History Of Radley Bags – From Bag Lady To Millionaire

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Seldom does a designer brand come from nowhere to „must have“ status in such a short space of time as Radley have.

Radley bags are now the highest selling designer bag in the U.K. and yet the first bag was only created in 1998 !

Ms. Lowell Harder started selling bags on Camden Market, London. She designed her own bags and had them manufactured in India. Her designs caught the attention of the John Lewis retail chain but without financial backing Ms. Harder knew she would struggle to fund the venture. She agreed to let her company be taken over by Tula which then gave her the freedom to concentrate solely on designing bags.

It was at this point that she started designing bags under the Radley name however things did not start well. Retailers didn’t appreciate her colourful designs and wanted her to design something more subdued and more commercial. Harder refused and continued to designs that appealed to her own sense of style and fun. The colourful bags soon started attracting a very loyal following. As a self confessed dog lover Lowell started putting cut out images of a Scottish Terrier on her bags and the public loved them! Every Radley bag and accessory created since now has the famous Scottie logo on it.

The dog appears prominently on the Radley signature bag collection and is often part of the scene itself.

The Radley ethos of fun and practicality have earned the brand thousands of fans including celebrities such as Myleene Klass, Natasha Bedingfield and Cameron Diaz.

Radley insist they are not a „fashion led“ brand and the only trend they do follow are seasonal colours. The Radley ethos is to make bags not for fashion
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Arizona Real Estate Law – Using a Partition Action to Resolve an Ownership Dispute

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It is a frequent occurrence that people who jointly own Arizona real estate find themselves unable to agree about whether to sell and/or how to manage the property. When that happens the Arizona Revised Statutes provide a mechanism whereby one of the owners of the property may compel the sale of the property and distribution of the resulting proceeds.

The partition statute, set forth at A.R.S. Section 12-1211 et seq., provides for the appointment of one or more „commissioners“ who are charged with selling the property. If the property can be physically partitioned by dividing it into equitable portions, an owner who wishes to retain ownership of his or her share may be able to do so. In most cases involving single family homes or other properties that are generally not divisible, however, the property will have to be sold and the proceeds distributed.

The commissioner(s) appointed to manage this process will usually be Arizona real estate brokers or other similar professionals who are uniquely qualified to prepare the property for partition and/or sale. Although the court can make whatever order is deemed fair and necessary, the commissioner(s) are usually compensated by receiving a sales commission.

In most cases partition actions do not involve defenses allowing on or more owners to block the sale (unless they want to buy out the other owner(s)). That being the case, partition actions that do not involve other related issues can be handled fairly quickly without excessive expense. Nonetheless, because an Arizona partition action must be filed in the Arizona Superior Court and must strictly comply with the statutory guidelines, a party seeking to force partition of a property or facing a partition complaint filed against him or her should seek professional advice.

An experienced Arizona real estate lawyer should be able to help guide you through a partition action. If you’d like to force a partition a lawyer can help make sure your partition complaint meets the statutory requirement and that the order compelling the partition provides the relief you seek. If a partition action has been filed against you an experienced Arizona real estate attorney can help make sure you receive an equitable hearing and distribution of any partition proceeds.

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Roundtable Debate: UK Public Sector Shared Services – Where Now and Where Next?

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Sharing services has risen up the agendas of the UK’s national and local governments in recent years, propelled by political and financial trends as well as by more concrete factors such as Sir Peter Gershon’s 2004-5 Efficiency Review and Sir David Varney’s report on transformational government. In an attempt to throw some light on recent developments and to examine where shared services may be headed in future, SSON convened a roundtable debate involving a group of practitioners and advisors at local and national level, chaired by SSON’s online editor Jamie Liddell. The results were, indeed, illuminating…

Attending were:

Tony Isaacs Programme Manager Warwickshire Direct Partnership The Warwickshire Direct Partnership is an alliance comprising all six local authorities in the county of Warwickshire: North Warwickshire Borough Council; Nuneaton & Bedworth Borough Council; Rugby Borough Council; Stratford District Council; Warwick District Council; Warwickshire County Council; and three private-sector partners in Steria, MacFarlane Telesystems and Northgate Information Systems. The partnership includes a shared services programme relating to its CRM [citizen-relationship management] system. For more information see www.thewdp.org.uk

Dominic Swift Head of Shared Services Browne Jacobson Browne Jacobson is one of the largest law firms in the Midlands with offices in Nottingham, Birmingham and London. The firm acts for over 100 local authorities, either directly or through their insurers. It recently published its Shared Services Survey ’08, one of the most comprehensive surveys ever carried out into shared services in the UK. For more information see www.brownejacobson.com

Peter Telford Chief Executive Officer Research Councils UK Shared Services Centre Research Councils UK (RCUK) is a strategic partnership between the seven UK Research Councils. RCUK was established in 2002 to enable the Councils to work together more effectively to enhance the overall impact and effectiveness of their research, training and innovation activities, contributing to the delivery of the Government’s objectives for science and innovation. For more information on the RCUK Shared Services Centre see http://www.rcuk.ac.uk/aboutrcuk/efficiency/sharedservices

Ray Tomkinson Local Government Improvement Specialist and Shared Services Author Ray Tomkinson is the author of Shared Services in Local Government: Improving Service Delivery (Gower, 2007). Ray managed the Welland Partnership shared services project and currently operates as a consultant.

SSON: Peter, you’re at the head of one of the more prominent national shared services centres [SSCs]. Can you explain a little about the drivers behind the move in your organisation?

Peter Telford: Behind the Research Council’s business case are benefits focusing on what are seen as financial gains which will be passed back to research and the research community, but probably more importantly in the early stages is the feeling that we can secure better effectiveness in business support to that research community by aggregating the seven Research Councils‘ services onto one common platform, and transforming them. The business case started with an outline about two years ago. There was a lot of work done on certain parts of the shared service model even before that, but the activity’s really come together in the last two years. The full business case was accepted by the Research Councils in line with CSR07 [Comprehensive Spending Review 2007] in August last year, and the intention at the moment is that we will go live on the platform at the beginning of next year. We already have some services live in the IT and strategic sourcing areas.

