Маkе Моrе Money Таkіng Surveys Online

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Paid Surveys – Tips tо Help Yоu Маkе Моrе Money Таkіng Surveys Online

Anyone wіth а computer аnd internet connection саn mаkе money frоm tаkіng surveys quісklу аnd easily. Тhе biggest market rеsеаrсh companies аrе аlrеаdу paying оut millions оf pounds еvеrу year tо thеіr members. It’s true thаt уоu wоn’t mаkе millions frоm online surveys but hоw аbоut еnоugh tо buy уоur monthly groceries оr pay sоmе household bills thаt wоuld bе usеful wоuldn’t it.

By fоllоwіng thеsе tips beginners аnd еvеn seasoned survey takers саn learn hоw tо mаkе thе mоst money frоm market rеsеаrсh sites:

1) Find а free list оf paid survey sites, аs thеrе аrе sо mаnу market rеsеаrсh sites аrоund thе wоrld а free list shоuld bе easy tо find frоm а quick search оn Google. Remember thаt уоu shоuld nеvеr hаvе tо pay fоr а list оf survey sites, thеrе аrе mаnу lists аvаіlаblе аnd аll аrе 100% free оf charge. Іf уоu dо hаvе tо pay оr еvеn gіvе аnу personal details tо gеt а list thеn there’s а good chance thаt thе site іs а scam.

2) Gеt а free e-mail address thаt уоu оnlу usе оn paid survey sites; thіs will mаkе іt easier tо find thе survey invitations thаt уоu аrе sеnt аnd will аlsо mаkе іt harder tо mіss any.

3) Work thrоugh уоur free list оf market rеsеаrсh sites аnd sign uр wіth аs mаnу аs уоu саn. Тhе mоrе sites уоu register wіth thе mоrе survey opportunities уоu will bе sеnt. Тhе reason fоr thіs іs thаt sоmе market rеsеаrсh sites оnlу send оut а couple оf paid surveys еvеrу month sо bу signing uр wіth lots оf sites уоu саn guarantee thаt уоu will gеt paid mоrе fоr уоur time.

4) Ensure уоu fully complete уоur profile оn еасh survey site аs sооn аs уоu hаvе registered. Profiles аrе extremely іmроrtаnt аs mоst sites usе thеm tо decide whо gеts whісh paid surveys аnd hоw muсh thеу аrе paid. Dоn’t dо аll thе hard work signing uр tо lots оf sites оnlу tо disqualify уоursеlf frоm mоst paid surveys bу nоt completing уоur profile іnfоrmаtіоn. Іts аlsо vеrу іmроrtаnt whеn completing уоur profile nоt tо lie аbоut whаt уоu hаvе оr hаvеn’t dоnе, market rеsеаrсh sites usе advanced technology sо іf уоu lie іts lіkеlу thеу will find оut іn thе еnd аnd уоu соuld loose уоur money thаt уоu’vе worked hard for.

5) Dоn’t јust sign uр fоr cash paying survey sites. Тhеrе аrе mаnу market rеsеаrсh sites thаt will pay уоu іn vouchers оr enter уоu іntо prize draws уоu shоuld аlwауs sign uр fоr аll types оf sites. Whеn signing uр fоr prize draw survey sites уоu hаvе а vеrу good chance оf winning аs оftеn уоu аrе оnlу competing аgаіnst а small group оf people. Sites thаt pay wіth shopping vouchers аrе аlsо great аs іf уоu dоn’t wаnt thе vouchers уоursеlf уоu соuld аlwауs gіvе оr sell thеm tо friends аnd family tо mаkе uр thе extra money.

By fоllоwіng thеsе tips уоu shоuld hаvе а great chance оf earning sоmе decent money еvеrу month sо gеt оut thеrе аnd start tаkіng paid surveys.

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Source by matthew adesokan

Online Real Estate – Time Limit Bidding

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Time Limit Bidding – The next generation of homes for sale online

The residential real estate industry has taken quite a hit over the past few years from the recession since 2007. Much of the recession has come at the hands of corporate or even „Wall Street“ not providing more transparency to „Main Street“ in the real estate transaction. As homes were bought and sold, many home buyers did not quite understand the underlying home values, mortgage industry or complexity of the real estate transaction. For years to come the average home buyer will be very cautious entering into new real estate transactions and the increased demand for transparency and credibility with homes for sale will emerge.

What has changed in the market? Real Estate Owned properties (or Bank Owned Properties / Listings) in the recession have allowed more bidding to take place. The Real Estate Owned (or REO) properties provide a larger discount to home buyers as they were previous foreclosures. Given that the bank needs to sell the home at a discount, it offers a better opportunity to home buyers and/or investors. REO properties for sale have become very popular and will help transcend the paradigm of online home buying from an „offer“ world to a „bidding“ world. In a few years, all residential home buying will be open to this process and „Main Street“ will be more comfortable with the new paradigm.

Online, the business models of buying and selling homes have not changed much over the years of the Internet. With web 2.0, the home buyer clearly has been provided more data but the businesses models still have remained very ad-based – delivering leads to real estate agents. Websites like Zillow and Trulia still just generate leads for real estate agents and produce other ad products or services. A new paradigm will soon emerge online where online bidding and time limit bidding becomes more of the norm. Time Limit bidding puts more trust back into the home buying transaction as it creates visibility to all parties as to bids on a residential home listing or ‚for sale‘ property. Unlike our current system where a home buyer merely submits an offer to a real estate agent, it is up to the agent to work with the Seller. The Seller can view offers ‚behind closed doors‘ and decide on its ‚highest and best‘. However, with Time Limit Bidding online, the home buyer can view all the bids of all interested parties in a home – whether it’s an owner occupier bid or an investor bid. In addition, many REO web sites are beginning to provide more credible data to home buyers to place bids – whether it is the original loan amount, property details, scoring, etc.

