Global Public Articles

The unfortunate truth is that as the recession deepens and threatens increased severity for 2009, jobs in insolvency and administration are opening up on a large scale. This is occurring because administration is the only favourable option for many businesses in the red.

Previously, private equity firms and trade buyers would capitalise on the cheap opportunities, but in the current economic climate even these firms, that would normally seek out bargains, are refraining from any risky expenditure. Similarly, banks which would traditionally lend to new owners are refusing to extend loans or help rescue struggling businesses. Everyone is feeling the squeeze and having to act the miser this Christmas.

These difficult circumstances are making insolvency practitioners highly sought after. As an insolvency practitioner you would be professionally qualified and experienced to aid individuals, institutions and companies going into insolvency and saving them from liquidation or bankruptcy.

In 2007 there were 16,168 recorded business failures and this figure is set to skyrocket to over 19,000 in 2009, the largest number since the dot-com bubble burst a decade ago. It is more credible for people and companies to pay back at least some of the debts they owe their creditors rather than claim themselves completely bankrupt.

The amount of corporate restructuring promises to steadily rise over the next 12 to 16 months and administrative firms across the country are looking for experienced practitioners to deal with the increase in demand. Other than the relevant qualifications, most firms will look for candidates with at least 3 years experience working for a recognised competitor.

Applicants need to be familiar in dealing with big business clients as well as individuals on a personable level as financial difficulties can be an extremely stressful circumstance especially when those in trouble are responsible for a family or a large number of other people’s jobs.

Although in the summer of 2008 The Insolvency Service released figures that 24,553 individuals were declared insolvent which is actually 2% less than the first quarter of 2008, the trickle down affect of the credit crunch will take 6 to 12 months to be truly felt by everyone and these numbers will inevitably increase. But the bad news of recession is having a considerable affect on the customers, deterring people’s formerly frivolous high-street expenditure. It would appear that consumers have gained some control on their expenditure with many people abstaining from spending money they really don’t have.

There is a spectrum of possibilities that can be considered during the peril of insolvency. From receivership matters to liquidation, debt restructuring to revised finances. The understanding of these areas is vital and applicable skills in how to best deal with these issues are going to strongly aid anyone looking to further their career in insolvency. It is undeniably an often depressing vocation but in these tough times of credit crisis the opportunities out there to help others with these essential skills are almost infinite.

John McE writes articles on a number of subjects including credit risk and insolvency. For insolvency and corporate recovery jobs and credit job vacancies visit Commercial Finance People.

The word regatta evokes memories of particularly English summers with chequered picnic blankets, nearby cows and lots of bunting flapping about in the air. This is probably because I grew up in small riverside market town on the Suffolk coastline, and that was exactly what it was like.

The regatta was an event that would draw the whole town together in a flurry of excitement and an all out aim to have as much fun as possible. Come rain or shine, the regatta went ahead, to seal that little bit of British culture into my childhood memory.

I do sometimes wonder how idyllic this memory is, because if I try hard enough, I swear I remember Pimms flowing as freely as the estuary tide. However this is evidently a memory placed in my brain by a recent marketing campaign that has picked up on the same English idyll ingrained in my hippocampus.

These annual events on the rivers of Britain are a tradition, and do still go on, but what is the history behind them, can we rightly lay claim to them as part of our heritage and are they still as tantalisingly twee as a Beatrix Potter masterpiece?

The term originates in Venice, and was a term used for a gondola race along the Venetian water ways, breaking down as a Latin conjunction of contend to seize. Its modern day definition is thought to have originated in the early 1700s when the first race of that name was conducted on the River Thames in England. One could therefore presume that this was when the regatta first began to incorporate itself into English culture.

This is quite likely to be the first ever Henley Regatta, held on the Thames by the town of Henley on Thames. The event is now referred to as the Henley Royal Regatta and is a prestigious annual event in the social calendar.

The race covers just over one mile from Temple Island to Henley Bridge, and as with all boat races of this type, open only to amateurs. The definition of amateur has been the cause of many disputes in the history of rowing and racing, and there have been some incredibly convoluted definitions of the term.