SSON: Tony, your project’s been going for rather longer than that. Would you say that the drivers behind the Warwickshire Direct Partnership are similar?

Tony Isaacs: I think ours were slightly different in that when we started off in 2002/3 the driver behind that was, basically, to capitalise on the money that was available from central government at the time. We made a bid as the Warwickshire Online Partnership, and set up that particular group specifically to bid for that money: a total of £2m. We identified a number of different projects that we would attempt to procure and implement with that money, not least of which was the joint procurement by all six authorities in Warwickshire of a CRM [citizen-relationship management] system and associated telephony systems. We got the full £2m and since then we have actually implemented it; we jointly went to procurement and we’ve ended up with the Northgate front office CRM system.

Now I don’t think the goalposts have changed, but the drivers have. I think the drivers have changed in that there is no money available now; it’s exactly the opposite insofar as before there was money splashing about, if you will, from central government, and now it’s the opposite insofar as with CSR07, with all the efficiencies and demands that there are on local authorities to save, there is an overriding need to make things more effective and more efficient, and shared services is seen as being one key method of doing that – with the consequence that we are in a position now where our chief executives, our leaders, are very keen in looking at what can be done. And based upon that – or around all this – is the whole area of the two-tier structure within Warwickshire, and the drive that the government may want to push – and seems to be pushing – with regards to unitaries. But Warwickshire is very clear that it wants to retain its two-tier organisational structure and will do so by sharing services.

Dominic Swift: Tony, I just want to follow something through on that, because it’s a theme that emerged when we did our research on shared services [Browne Jacobson’s Shared Services Survey ‘08] that certainly efficiency savings and improvements in the way services are delivered are key drivers, but what you’ve identified as a lack of money was one of the real inhibitors, because in order to deliver shared services there is a considerable cost: You’ve already mentioned telephony which was obviously put in as part of the grant, and one of the problems that people seemed to face was the immediate increase in costs to deliver a shared services stream before any efficiency savings could actually be delivered.

Tony Isaacs: You’re absolutely right insofar as there’s a need to spend in order to deliver efficiencies, and what we’re seeking to do is to build up good, strong, powerful business cases that maybe looking over a five-year spread, so that while there is a recognition that to begin with you may need to spend money, over the period following that it’s anticipated that there will be savings. And Warwickshire may be different, but we don’t necessarily regard it just as pounds saved: it could be efficiencies. So it’s non-financial benefits as well as financial ones.

SSON: Ray, do you see many differences between the drivers for local and national shared services?

Ray Tomkinson: Yes I think there’s one big difference, which is the issue of government compulsion, as it were. There’s no doubt about it: central government departments recognise that they really don’t have much alternative at the moment to creating some element of shared services – because the Treasury makes sure that they do, because the Treasury controls the purse strings. It’s less clear that in local government every council is going to have to go down the shared services road.

As was being made abundantly clear a minute or two ago, local authorities have different ways of approaching their financial restrictions or their political considerations, one of which is the unitary agenda – or the two-tier agenda in other councils. So some councils are going to have to go down the shared services route because it’s the only way organisationally that they’re going to function. Other councils don’t have that imperative at the moment and I’m working with one group of four councils which are looking at sharing services but not because of financial pressures. They’re looking at it because they want to make service improvements, to improve resilience of services, and also give opportunities to create new services. So it’s a very different agenda between the two.

SSON: Peter, from a national perspective are you seeing an increased pressure from government to implement?

Peter Telford: Yes. Historically I’ve been in shared services in the private sector, local authority and now central government so I suppose I can absolutely empathise with the previous comments. I think the compulsion from central government is largely fiscal although there is a feeling that the transformational agenda that sits behind it is also very prominent. I think the other difference in central government is it is easier to identify and reach a critical mass where you can actually effect a transformation and deliver efficiency and effectiveness. At the local government level, it is more difficult to create critical mass – which then makes the funding routes and the benefits probably more difficult to determine in the early stages.

SSON: OK. There’s been a lot of talk about what advantages other than cost savings can be delivered through shared services. And this brings us on to the issue of benchmarking. When it comes to savings you can obviously benchmark against what you’re saving and how much you’ve saved against previous budgets, for example. But when it comes to service-delivery, how can one establish exactly what you’re benchmarking, and against what and against whom? Is there a common thread here in terms of where you go for benchmarking?

Dominic Swift: I think benchmarking’s so different, for different projects, is the long and the short of it. What we’ve seen through our research is that there’s a very wide range of different projects – we’ve already talked about the drivers, and it really depends on what you want out of your project. One of the frustrations that we heard at the national launches that we did of our review, was that there wasn’t enough benchmarking of the actual outcomes. And a lot of people said to me „how do we judge whether this has been a success?“

One of the problems is that if you produce a much more efficient service, which is more attractive to the general public (if it is a front-facing service, which more and more are) is that it will actually be used more. And as a result you’re getting better value, in terms of hits, but the cost of the service may actually go up. So it is quite a complicated job to benchmark and I think it requires some very clear outputs to be identified at the outset, and to look for comparable projects.

SSON: Tony, you’ve got a wide variety of services you need to benchmark…

Tony Isaacs: Yes, that’s right. I can concentrate really around the CRM system, because all the information we’ve got is via customer services, and improvements we’ve made to that around the CRM system. What we’ve done is take benchmarking as a very serious exercise in its own right, and what we’ve sought to do is to get customer insight by using different databases, information from the CRM, information from MacFarlane – the telephony system – and pool all that information among all the partners. And what we’ve done then is to say „ok, concentrate on the areas that we want to concentrate on“ and to make sure that we do improve the services that we are seeking to improve. We have got what we call an Improvement Forum, which is a relatively recent creation and which is proving to be very successful as well. And that’s looking at the way in which the CRM in particular can add value to the whole process of improving customer services.