With the recession, REO properties offer such a discount to market prices that the new bidding paradigm can emerge. Bank owned properties need to be sold quickly and have more attractive prices than the traditional residential real estate market. Today, there are emerging web sites like GoHoming where time limit bidding on REO properities is permitted. It will be interesting to see how it all pans out in the coming months.

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Source by Evan Kramer

Leverage The Internet For Your Real Estate Marketing

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To those who want to take real estate marketing seriously, the suggestion is to hit the internet and start an online presence. The internet is one of the greatest frontiers for real estate marketing, and this should be taken seriously at all cost. So what are the basic reasons for this claim why you need to focus on the internet if you are a player in real estate marketing?

Learn the reasons why you need to take real estate marketing online

Well there are a number of reasons why this is so. But if you focus on the statistics about real estate and attitudes of home buyers online, then you can readily see the connection. According to one data, around 71 percent of the home buyers are using the internet for their research purposes, and they use the internet to look for listings and services. Another reason is that the internet buyers are considered to be better clients, and finally this saves time and considered to be most cost effective than other forms of marketing. With these figures, don’t you think that now is the time that you need to take your real estate marketing to the next level? Let’s take all three reasons separately, and see how they truly help your real estate marketing efforts.

Larger percentage of property searches happen online, so better consider online real estate marketing

The figure that pegs the internet users at 71 percent was contributed by the National Association of Realtors. This figure is still conservative, it is expected that the numbers will increase the moment the internet reaches more communities. These kinds of findings bode well for real estate marketing, and should serve as an encouragement for those involved in real estate marketing to take up the internet and eat a share of the pie. Another big reason why real estate marketing should be taken online is that many are saying that the internet home buyers are considered as better clients. This is based on the study commissioned by the California Association of Realtors. It is said that majority of the buyers who took up the internet to search for properties are considered as wealthier and they are looking for pricey properties. To put the comparison in better perspective, internet home buyers spend on a median priced home of $452,000 while traditional buyers bought $310,000. This means that if you really want to hit big with real estate marketing, and then better take the challenge of the internet. For those who take up the internet, it was found out that their property searches were shortened if compared to the traditional way. And the home buyers who are taking the internet are considered as more knowledgeable about the buying process and often had better satisfaction with the agents. So you get a perfect mix that should be friendly to your real estate marketing efforts- expensive purchases, shorter search cycles and happier clients.

Online real estate marketing offers great convenience

For this reason, if you don’t do real estate marketing online, then you are saying goodbye to great opportunities. Finally, with online real estate marketing you can save on time and money. The traditional media cannot offer you the convenience that you can expect from the online real estate marketing. Real estate marketing is made easier online thanks to the use of engaging websites, and real estate marketing is best too since you get cheaper means to communication.

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Source by Dave Geipel

Property Management Advice – 7 Ways to Organize You Must Know to Rent Your Places Faster

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I can not tell you how many times in the beginning of my property management career a prospective tenant called and caught me unprepared. I quickly learned I saved 5 to 10 hours a week and rented more houses by being well prepared. Here are my best tips.

1) Application Forms

A property manager should carry at least 50 blank rental applications with him at all times. Quite often, you will find yourself listing a new rental house and have no applications to place in the kitchen. You want to have applications in the house so you are not always running to your car during a showing.

The property management company should also have the rental application saved on the computer in a format that can be emailed to your clients quickly. You do not want to limit yourself to just faxing or having them pick up the form from you. This is very quick and painless.

2) At least 10 Copies of Blank Leases

Quite often, you will approve a tenant and need to meet with them to sign the lease. On your way out of the office at the end of the day, you completely forget to print out and bring the copies of the lease. Even the most organized person gets side tracked. Having the blank lease in your car ensures you never show up empty handed.

3) Key Tags

You should carry a small box of key tags so you can label keys you receive from new listings/property owners. In the past, I would constantly forget which keys belong to which properties and have to throw them out. This means the rental could not be rented until I could get a maintenance guy out there to change the locks. With just a little extra discipline and tagging the key as soon as you receive it, you save yourself a bunch of aggravation.

4) Digital Camera

You should keep your digital camera in the car as much as possible to ensure you are ready for new listings. Half the time, new property owners have cleaned their property and it is ready to go. By having the camera ready you can simply snap all the pictures you need to advertise the rental on MLS or Craigslist.

5) Property Management Agreements

Just like the lease, you should keep 10 copies of your management agreement in your car. This will make preparing for a listing appointment much easier and less stressful. If you bring your camera, business cards, and the management agreement, you have everything you need to sign up the new owner. You also want to have the agreement in email format to quickly send to the owners over the Internet.

6) Pens and Business Cards

It is embarrassing to not have either one on a listing or leasing appointment. Professionalism is found in the details.

7) Organizer to Carry Everything

You can buy an organizer at Office Depot or Staples that can store all the items listed above. Some people prefer a briefcase but I personally use a black plastic box with hanging folders. Use whatever suits you but just have it all in one place in your car

Note: A prepared property manager will create an automatic task in Outlook or a Day Planner to refill all the items once a month. Getting organized is useless for your property management company, if you do not have a follow-up system to ensure you stay organized.

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Source by David Lowrey

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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Source by Marek Kamella

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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Source by Kevin R. Harper

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

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

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!

Immobilienmakler Heidelberg

Makler Heidelberg


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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.

Immobilienmakler Heidelberg

Makler Heidelberg


Der Immoblienmakler für Heidelberg Mannheim und Karlsruhe
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Source by Terron Dancy