I can vouch that despite the presence of a yacht club in my home town, every participant was considered a valid contender, and the races were set up in accordance of ability. From children making rafts from refuse to old sea dogs battling it out on the tumultuous tide.

The ladies from the WI had a cake stall, there was a white elephant raffle run by the local church and rides on the river for anyone not brave enough to forge their own seafaring craft for the day. The atmosphere was full of fun and a great family day out; not very Venetian, but incredibly English, as inspired by Henley Royal without a doubt.

At this particular regatta, the emphasis is on the atmosphere, and loses none of that small town English charm. Boat rides as well as races combine with good food, champagne and no doubt swathes of chequered tablecloths beneath the traditional afternoon tea. Watching the races unfold before you on the charming and picturesque Temple Island is just like being in your very own incredibly English riverside town, where it is Pimms O’Clock all day long.

Dominic Donaldson is an expert in the hospitality and corporate entertainment industry.
Find out more about Henley Royal Regatta Hospitality and how to have a taste of England on the banks of the River Thames at Keith Prowse.

In these heady days of mass marketing, it can be a tough job to make yourself stand out from the competition, especially when putting in a pitch to a prospective client.

To have a proposal that has more clout it can be useful to take a few tips from the school of psychology and weave them in to the pitch. The psychology behind marketing strategies can sometimes seem obvious, but it is often the attention to small detail that can make the difference between a client won and a client lost.

One of the more challenging sectors to try and ply ones trade is in the venue agency business. This is primarily because, as an agency you are not able to offer a particularly unique package that is not available to anyone else.

The skills involved with running this type of business is in locating the right venues for a client. Having access to information and being able to collate this into an attractive proposition is where the skills really come in. The idea is to make the client feel like your agency is better than any other at locating the perfect venue.

This is where the psychology behind marketing comes in, to give the pitch a little colour, venue proposals need to be branded with your company logo, and prepared in a way that sets the selection apart from the rest. In the 1960s, a marketing strategy was designed that is said to influence a client’s decision to purchase services. It is commonly known as the Four Ps, which are Product, Pricing, Promotion and Placement.

The process involved in implementing the Four Ps utilises the psychological conditioning as highlighted by Ivan Pavlov. This is often better known as Pavlovian response, Pavlovian conditioning or Pavlovian association. The basic premise is that through association, and positive reinforcement it is possible to condition a subject to choose an outcome or in this case, product, under what they think is free will.

A good example is the creation of colour venue proposals being used in a pitch. First of all, the product, the venue is presented in full colour high quality graphics. To anchor the interest of the client, use at least one iconic image of the venue, and then pair this with a stylised or artistic image. This gives familiarity the client requires, and a unique perspective that leads the client to believe in a bespoke service.

The Pavlovian aspect of the second P, pricing, lies in a price comparison with rivals and highlighting why the service on offer is superior to other companies. Use the proposal to include images provided by rivals along with their price structure, make their images less aesthetically pleasing.

The promotion of the venues should incorporate your company logo with affirmative sales ploys, such as discounts, bespoke packages and images from past successful events. This will make the association between your brand and these venues stronger. To seal the deal, place your product in line with the client. Merge your branding with theirs on a strong image along with images that reinforce success and value for money.

Utilising colour theory will aid this, and the choice of colours should be aimed at your clients business. Mirror the colours they use in their own promotional material and you will immediately make the proposal look like it belongs to them. Through the correct application and use of a full colour proposal it is possible to utilise many tricks of the trade when it comes to marketing and selling a product or service.

Dominic Donaldson is an expert in the venue hire industry.
Find out more about colour venue proposals and how they can promote the best venues for your clients at Click 4 Venues.

A common myth about company logo shirts and corporate apparel is that in order to look professional it needs to be uncomfortable and unfashionable. This is completely untrue. With a few smart choices, you can design custom polo shirts and other work clothing that look and feel great while presenting your company’s image and brand to the world. This includes the material you choose, the colors, and even the cut.

Material Choices

One of the most important choices for stylish and comfortable company logo shirts is the material they will be made of. Clingy materials such as nylon or Lycra can be extremely hot and uncomfortable. For professional looking clothing, look for cotton styles. Pure cotton is one of the most breathable and absorbent materials available.