We are concentrating as well on a variety of different access channels, so we’ve got the CRM system, we’ve got telephone contact obviously, face-to-face via our one-stop-shops – we’ve got eight of them at the moment, with another eight planned for next year. We’ve got kiosks as well. But also I think most significantly, in the next few months or so what we’re looking to do is drive ourselves forward with web self-serve, and look to try to move people more towards that means of accessing services. And I think that will be a double win because the customer will benefit greatly from that in terms of speed of service, but also we will, because we’ll drive down the unit costs, and that quite clearly is a key method of making savings.

SSON: In the private sector a great deal of benchmarking goes on between individual companies and organisations, and as a result you have the idea of world-class et cetera. Is it a pipedream to suggest you might be able to get similar systems set up in the public sector, in which every region and every locality has its own pressures?

Peter Telford: I don’t think it is and I think the benefit of the public sector is, by and large we’re not competing with each other, and therefore people are much more willing to share information and the assumptions that sit under that information to try to help each other along. And I’m quite heartened by that kind of culture. I think the difficulty with the private sector is that it’s usually wrapped in commercial connotations and costings as well, which makes it very difficult to unpick to ensure you are comparing like with like. Albeit that said, the difference is that there is much more evidence when you can find it and it’s much more prescriptive in terms of service levels than I would suggest you would find in the public sector.

Dominic Swift: I’m very interested to see whether there can be some sort of worldwide benching or benchmarking which really does define the success of projects. I’d be very interested in understanding more of what Tony’s doing and how the measurement takes place, capture of information and then the dissemination of that, to actually judge how that service is being delivered and where the successes are – and where perhaps the challenges are. And also what sort of services you’re comparing that with. Because as I see it, shared services range across such a vast array of the different public sector areas – we were talking earlier on about this being local authorities but clearly it goes to health and other public sector bodies as well – and from that point of view the real problem you’ll have it seems to me is comparing apples with apples.

Tony Isaacs: I can give you a fairly high-level description of what we’re doing, and that is that we’re using some software you may be familiar with – Mosaic Data – and we’ve populated a lot of databases according to the information that we’ve gleaned from there, and that’s proving to be very much the benchmarking process that we’re going to go through. And there are certain authorities out of the partnership that are leading on this.

For each of the projects that we have, we have lead authorities who volunteer to lead on particular projects. We’ve got Nuneaton for example to lead on one, as well as the county, and the county has information that it uses from its observatory, and there’s a pooling of information, and there’s an agreement via the Improvement Forum for example whereby they do concentrate on specific areas with the data they’ve accumulated – whether it’s county-wide or just individual authority-wide. But basically they work together as best they can to provide these benchmarking criteria. It’s not a quick process by any means. But over time we build up that data and then we can use it from year to year to do comparisons to see how things are improving.

In addition to that I don’t know if you’re familiar with NI14, the latest government key indicator which has just come out, which is to do with avoidable contact with clients – customers – with local authorities. And we’ll be using the CRM to glean quite a lot of information via the CRM system. But it is a corporate-wide key indicator, so you will have other services, other departments, feeding in this information as well. That information is supposed to be started in October of this year and it will be used year-on-year to gauge how we’re doing, in terms of avoiding avoidable contact, and looking to improve that.

Peter Telford: I think it’s fair to say whilst we have not yet built the longevity of data that Tony describes – and I absolutely agree with him that building a profile and a trajectory is invaluable as a benchmark – we haven’t really got to the point yet where we are able to benchmark our service delivery over a period of time; what we are doing is assessing our performance as we transfer services. We’ve got a baseline against some services from the Research Councils and from my own experience and from talking with others in the public sector we will then aggregate what we believe will be appropriate targets for the Research Councils against their baseline. But I’m with Dominic: initially it is very difficult to compare apples with apples and ensure you’ve got a representative benchmark.

Dominic Swift: Peter, it’s very interesting from my point of view. I quite agree with you about the „apples with apples“ thing. I think what’s been said about the public sector is very true: it’s much more transparent, there’s much more desire to learn from each other. One of the things I’m doing tomorrow actually is go down to sit in in Kettering where they’ve been running a shared services project for many years – well, well before Gershon and Varney and the rest. And that’s very interesting because people are open about what’s happening in shared services and happy to learn from each other. The difficulty seems to be that they range over such a wide area, the danger is that unless people come to some common terminology about what outputs are going to be defined for particular services it may be possible to benchmark over time as Tony’s doing, but actually benchmarking across different projects will be very difficult.

Ray Tomkinson: I think that’s very valid. One of the issues is that there is no commonality across authorities as to what constitutes a service. So what you tend to find is that people dive for a process – and even when they dive for a process it doesn’t tell you an awful lot about the service that you’re trying to share. And there’s often a real difficulty in stopping trying to find the trees when you’re trying to fight your way through the forest. So from that point of view I think benchmarking has on occasion got a very bad name because people use it as an excuse for not doing anything; and it’s only in the past couple of years where I think people have been much more prepared to be open about the fact they need to consider sharing as an option and sometimes benchmarking isn’t used as a blockage.

SSON: Let’s move on from benchmarking. We were talking a little about the private sector a minute ago – are we of the opinion that the private sector is an absolute necessity within UK public sector shared services, and to what extent is it a foregone conclusion that this is going to result in a degree of privatisation of services?

Dominic Swift: This is a question we asked in our survey: the sort of view that we had was that of course the private sector is an important potential partner in shared services, but there were just as many opportunities for the public sector to work together without the private sector. So, yes, it’s part of the picture but it certainly isn’t necessarily the whole of it. And I don’t think that privatisation is an inevitability from shared services: where we saw the private sector coming in, and the survey really highlighted this, links back to the funding issues we discussed earlier on.

