Fall

Showing 641–656 of 705 results

  • Selling your manufacturing company is possible — even in a down economy

    Fall 2009
    Newsletter: Manufacturer

    Price: $225.00, Subscriber Price: $157.50

    Word count: 604

    Abstract: “We’re just going to wait it out.” In an uncertain economy, this seems to be a business owner’s mantra for everything from hiring freezes to putting off large expenditures. Prudence may be preferable when it comes to some business decisions, but if a manufacturing company owner is considering selling the business, he or she doesn’t have to wait until things pick up. Although some flexibility is necessary, an acceptable price is within reach if one is perceived as a discerning and prepared seller. This article describes the steps to make it possible.

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  • How to deal with customer bankruptcy

    Fall 2009
    Newsletter: Manufacturer

    Price: $225.00, Subscriber Price: $157.50

    Word count: 781

    Abstract: If a company has a customer who’s hovering on the brink of bankruptcy — or even wallowing through it — it needs to take certain steps to protect itself. This involves knowing about the different types of bankruptcy and the immediate steps to take when learning of one, including deciding whether to pursue repayment or write off the debt. If the former course is chosen, it will be important to participate in the court proceedings and follow certain procedures. Beyond all this, there are preventive measures a company can take to avoid being stung by customer bankruptcy in the first place.

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  • Private activity bonds – Act soon to add more to your manufacturing facility for less

    Fall 2009
    Newsletter: Manufacturer

    Price: $225.00, Subscriber Price: $157.50

    Word count: 751

    Abstract: The American Recovery and Reinvestment Act of 2009, commonly referred to as the Stimulus act, has sweetened tax-exempt private activity bonds, which are available to finance “manufacturing facilities.” This definition now includes facilities used in the creation or production of intangible property, such as computer software or intellectual property. Traditional manufacturers may also benefit by using the money from a private activity bond to finance the development of on-site facilities. The act also lessens alternative minimum tax risk. But these and other tax breaks (described in a sidebar) may not be around for long, so it’s important to act fast.

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  • For What It’s Worth: Valuation in the Courts – Attorney-client privilege not guaranteed

    Fall 2009
    Newsletter: Expert / Valuation & Litigation Concepts

    Price: $225.00, Subscriber Price: $157.50

    Word count: 413

    Abstract: Attorney-client privilege is a cornerstone of our legal system. Yet, in a recent minority shareholder suit for fraud and breach of fiduciary duty, the New York Supreme Court ruled that attorney-client privilege doesn’t generally extend to communications between a valuation expert and attorney. Thus, before sharing information with a financial professional or committing a conversation to writing, business owners and their attorneys need to consider how opposing counsel might use it in the case at hand.

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  • Research shows bankruptcy drives financial statement fraud

    Fall 2009
    Newsletter: Expert / Valuation & Litigation Concepts

    Price: $225.00, Subscriber Price: $157.50

    Word count: 435

    Abstract: The rough economy is pushing an increasing number of businesses into bankruptcy. And, according to recent research, financial state¬ment fraud may be more prevalent in companies that file for bankruptcy. A couple of recent studies take a look at where the fraud is coming from and whether Sarbanes-Oxley controls are proving effective.

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  • The value of a workforce – Appraisal of human capital often necessary, complex

    Fall 2009
    Newsletter: Expert / Valuation & Litigation Concepts

    Price: $225.00, Subscriber Price: $157.50

    Word count: 639

    Abstract: The rough economy has brought an uptick in the number of layoffs and furloughs. And when such events occur, the estimated value of the affected workforce can change. Thus, appraisals of this nature are becoming more and more prevalent. There are a variety of specific reasons to obtain a workforce appraisal, including when pricing and structuring a business sale or merger or for determining income and property taxes. And there are three basic valuation approaches that might be used.

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  • Splitting charitable remainder trusts in divorce – What are the tax consequences?

    Fall 2009
    Newsletter: Expert / Valuation & Litigation Concepts

    Price: $225.00, Subscriber Price: $157.50

    Word count: 955

    Abstract: While the division of some marital assets in divorce can seem straightforward, questions have arisen about making a pro rata, 50-50 division of a charitable remainder trust (CRT) into two trusts for the spouses. In response, the IRS issued Revenue Ruling 2008-41, which addresses the tax consequences of such a division. Specifically, this article addresses excise taxes in regard to self-dealing, taxable expenditures, and asset transfers between private foundations, while a sidebar looks at whether a CRT can be divided into separate trusts for multiple — but nonmarried — income recipients without triggering adverse tax consequences.

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  • Contractor’s Toolbox – Is subcontractor safety any of your business?

    Fall 2009
    Newsletter: Construction Industry Advisor

    Price: $225.00, Subscriber Price: $157.50

    Word count: 417

    Abstract: When a general contractor was cited for its subcontractor’s safety violations — even though the safety of only the subcontractor’s employees was at stake — the contractor appealed. But the U.S. Court of Appeals for the Eighth Circuit upheld the citation. Although this case is binding in only the midwestern states included in the Eighth Circuit, it’s likely that OSHA will continue to enforce its controlling employer citation policy in other locales. Contractors will be wise to modify construction contracts to require subcontractors to comply with OSHA safety requirements as well as the contractor’s safety plan.