Material is an important consideration - as it helps the wearer to stay cool and prevent excessive sweating. The texture of cotton fibers gives this material the ability to be warm in the winter. Lastly, clothing made from this fabric is free from static so there are no bouts of embarrassing static cling in the office.

Cotton is a good choice for your staff and the environment. Natural cotton fibers have a low risk when it comes to causing an allergic reaction. This way, you don’t need to order two separate types of custom polo shirts or other corporate apparel for those with sensitive skin. It is also good for the environment because it eliminates the extra chemicals that are used to create synthetic fibers. If you are concerned about wrinkling, you can look for a product that has a small amount of polyester or other synthetic fiber and still maintain some of its green value.

Colors

Business owners often feel that in order to maintain that professional look, custom polo shirts and other company logo shirts need to be in black, navy blue, or other dark color. Trends have completely changed this idea. Adding color to your corporate apparel can make your company stand out and recognizable in some instances.

When trying to choose a color, there are three main options. Many businesses select a color that matches their company brand. This could be one solid color or a base color with small areas of accent colors. Another choice is to consider the emotions you would like to associate with your business. Yellow, for instance, promotes happiness while light blue has a calming effect. Lastly, you can associate the colors with the role of your organization. A marine industry business, for example, may like to have a water colored uniform.

Style

Button style clothing is considered standard for formal wear, but it isn’t necessarily the only option. Golf shirts or custom polo shirts are quickly becoming more popular because they still appear professional while providing a higher level of comfort. Sleeve styles are also important. Many people prefer a well cut raglan sleeve because it allows for the maximum amount of arm movement.

If you are having difficulty deciding on what combination makes the best company logo shirts, many places will allow you to order one or allow you to see a sample online to get a good idea of what it will look like. It is also a good idea to get a few different opinions if you aren’t certain of the design. This way, you get a few different points of view and are not stranded with a large number of custom polo shirts or other items you can’t use.

Author is a freelance copywriter. For more information on company logo shirts and custom polo shirts visit http://www.corporateshirtsdirect.com/.

A market downturn can take the luster out of a growing business and end any glory days it may have experienced but even more devastating to any business is the effects they reap when they try to make the wrong segment of its fans happy. While privately held companies often struggle for funding, going public may not be all that it is cracked up to be either.

Once the shift has been made to a publicly traded status, there is another bunch offer the business owners can advice on how to run the business. They are called shareholders and to many businesses can be dark cloud blocking the sun on their future. When things are going good and shareholders are earning good returns, they tend to stay in the background silently collecting their dividend checks. When an even occurs that may cause a loss of revenue, some shareholders are the first ones out the door, placing blame on everything and every body.

Earnings expectations are the darling of the investment community and companies that meet or exceed their earning are praised regularly. They may escape massive criticism for failing to meet one quarters earning projections, but two in a row can be a death knell for a business. Unfortunately, the fallout from missed earnings and the wrath of the investors usually fall on two places that have the least amount of control over the business operations and they affect most customers and employees.

As unwise and unfair as it may be, when companies are struggling to turn a profit, the logical step is to cut expenses, to bring them inline with income to maintain the profit margin. One of the quickest ways to reduce expenses is by cutting payroll or benefits, leaving the business short staffed with unhappy workers who have to work harder for possibly less benefit. When a business lack the manpower to properly take care of the business, customer service suffers.

This circle can be likened to a buzzard circling dying prey in the desert. Sales have gone down, expenses have been cut resulting in fewer workers, resulting in less customer service, resulting in fewer customers, resulting in even fewer sales. Sometimes businesses need to just bite the bullet and live with a small loss over a short period, depending of course on the circumstance that caused the downturn and continue to give customers a reason to visit their business.

If the customers remain and sales can improve, the earnings will return and the growth path continues. However, in some cases the business may deserve to die, if the leadership of the company is not taking care of business when they have the chance. As a business owner it is important to recognize the needs of the customer and the employees as opposed to always looking after the wants of the shareholders. The owner needs to consider how pleased the shareholders will be if the customers stay away in droves and the business closes. Keeping customers happy should be their main concern, as well as the concern of the shareholders.

Obinna Heche. Los Angeles - California

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