Where you needed some sort of IT facility and commonality across a number of authorities and participants, quite often the private sector partner was someone who could deliver that in order to relieve some of the initial cost difficulties of setting up a shared service which frankly couldn’t be borne by some of the participating authorities.

SSON: Tony, that’s certainly what you were saying about the initial start-up of Warwickshire, isn’t it?

Tony Isaacs: Yes certainly: and it’s ongoing because we’ve just finished the renewal of the CRM contract and the telephony contract, so from the beginning of next year we will actually be embarking on new five-year contracts replacing the existing ones. And that’s the position of the CRM, the telephony, the ICT systems around it – so yes, it’s inevitable that we have to go down that route. We’ve had good – very good – negotiations with the private sector on this and I’d like to think that all of us have come to a very good, fair new contract.

Ray Tomkinson: I think actually the point that was made about investment is a very good one. There is actually no reason why local authorities can’t do sharing on their own without the private sector, and there are lots of examples around now where groups of councils are trying to do public-public partnerships. But I do agree: where there is a real need for investment – particularly around IT – then that’s where the problems start for local authorities, and that’s why they often do resort to the private sector.

But I do think that it’s worthwhile pointing out that as much as there are needs for investment, particularly in IT, there are lots of services which do not need that investment, and I’m thinking of professional services like planning, or building controls are another good example, or environmental health is another good example, where simply you’re dealing with people. One of the problems though that local authorities do find in that area is the scarcity of professional planners, environmental health officers, building control officers. And often they have to partner with the private sector simply for that reason.

Peter Telford: We need to get back to the point that I think Dominic made earlier which is in analysing what you’re trying to achieve with your SSC you then start to look at how you’re going to do it. And how you’re going to do it may or may not include the private sector. If you do seek investment from the private sector, they will seek a return on that investment; you just have to recognise that. They may indeed want a profit which may erode the efficiency savings you seek to make.

I think another thing that the private sector brings is experience and expertise in the sorts of change and benchmarking data which you may need. That said, I think the blend of public and private sector in trying to get to a shared service centre is the right one and the transfer of risk to the private sector through doing this is always pretty key in terms of what you want to get out against your project.

Tony Isaacs: I was just going to pick up on the point that if you can go for joint procurement as opposed to individual authority procurement, you can really reap the benefits, and the bottom line will be that you do make considerable savings – not so much a profit will result, but it will produce efficiencies in savings. We found that with our negotiations latterly with Northgate and MacFarlane, and also more significantly during the course of the contract that we’ve just had, when we as a partnership stuck together and wanted to get individual things out of Northgate, and/or MacFarlane, by standing firm we could really apply the screws to them, and they were forthcoming; so we could really achieve quite significant savings on different aspects of procurement that we did during the course of the four years we’ve had the system.

In terms of profit, I’m not sure whether profit’s the right word as I just mentioned; what we’re looking for are savings and efficiencies and I choose to use those terms rather than profit. In essence we can justify what we’re doing now: adding value, making sure we are getting the market rate or better, and we can quite happily and justifiably tell our chief officers and members based on the business cases that we’ve produced that we are getting best value, we are making savings and efficiencies on the basis of this joint procurement exercise.

SSON: Moving on: the future form and structure of shared services in the UK is, it appears, going to be determined in large part by competition between authorities, in a lot of areas. How do you see local shared services existing in the UK in, say, two or three governments‘ time?

Ray Tomkinson: Two or three governments‘ time, that’s interesting. So that’ll be two Conservative and one Labour… I suppose my thinking goes like this: I think that in 15 to 20 years‘ time you will see a patchwork quilt across – certainly the local government sector; I’m not quite so sure about the central government sector. And what I mean by that is you will have a group of statutory authorities that are all geographically based – whether that’s a county or a district – there will be differences across the country.

Secondly they will have different types of shared services in different areas. There will be some that will be public-public; some that will be public-private; and some that will be public-public in terms of different sectors: health will have joined in; the police will have joined in. Because the pressures of the CAA regime coming from the Audit Commission mean that all public sector organisations in geographical areas have got to think whether it’s better to work together than to work separately. And as a result of that I think you’ll get a really different appreciation across, and in some areas there will be very heavy private involvement and in other areas probably none.

Dominic Swift: Basically I think it’ll depend a little bit on the nature of the shared service, to be honest. Sorry – I keep coming back to that point really. It struck us during the course of the work we did that there are two different forms of shared service: the ones which perhaps have been more prevalent to date, which have been the sort of back-office, IT function – ICT-reliant functions – and then the front-office function. Now they have very different possibilities in terms of partners. If you look at the front office it is a locally-delivered service and therefore your partners are chosen by geography, and geography alone: they can’t be chosen by much else, other than if you go to some sort of call-centre arrangement. But the other services can actually be amalgamated a lot more and with less sensitivity to geography.

So I think there are going to be some quite different groupings and possibly some legal authorities who particularly drive the delivery of a good service who perhaps sell to a very wide range of local authorities: health, via police, all of these are potential customers for them. And then on the local basis it’s going to be a lot more down to politics and the dynamics between the politicians as to how well their shared services are going to be run, and I think some of the political difficulties we have in Nottinghamshire, where I’m based, may make it quite challenging to get some of those local shared services off the ground.

SSON: Tony, I know this is something you’ve been thinking about, and obviously as quite a successful service provider it must be on the agenda. So let’s put you on the spot: do you think you will be at the forefront of a successful selling of services in the next couple of years?

