains in the hands of large corporations are well known to the following pattern. They are able to benefit even more from the individual store, because the corporation owns a very small store fronts. Many times they ensure the creation of new shop windows and buy in bulk. This saves even more money. Creating a cookie cutter store and perform the same function, and save a lot of time.





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What You Need to Know About Stock Markets Today #at #home #business #ideas


#financial markets today

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What You Need to Know About Stock Markets Today

By Anne Kates Smith | October 2010

Thanks to electronic trading, the stock market is wilder than ever.

Editor’s Note: We are re-featuring this guide to understanding the markets in light of the announcement on February 15 that the parent company of the New York Stock Exchange has agreed to merge with Deutsche Boerse. The merger would create the world’s largest operator of financial markets. Deutsche Boerse shareholders would own 60% of the merged company; NYSE Euronext shareholders, 40%. The text below has been updated since publication in the October 2010 issue of Kiplinger’s Personal Finance and the data is as of February 16, 2011.

1. There’s no “there” there. You may picture a bustling exchange, where commerce begins and ends with the clang of a bell. But the “stock market” is an increasingly fragmented collection of more than 50 trading platforms, almost all electronic, with various protocols, rules and oversight.

2. The Big Board has shrunk. Images of the New York Stock Exchange still dominate business-news broadcasts. But, in fact, just 34% of the trading volume in stocks listed on the NYSE actually occurs on the exchange, down from 79% in 2005. Nasdaq, the first electronic exchange, accounts for about one-fifth of all U.S. stock trading. Newer exchanges, such as Direct Edge, in Jersey City, N.J. and BATS Exchange, in Kansas City, Mo. each account for about 10% of trading volume. About 30% of U.S. trading volume takes place off exchanges.

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3. ECNs are the new matchmakers. Electronic communication networks match up buy and sell orders at specified prices for institutional investors and brokers. This is where “after-hours” trading occurs. In addition, hundreds of broker-dealers execute trades internally, filling orders out of their own inventory.

4. Some trades are shrouded in mystery. You’ve heard of dark stars. Now there are dark pools — private networks, sponsored by securities firms, where professionals trade without displaying price quotes to the public beforehand. Such dark pools account for more than 10% of stock-trading volume. The Securities and Exchange Commission wants to make dark pools more transparent to avoid a two-tier market that denies the public important pricing information.

5. You’re sure to get the best price — most days. According to an SEC rule, your trade is supposed to be routed to the platform with the best price at that moment. But when some venues aren’t functioning as normal, exchanges may override the rule. The rule didn’t apply during the “flash crash” of May 2010, when an intentional slowdown on the NYSE caused orders to be routed elsewhere, at lower prices.

6. There are fewer traffic cops. In the old days, specialists and market makers kept markets liquid by stepping up to buy — or sell — when a stampede of investors headed the other way. Now, not all exchanges require market makers. High-frequency traders, who program computers to profit from minute price discrepancies and can execute trades in milliseconds, were supposed to fill the void. But they don’t have to, despite the fact that they often account for 50% or more of total trading volume.

7. Stoplights are coming. A pilot plan, recently extended until April, calls for stock-by-stock circuit breakers that would be applicable across all trading platforms. The plan currently applies to stocks in Standard & Poor’s 500-stock index, the Russell 1000 index and certain exchange-traded funds, and calls for a trading pause if the share price changes by 10% within a five-minute period. Since December, market makers in exchange-listed securities have been required to maintain continuous buy and sell quotes within a certain range of a security’s most recent share price, putting an end to occasionally ridiculous quotes, far removed from prevailing prices, that were never meant to be executed.


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SBS – About SBS #grants #for #business


#small business services

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The Department of Small Business Services (SBS) helps unlock economic potential and create economic security for all New Yorkers by connecting New Yorkers to good jobs, creating stronger businesses, and building a fairer economy in neighborhoods across the five boroughs.