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  • Public construction projects – Reinventing yourself to compete

    Fall 2009
    Newsletter: Construction Industry Advisor

    Price: $225.00, Subscriber Price: $157.50

    Word count: 736

    Abstract: The struggling economy has been tough on the construction industry, particularly for contractors that do residential and commercial work. Many contractors have reinvented themselves to take advantage of new opportunities in public works construction. But it’s critical to get up to speed on the rules for bidding on public contracts. One misstep can be the difference between winning and losing a job, or worse yet, the difference between profit and loss. It’s important to learn where to find out about these often little-publicized jobs, and then get acquainted with the strict bidding rules that accompany them. A sidebar looks at some of these specific technicalities.

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  • Eliminate the creep! How to manage indirect costs

    Fall 2009
    Newsletter: Construction Industry Advisor

    Price: $225.00, Subscriber Price: $157.50

    Word count: 608

    Abstract: What a construction company spends on project management, repairs, small tools, office trailers and so forth can easily creep up on it. These indirect job costs — if not properly allocated to their projects — can cause overhead to increase and profitability to suffer. It’s important to break down and analyze spending, and determine how indirect costs affect projects. A contractor should also review the amounts it’s paying vendors. Set up correctly, an indirect-cost allocation system can help a contractor to bid projects more realistically and build up its bottom line.

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  • Subcontractors and surety bonds: 5 tips for getting paid

    Fall 2009
    Newsletter: Construction Industry Advisor

    Price: $225.00, Subscriber Price: $157.50

    Word count: 675

    Abstract: It’s a big mistake for a subcontractor to assume that it’s protected by payment or performance bonds. Before a contract is signed, it’s necessary to perform the due diligence needed to confirm that required bonds exist, that they’re valid and sufficient, and that the surety is financially stable. This article lists five steps a subcontractor should take to help ensure it gets paid for its work and materials.

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  • Are you up to speed on sample medication management?

    Fall 2009
    Newsletter: Vital Signs

    Price: $225.00, Subscriber Price: $157.50

    Word count: 746

    Abstract: Physician practices that distribute sample medication need to have policies and procedures that guarantee medication safety to its patients and staff. Insurance carriers and auditing entities will review practice manuals and logs to determine whether an office is following appropriate medical management procedures. There are a number of specific policies a practice should implement to meet this challenge, and some pharmaceutical companies also offer programs that can help.

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  • The process of partnering with a health system

    Fall 2009
    Newsletter: Vital Signs

    Price: $225.00, Subscriber Price: $157.50

    Word count: 1018

    Abstract: Throughout the country, hospitals are looking at ways to partner with physicians in order to create comprehensive health systems that will serve the needs of their service community as well as the physicians with whom they partner. But, to meet the requirements that are necessary to perform a comprehensive review and meet all Stark requirements, health systems must perform due diligence in regard to productivity, compensation, profitability, overhead and staffing. The overwhelming nature of the requests for documentation may foster fear or resentment among some practices, but they should think of it as merely a way for the health system to be introduced to the practice and how it operates, not as an intimidating or judgmental process.

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  • Increasing revenue by managing denials in a rough economy

    Fall 2009
    Newsletter: Vital Signs

    Price: $225.00, Subscriber Price: $157.50

    Word count: 985

    Abstract: Hard economic times are causing medical practices to increasingly write off accounts because of bad debt. Thus, cash flow is more important than ever for providers. One of the biggest factors in improving cash flow is reducing the frequency and occurrence of denials and ensuring clean claims on the first submission. To effectively manage denials, physicians must identify the type of denial, educate staff, know how to edit claims and prepare appeals, and monitor progress.

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  • Patient complaints — Turning negatives into positives

    Fall 2009
    Newsletter: Vital Signs

    Price: $225.00, Subscriber Price: $157.50

    Word count: 825

    Abstract: With the advent of online doctor reviews, patients can anonymously spread the word about the good, bad and ugly of their experiences with a particular office. And the impact of a negative online review to a practice could be significant, without the doctor having any control or say. But there are ways to prevent a patient’s negative opinion or turn it into a positive one. It involves various methods of listening to the patient. And, if he or she does request to transfer records to another practice, an exit interview may be able to resolve the problem — and help physicians understand where their practice might need improvement.

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  • Buying a troubled bank — a good strategy if you do it right

    Fall 2009
    Newsletter: Community Banking Advisor

    Price: $225.00, Subscriber Price: $157.50

    Word count: 334

    Abstract: For a healthy community bank, acquiring a failed or failing institution can provide a valuable strategic opportunity. But just because the price is low doesn’t mean it’s a bargain. More than ever, it’s important for an acquiring bank to define its strategy, perform thorough due diligence, focus on valuation issues, and determine the best deal structure.

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