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  • A work in progress – An uncertain future requires a flexible estate plan

    November / December 2016
    Newsletter: Estate Planner

    Price: $225.00, Subscriber Price: $157.50

    Word count: 753

    Abstract: An estate plan shouldn’t be a static document. In fact, a person should revisit it every few years to account for life-changing events, such as marriage or the birth of a child, or tax law changes. If one’s life expectancy is 30 years or more, it may be difficult to plan for the future. This article explains that adding flexibility to an estate plan is important, and a carefully constructed trust is the proper vehicle.

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  • The power of mentoring — Unite business plan with succession plan

    February / March 2012
    Newsletter: Trendlines

    Price: $225.00, Subscriber Price: $157.50

    Word count: 753

    Abstract: The owners of many companies launch their enterprises with a business plan — a written document outlining the company’s strategic objectives and practical means of accomplishing them. Likewise, many owners leave their businesses via a succession plan, a written document outlining how the company’s ownership should transition. Often, however, these two documents never cross paths, much less join toward a common goal. This article shows how effective mentoring can unite a succession plan with a business plan to great effect.

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  • Planned giving: Your future is now

    Spring 2012
    Newsletter: Nonprofit Observer

    Price: $225.00, Subscriber Price: $157.50

    Word count: 753

    Abstract: In these economically challenging times, it’s especially important that nonprofits focus on planned giving. Most wealthy donors who pledge to make lifetime gifts or to leave part of their estate to the charitable organization will follow through on their intentions. But they need to be educated about the advantages of planned, or deferred, giving. This article explains the vehicles available to them and how nonprofits can find potential donors.

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  • Make planning a seasonal product cycle more predictable

    Winter 2011
    Newsletter: Manufacturer

    Price: $225.00, Subscriber Price: $157.50

    Word count: 753

    Abstract: Accurately forecasting the demand for seasonal merchandise isn’t easy. However, distributors can better plan the boom and bust cycle of seasonal inventory by studying historical sales data, forecasting future demand and considering the unexpected. This article shows how — and what to do when, in spite of one’s best efforts, an excess of inventory remains.

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  • Business contingencies – What are they and why should you care?

    July / August 2010
    Newsletter: Valuation & Litigation Briefing / Litigation & Valuation Report

    Price: $225.00, Subscriber Price: $157.50

    Word count: 753

    Abstract: In a perfect world, business contingencies — that is, gains or losses arising from an anticipated event — wouldn’t exist. In this imperfect world, however, they must be factored into many appraisals. In cases where a firm number is required, a valuator must use his or her best judgment to quantify contingent gains or losses. In other instances — such as business transactions, mergers and acquisitions, or divorce valuations — an appraiser can help the parties design provisions that adjust the terms once the contingency has been resolved.

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  • Leasing strikes back

    Summer 2010
    Newsletter: Auto Focus

    Price: $225.00, Subscriber Price: $157.50

    Word count: 753

    Abstract: According to many industry sources, leasing is making a slow comeback. To make sure such leases are profitable, it’s important to make sure that lease payments cover interest costs and the spread between the vehicle’s capitalized cost and its residual value. This article defines those terms, noting that higher actual residual values are making leases more affordable. It also discusses the importance of training staff to explain the pros and cons of leasing to customers.

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  • Pieces of the pie – Dividing the family business into separate entities can benefit all

    June / July 2010
    Newsletter: Focus

    Price: $225.00, Subscriber Price: $157.50

    Word count: 753

    Abstract: If a small family business has become big, it may be time to split it into two or more entities. Doing so may be necessary if the company has evolved into two distinct businesses or if heirs are locked in a battle of clashing visions for its future. But before moving forward, it’s important to know how the split will affect tax liability. A split can be a tax-free transaction if the company provides a valid business reason that led to the division. But such splits are complex, especially if they involve an employee stock ownership plan (ESOP). It will first be necessary to check whether a split is allowed under a previous buy-sell agreement. It’s also important to focus on the previous and anticipated business structures and the company’s pre-split tax attributes, along with the impact of a split on personal finances.

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  • Outsourcing: Another cost-saving strategy

    Fall 2009
    Newsletter: Community Banking Advisor

    Price: $225.00, Subscriber Price: $157.50

    Word count: 753

    Abstract: In times when cost-cutting is king, outsourcing some functions can be more appealing than ever to community banks. But, as this article explains, the key to success is finding the areas of a bank’s operation that are right for outsourcing. Should the internal audit function be outsourced? What about human resources, mortgage fulfillment or proof-of-deposit functions? It’s also important to carefully select and monitor the service provider. And, as a sidebar explains, offshore outsourcing can be a challenge for community banks that pride themselves on knowing their customers better than their larger counterparts do.

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