Helping Businesses Form and Grow

NYC Business Solutions is a suite of services that help businesses start, operate and expand in New York City. Regardless of the size or stage of a business, NYC Business Solutions can help meet the needs of entrepreneurs and business owners. NYC Business Solutions services can be accessed at NYC Business Solutions Centers located in the five boroughs. Services include:

Business Planning to help businesses develop appropriate strategies to reach their business goals

Business Courses to teach businesses business planning, computer-based bookkeeping, and marketing skills

Financing to help businesses identify lenders, package loan applications, and increase their chances of receiving loans

Legal Review of Contracts and Leases with a network of lawyers offering pro-bono services

Hiring to provide businesses access to a ready pool of screened job candidates

Training Funds to improve the skills of entry-level employees while increasing the profitability of businesses

Minority/Women-owned Business Enterprise Certification to help businesses become certified and access assistance related to bidding and procurement opportunities and to technical support through SBS Division of Economic and Financial Opportunity.

Navigating Government to help businesses understand regulations and meet requirements

Incentives to save businesses money as they relocate, expand or make capital improvements

NYC Business Acceleration helps businesses open or expand more easily and faster, operate more smoothly, and recover from disasters. Business Acceleration provides a variety of services to help businesses navigate government rules and regulations, permits, licensing, and inspections. Services include free one-on-one client management, plan reviews, consultations with inspectors, and inspections from City agencies including Buildings, Fire, Health and Mental Hygiene and Environmental Protection.

Connecting New Yorkers to Jobs and Training

SBS runs New York City s workforce development programs, which connect employers to a skilled workforce and provide training and placement services to the City s adult workforce. Workforce1 Career Centers are located throughout the five boroughs and provide the City’s jobseekers with a full array of employment services including career advisement, job search counseling, skills training, and job placement. SBS operates these centers in coordination with the New York State Department of Labor and the City University of New York, combining the expertise of many different organizations to provide a seamless network of employment services and business development resources.

Investing in New York City s Commercial Districts

SBS oversees and supports New York City’s network of 72 Business Improvement Districts (BIDS) – the most comprehensive system of its kind in the country. BIDs are locally based organizations that keep their commercial districts clean and safe, market those districts to consumers, visitors and new businesses, and invest in capital improvements to open opportunities for other economic development initiatives to succeed. Collectively, New York City s BIDs contribute $80 million in supplemental services to more than 64,000 businesses.

SBS runs Avenue NYC. a public/private partnership to build thriving neighborhood business districts throughout New York City. SBS works with local partners to make seed investments in maintenance, capital improvements, business recruitment, real estate development and marketing, which attract additional private investment and encourage business growth. Avenue NYC is currently working in more than 100 neighborhoods throughout the five boroughs.

Promoting Opportunities for Minority and Women-Owned Businesses

NYC Business Solutions is committed to encouraging a competitive and diverse New York City business environment. NYC Business Solutions Certification and Access supports local and historically underserved small businesses by certifying Minority- and Women-Owned Business Enterprise, Locally-Based Enterprise, and Emerging Business Enterprise and working to ensure their access to New York City contract opportunities. SBS also provides a host of free services to help certified firms grow, including educational seminars, business counseling, networking events, access to bonding, and capital and bidding assistance.


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About Sumy Designs – Who We Are and What We Do – Sumy Designs

#business website design

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Who We are and What We Do

We are Sumy Designs, LLC. Our business is based in West Lafayette, Indiana.

Our History: Sumy Designs was created by two sisters, Susan Sullivan and Amy Masson in 2006. Susan had been working as an advertising and marketing director with a large publishing firm while Amy had been teaching computer technology. After leaving those respective career paths, a friend asked if we’d like to make a website for her. We said yes. A friend of this friend saw that website and asked us to make a website for her. We said yes. And so and so forth and now we have created many, many sites for many happy clients across the US, Canada, and England.

Susan is our designer, in charge of all things creative and beautiful. She has the vision and skills it takes to create custom masterpieces for every project.

Amy is our resident technical expert, with the skills to make every website function as it should.

Interesting fact: While the business is based in West Lafayette, Susan lives in the Dallas Forth Worth area. We work together virtually, via email and video chat, to seamlessly design, manage, and maintain projects of all sizes.

Where’d you come up with the name Sumy? It’s a combination of our first names. SU san and aMY.

Our Support Team

While Amy does the behind the scenes work and Susan does the design, there are a lot of other areas that need attention, so we have recruited a team of fabulous people to work with us to bring these jobs to completion. Being a virtual business, we are able to employ people from all over the country to work with us.


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