Tony Isaacs: Yes I think I do in the next couple of years, but if you’re talking longer-term than that I think – and I hasten to add that this is my own personal view – the likelihood is that there will be an increase in unitaries. And there could well be in Warwickshire as well. I can put forward a very rosy picture in some ways – but at the same time you’ve got nagging at the back of your mind all the time the difficulty that there is in actually creating successful shared services – and I think that’s from a political point of view as well as the straightforward business-case point of view.

I think there will be more and more unitary authorities, to be honest. And I wouldn’t be surprised if even Warwickshire eventually ended up with two unitary authorities rather than the six authorities we’ve got now. I think it’s almost inevitable, and I think the government will continue to apply the screws, demand more and more savings year upon year, and the consequences will be that it’ll almost be inevitable that there will be more.

Peter Telford: I think this is too early in our development path to consider and I think building a stable service with reference-ability is key before we could go there. The wider central government agenda is pretty clear in terms of convergence of effort and activity onto some of the core shared services in the bigger departments. That’s already starting to come because of the requirements laid down by the Cabinet Office. And you can see the agenda already moving to: how do you ensure that there’s a commonality of solution and agreement on service levels that are given to customers? How do you allocate customer benefit across a broader-based shared service? How do you prioritise how you would offer services to customers? Those are debates which I think are becoming more prevalent and therefore indicative of activities and departments coming together on shared service platforms.

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Source by Jamie Liddell

Which Real Estate Prospecting System is Right For You?

Immobilie bewerten, Immobilie Wert, Immobilienrechner, Verkaufsrechner, Immobilienwertermittlung Tel: 06227-399170 Handy: 0176-2116-9990 eMail: info@heidelbergerwohnen.de Internet: www.heidelbergerwohnen.de

While many real estate agents will go through contortions to avoid prospecting, some sort of prospecting must be done before a sale can be made. Top real estate agents know that prospecting is their ticket to prosperity and happiness, and they embrace it. Many other agents will „dabble“ at prospecting, without working the system hard. They’ll often keep looking for a ‚magic‘ system of prospecting.

I have seen all the systems on the market today that are sold as ‚magic formulas;‘ that claim to make prospecting easy, automatic, and virtually instant. The truth is most of those formulas are good systems for prospecting. But they’re not magic, and one is not intrinsically better than another… and none are „instant.“ All will take effort and consistency.

What’s the best prospecting system? It’s the one you want to work hard to implement. A good prospecting method is one that you are comfortable doing, that fits your personality so you are more inclined to be successful.

Active Real Estate Prospecting Methods

The best forms of prospecting for fast results are active. The following is a list of the most common active prospecting methods.

  • Some real estate agents have the personality for knocking on cold doors for a few hours each day. They like the repetition. They enjoy walking and getting the exercise. They like having a set script and getting into a rhythm. After the first day, they quickly get over any discomfort with talking to people at the front door. They find that most people don’t mind someone working hard, knocking on the door. If you’re someone who has a strong aversion to people knocking on your door, you might want to consider that thousands of Realtors have built hugely successful businesses doing this. Just because you don’t like it doesn’t mean others feel the same way. It’s an easy and very inexpensive prospecting approach. The key to making it work is both consistency and knowing the right kinds of words to use to convert a lead into an appointment on the spot (which is true of any of these active prospecting methods).
  • Some (few) people enjoy cold calling. They like the repetition, consistency, and ease. But the public doesn’t enjoy telemarketers, so the rejection rate is high. If you’re someone who interprets a hang up as a personal attack, you probably won’t want to do this. On the other hand, it’s one of the fastest ways to grow your business and I know many successful agents who built their business to the high six figures doing cold calling. You can learn to work within the regulations of the Do Not Call List. And because telemarketing is challenging, you probably won’t have much competition and you may find people more receptive these days because they’re not inundated by calls.
  • Some people enjoy dropping by FSBO’s or calling expireds. They like the odds (since the owner has already „raised their hand“) and have steeled themselves for the challenge. These owners can vent their frustrations about something else on you, making it seem „scary“ at first to talk with them. However, there are very well-described techniques for handling this and for knowing exactly the right words to say. In some areas, there are enough FSBO/Expireds to make a full-time prospecting program. In other areas, this may be a once-a-week program.
  • Some agents like threading their way through Web 2.0 and social media marketing. They like it, but they also understand that it’s not just a hobby. They have a strategy and know how to work the strategy using websites, lead generation companies, blogging, social media, ezine articles, etc. This is a pseudo-active form of prospecting because it combines elements of advertising (drop your bait and see who bites) with networking. The challenge is to know exactly what works in the „real estate social media world“ and what doesn’t, because it is easy to lose yourself in it.
  • Other real estate agents live and breathe for the opportunity to network. They are social creatures who can find business by talking to people in the grocery checkout line. A networking system ensures they have a deliberate strategy for building the right kinds of relationships, making themselves known in a community, etc. If you’re an introvert, you may not be attracted to this method of prospecting. On the other hand, I know some introverts who do well at it because they have a purpose for making conversation and have learned the right words to say to motivate someone to want to do business with them. Many people enjoy building 100% referral-based businesses and work techniques and strategies that go well beyond what we normally think of as networking.
  • Some people enjoy farming because they like being part of a community. They enjoy the benefits of door knocking, sponsoring neighborhood events, and blogging about the ‚hood. If you don’t like your neighbors, you don’t have to farm your own neighborhood. Some agents use neighborhood websites with coupons and free classifieds for garage sales, FSBOs, etc. Farming is the one method that includes elements of all other methods, so if you like variety, this is the method for you.
  • Still others, like me, have tremendous success with running workshops — first time buyer, seller, investor, etc. Workshops are natural and fun for me, and so I enjoy prospecting…and I do believe that an agent should enjoy their real estate prospecting, otherwise they won’t do it. I’ve developed my own system filling workshops and delivering content in a way that makes people eager to work with me. This is a nice approach for many agents who are a bit shy, but still like to be on stage.
  • Open houses are still a great way to prospect, if done well. Some agents hold open houses five days a week. They have a process for working the buyers that come through, and they work the community where they’re holding the open houses, often becoming listing agents in time. If open houses are a lynchpin in your prospecting plan, then you’ll want to know the exact words to use to motivate prospects to want to work with you, and you’ll want to get good at asking for appointments, not just phone numbers. Some agents feel that open houses are a waste of time because they don’t get enough active prospects coming through in their area. If that’s true for you, then maybe you should spend your weekends on a different approach.

Passive Prospecting

Less active prospecting (or passive prospecting) includes direct response marketing, advertising, online lead generation companies, just listed/sold cards, dropping flyers, etc. Some of these techniques work very well. And some of them are a complete waste of time. Before you decide to launch a passive marketing campaign, talk to your coach and discuss the costs vs. outcomes.

The One Real Estate Prospecting System that Every Agent Needs

Every agent should follow up with their past clients religiously and automatically. Ongoing database farming is perhaps the only way for most agents to even out the ups and downs of this industry. Eventually, after building your business for several years, this past client base will be your ticket to the lifestyle you’ve always dreamed of.

Database farming is also your best chance for „easy, automatic, and virtually instant“ business. If you need business right now, then reconnect to every past client and person in your circle of influence and ask them for a referral. Using some clever referral techniques and words, chances are very good that you will unearth at least one new transaction.

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Source by Linda Schneider

Law of Attraction For Real Estate – Attracting Your Ideal Real Estate Agent

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When homeowners decide to put their home on the market, the first thing that usually comes to mind is: „How do we find the right real estate agent?“

The truth is, finding the perfect person to sell your home is crucial to getting your home sold quickly and for top dollar. But how can you find just the right agent?

There is an easy five-step formula, using Law of Attraction, to attract your ideal real estate agent, and it is as easy as KABAM! Yes, that is right, K-A-B-A-M.

Using Law of Attraction and the KABAM Five Step Formula

K-Know what you want. Sounds easy enough, right? But take a few minutes to jot down what you really want. I have started the list for you and suggest you customize it for your exact needs.

1. I want an agent who knows my neighborhood.

2. I want an experienced agent.

3. I want an agent who is skilled at pricing homes for sale.

4. I want an agent who has a list of approved buyers for my area.

A-Ask for what you want. It is that simple. Be sure to spread the word when asking-email your family and friends for recommendations, tell the grocery clerk what you are looking for, be public about what you are looking to attract.

„I want to hire the best real estate agent. One that matches exactly what I am looking for.“

B-Believe you are receiving it. Know that your ideal real estate agent is on his or her way. Start cleaning out your closet, sorting the garage, packing up boxes, and making room for the new homeowner.

A-Act on inspiration. If it feels right, do it. That means if someone refers an agent to you and you like the person, do some due diligence and when you are satisfied, make a commitment to that agent.

M-Manifest your desire. This really is a simple process. If you follow the first four steps, the „M“ in KABAM! comes easily.

So the next time you ask yourself, „How do I find the right real estate agent to sell my house?“ remember the one word answer. KABAM!

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Source by Eric Carlyle

How to Create Fantastic Real Estate Flyers

Immobilie bewerten, Immobilie Wert, Immobilienrechner, Verkaufsrechner, Immobilienwertermittlung Tel: 06227-399170 Handy: 0176-2116-9990 eMail: info@heidelbergerwohnen.de Internet: www.heidelbergerwohnen.de

As a Agent, Investor or a Homeowner that’s looking to sell your home or investment property, you need superior marketing material. What marketing materials do you use? Do you outsource your marketing? Is it time consuming and Costly? If you answered these questions with a YES or would like to take more control of your marketing campaigns to maximize your profit? Well, for myself as a Real Estate Wholesaler, I’m always looking for new and innovative ways to marketing my properties especially if it’s economical and I can have creative control over my marketing tools. For the past couple of years I’ve been using free software like Word, Publisher, Gimp and others to create flyers, email newsletters and updates. It was average but it worked.

This method worked but I wanted my properties and ads to stand above novice or even experience investors. I wanted something new, so one day doing a basic search on the internet I came across Turn-Key Flyers (Professional Real Estate Templates) which is PDF base templates that allow you to have professionally designed PDF Flyers for marketing. Real Estate flyers are the cornerstone to any complete marketing campaign to promote, advertise, and sell properties. Colorful flyers add integrity to your marketing efforts and business. Creating your own Real Estate flyer with Turn-Key will help you to display the advantages and benefits of your primary residents or investment properties in a visual manner.

Key Points

· Directly Edit on the Flyer

· Point & Click: Add/Replace Photos

· From Start to Finish in Minutes

· Unique and Creative Design

· Add Pazazz with Styling

· Open, Edit, Save As… PDF Advanced Template Technology

· You can Send via Email

· You can Print for: Open Houses, REI Meetings, Trainings

· Re-Usable, Versatility

· Works on BOTH Mac and PC

With Turn-Key Flyers they generated instantly and they can be fully customizable in Adobe. It’s Fast and easily editable templates to use over and over again. Simply fill out the form and upload your property photos. You can also plug-in your contact information, your business name or affiliation, and services you offer. For any flyer you choose it will always have an elegant and professional design while maintaining ease of use as a priority. For my investment properties I wanted potential homebuyers searching online or visiting an open house to go home and have something they could refer back to and helps them to remember what property they saw, not just throw my flyer away.

Do you use Email Marketing? It’s perfect for email marketing to attract potential buyers and sellers. In such a competitive market, it’s challenging to stand out from your competitors. Real estate flyers are printer friendly and have all the property information you would like potential buyers to view. Turn-Key flyers are ideal for anyone looking to market real estate; fsbo’s (for sale by owner), realtors, wholesalers, etc. Using flyers is easy and inexpensive and can be done for almost any type of property. So if you want to upgrade from unprofessional promotion and step up to the next level of Real Estate marketing then Turn-Key Flyers are a great one-time investment that you would see a serious return on money time and time again. Thank you for reading, Good Luck on Real Estate marketing future.

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Source by Terron Dancy

Sell Cookbooks – Get Cash Fast – Sell Your Old Cookbooks!

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It’s a well-kept secret but many people are selling their old cookbooks to raise some cash in these harder economic times. They want to keep it a secret so they don’t have as much competition. Because they’ve found that after selling their own old cookbooks that they can easily pick up the best used, old, rare, vintage and antique cookbooks at garage sales, yard sales, estate sales, etc.

The average person will have no idea that their cookbooks are valuable and could bring them a lot of money. They just consider them to be old cookbooks with no real value. If they do wonder, they don’t know how to go about finding out what they’re worth. The average antique appraiser is not going to know without a lot of research either.

Vendors, who are in business to put on garage sales, are completely unaware of the value of any of these cookbooks. These old, collectible cookbooks go for unbelievable prices of fifty cents to a dollar easily.

You can take advantage of this and earn yourself some nice cash. You can sell cookbooks for much more than you bought them for.

Go through your own old cookbooks first, if you have any, or through you mother’s grandmother’s or relatives cookbooks to start with so you can build up a little knowledge.

What to look for. Although there are hundreds of cookbooks you can make a lot of money with you want to at first concentrate on the Better Homes and Garden Cookbooks and Betty Crocker Cookbooks. Look for cookbooks that are from the 1950s and 1960s and older. Also look for the plaid covers or pie covers. You can also look for the Betty Crocker Boys and Girl Cookbooks. This is a good place to start because they’re plentiful and still bring in a lot of money.

What you should forget about – newer cookbooks are generally not going to be sought after by collectors. They can easily get these. The only time you can make any money with these is if the publisher did a short print run and it’s a small publishing company but this is usually not the case. Even then you may not get much for the cookbook.

You can sell cookbooks to collectors – old, rare, antique or vintage cookbooks – because they buy year ‚round and the state of the economy doesn’t make a bit of difference to them. In fact they know they can find even more as people are finding out that old cookbooks have value and selling them. Of course there’s a lot more to learn and a lot of secrets in the cookbook market but too much to go into in a short article. You can quickly learn how to sell old cookbooks.

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Source by Helen Hecker

Understand How to Make Money Through eBay Selling Love Poems & Quotes

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There are so many auction websites popping up every single day however there is no other auction website that has total power behind it like the caliber of eBay. Buyers and sellers have flocked to eBay on a daily basis to do all sorts of business in auctioning off items online. Sellers are reluctant to see what you have to offer and there are literally millions of eyeballs glaring on your products. The ingenuity of eBay has spread across the world and it has just begun to spark the mind of many people who are selling items on the network.

You should always look at eBay as a machine that is on the track to help you place your products on buying appeal to consumers. eBay is a website that has expanded its territory over the whole world and it shows no type of signs of slowing down any time soon. Buyers are coming to understand that they can finally purchase things from off the internet rather than shopping in there local shopping mall. All the products that are on eBay varies so you probably might not want just one item instead you may want a dozen items. eBay is a huge website generating so many users because it helps both buyers and sellers find what they need at a reasonable time.

Its totally worth every penny to use eBay as your stepping stone to sell your products because it is really cheap considering what is offered to run your auction store. It does not matter what you have in mind to sell on eBay you have the advantage to turn a small venture into a profitable business. Have you published a love poems and quotes book that you would like to sell online through eBay? You may have compiled a huge amount of poetry books that have not sold well over the years and want to set them up on eBay for auction. Utilizing your eBay store to sell poetry books properly may result in a positive manner do to the fact how it can impact your online profile as a writer.

You have the authority to use drop shippers in order to have an unlimited amount of products to sell on eBay. You could quickly generate a substantial income within time by using drop shippers as your primary resource for reliable products to sell on your eBay page. With drop shippers you do not need to house products in your home because once they are bought from eBay they are shipped to the customer home from the warehouse. There is no inventory for you to collect and stock because the company ships everything that you generate sells from directly to the customer. This technique helps you make a profit while not having to worry about where to ship any items to the consumer after it has been bought. Once the product is sold the commission is split between you and the drop shipper and the customer is happy as well.

Drop shippers are all over the world and you can definitely find them online so now you have full potential of dealing with the best one for your business. Always be careful about the drop shipper you do business with because some of them are all about scamming people out of there hard work or money. Look for information about the company and how they do business before submitting any information to the company. After you have set the system in place with eBay and decided which drop shipping company you will be selling products with it should be a steady slide from here on out.

Remember that your love poems and quotes still have a great chance of becoming a decent success by setting a goal on how many you want to sell at a certain price. Say that you have about 300 books that you would like to get out in the open by using your eBay auction website all you have to do is set a cheaper price from the original one. Be very exclusive about the last copies you are releasing when presenting the poetry books online so you are recognized a lot better on your sale page. If the retail price values at $39.99 simply chop the price in half to get rid of them quicker. Mix your published book with your other products and items represented in your store so everything is looking legitimate however categorizing it closely to your most relevant product is professional.

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Source by J. Pleas

How to Get Rich Buying Real Estate From Your Parents With No Money Down and No Credit

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You can get rich from the equity appreciation of real estate by buying property from your parents using traditional or creative financing that may or may not require a down payment or credit. Whether you are a first-time home buyer or an experienced investor, you can buy any type of property from your parents from a home you live in with them to an investment property you rent out to tenants. The following lists some reasons why you may find it faster, easier and financially more lucrative to buy from your parents than anyone else.

You Don’t Have to Buy an Entire Property

When you buy from your parents, you can purchase any percentage you want like 10%, 50% or 75%. If you pay less-than-full price, you will have lower mortgage payments and buying a house is more affordable. Regardless of what percentage you own, you still get the benefits of home ownership such as equity appreciation, mortgage interest deductions, property tax deductions and capital gains tax exclusions.

You Can Share the Responsibility with Your Parents

When you buy a partial interest in a property, you and your parents share the responsibility of owning it including the mortgages you each carry, the property taxes, homeowners insurance or homeowners association dues, and maintenance. Because you have more than one person responsible for a property, you can rely on each other for financial strength in the event of hardship.

You Can Elevate Your Status From Renter to Owner

Are you already living at home rent-free or paying rent? Is so, why not buy into your parents‘ house, since you already live there, and get an equity stake in their property? Then, you are no longer living with your parents but living in your house that you own with your parents. If your parents have more than one property, you can buy into one of their secondary or investment properties and live on your own.

You Don’t Have to Get a Loan From a Bank

When you buy from your parents, you don’t have to qualify for a loan from a traditional lender such as a bank which has income, asset and credit requirements because your parents can act as a bank and give you seller financing for your purchases.

You Can Create Your Own Home Loan

When your parents act as a bank, you can get favorable loan terms by structuring your own payment schedule with a manageable loan amount, lower-than-market interest rate and repayment term of your choice.

You Don’t Need a Down Payment

Unlike getting financing from a bank which has down payment requirements, you can buy from your parents with no money down.

You May Get Property Tax Benefits

Depending on the state you live in, your property taxes may not be reassessed at current values when you buy from your parents or grandparents because of a parent-child and grandparent to grandchild property tax reassessment exclusion. This is a huge benefit when parents and grandparents have had ownership for many years and have property taxes based on the values of their properties at the time they purchased them.

You Can Get Gifts From Your Parents

Your parents can give you cash or equity gifts toward your purchases, reduce the principal amounts of any loans you owe them and allow you to buy at a discount. Anyone can gift a limited amount of money in any given year to any number of people they wish without having to report it to the Internal Revenue Service. This is a way your parents can sell to you without you having to repay the entire debt you owe them. They can also credit you money at the close of escrow toward your closing costs by deducting the credit from their sales proceeds.

You Can Turn Your Financial Supplements into an Investment

If you are supplementing your parents financially because they don’t have enough to live on in their retirement or for any other reason, you can turn your supplements into an investment by buying into your parents‘ home and making mortgage payments to them. As a result, you will have an equity stake and the benefits of home ownership.

You Can Get Benefits if You are a Realtor Buying From Your Parents

If you are a realtor, you can get cash from your parents at the close of escrow. If there is enough equity in a property to pay off any existing liens and pay you a commission, you can get a traditional loan to buy an interest in your parents property and get a commission for representing yourself as the buyer, or both you and your parents as the buyer and sellers.

You Can Still Get Rich When Your Parents are Not an Option

If your parents are not an option to buy from, consider buying from other family members and any other sellers. You can purchase a partial interest in real estate and use seller-financing to facilitate your purchases. Also, think about joining forces with siblings, friends, roommates or other buyers to increase your buying power.

It May Be Easier to Buy From Your Parents than Strangers

There is an abundance of resources right in our own families but many of us overlook this fact because we are trying to achieve financial success by ourselves. Because your parents have worked their whole lives to achieve what they have, one of the smartest things you can do is work with your parents and build upon their success.

@ Copyright 2009 All Rights Reserved

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Source by Christine C Greene

The Importance of Owners Title Insurance

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There are two types of title insurance, lender’s coverage and owner’s coverage. Lender’s coverage protects the lender in the event their interest in the property is jeopardized by an unpaid lien or encumbrance or by a challenge to the owner’s title. Lender’s coverage is mandatory on most mortgage loans.

Owner’s title insurance is optional. Owner’s coverage is the cheapest insurance a buyer will ever purchase. It protects the buyer’s interest in the property for as long as he owns it. If someone challenges the buyer’s title or if there are any liens that should have been paid off before closing, the title insurance company will defend the buyer’s title at no cost to the buyer.

Sometimes at closing, buyers will be tempted to opt out of purchasing the owner’s title portioin in order to save a few hundred dollars. Many times, the loan officer or real estate agent will even encourage a buyer to forgo purchasing this vital one time payment insurance.

We’ve all heard the saying „penny wise and pound foolish“. It means that some people will do anything to save a few dollars today only to end up paying a whole lot more down the line. Any buyer who chooses not to purchase owner’s coverage is being penny wise and pound foolish. Owner’s coverage, unlike most other insurance, involves a one-time premium. The amount of the premium is based on the value of the property and may vary slightly among title companies. As mentioned previously, the coverage is good for as long as the buyer owns the property.

Most title insurance companies have a simultaneous issue option. If a buyer opts to purchase the insurance on the day of closing, he will receive a discount on the lender’s policy. So, buyers should make sure to ask the closing company or attorney what the simultaneous issue rate is for the title insurance company through which they write their policies. Keep in mind that if a buyer chooses not to purchase owner’s coverage, he will be required to pay the full premium for the lender’s policy.

Title insurance companies also offer reissue rates for refinances. Reissue rates allow a borrower to pay for coverage on the difference between the value of the original lender’s policy and their current loan amount.

Depending on the internal procedures of the title company or closing attorney, a buyer will either receive his owner’s policy at the closing table or via U.S. mail a few weeks after closing. The owner’s policy should be kept in a safe place along with the deed to the property as it is the only original. In most states, attorneys and title companies are only required to keep files for seven to ten years. So, if an issue arises years later, a copy of the title insurance policy may not be available from the attorney or title company because they may have already disposed of the closing file.

If it becomes necessary to file a claim, the title insurance company contains the information needed to begin that process. Be prepared to provide the title company with a detailed explanation of the claim and any supporting documentation.

Copyright © 2008 Bishop Realty Services All Rights Reserved.

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Source by Cindy Bishop