2009
Showing 129–144 of 678 results
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Market niche insider – Making staffing firms work
September / October 2009
Newsletter: Commercial Lending Report
Price: $225.00, Subscriber Price: $157.50
Word count: 461
Abstract: Staffing is a cyclical industry that fluctuates with the economy; revenue dwindles during downturns, and the current one is no exception. But observers expect that, as the economy gradually regains momentum, there will be a surge in the demand for temporary and permanent staffing services. But this also will be in response to changing trends within the industry, such as the shift to higher-skilled temps and “temp-to-hire” arrangements. To make the most of the next upswing, lenders should be sure that their employment-firm borrowers are revising their business models to keep up with the latest staffing industry trends.
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Why pay attention to internal controls?
September / October 2009
Newsletter: Commercial Lending Report
Price: $225.00, Subscriber Price: $157.50
Word count: 555
Abstract: Some risky customer characteristics, such as inadequate internal controls, are not easily detected. Yet they are an essential cornerstone of asset protection. Whether through its own field audit or that of an independent auditor, a lender will need to get satisfactory answers to such questions as: Who has access to assets? Are accounts analyzed? And are controls prioritized?
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Closing is just the beginning – The real work starts after the merger or acquisition
September / October 2009
Newsletter: Commercial Lending Report
Price: $225.00, Subscriber Price: $157.50
Word count: 631
Abstract: Regardless of how many spreadsheets a borrower runs or due diligence procedures performed before the deal closes, a lender won’t know if it will be successful until integration is completed. So the real work begins after the closing. A lender should examine how the new entity communicates the merger to its customers and how it transitions them into the new relationship. The company should similarly look to the concerns of its employees so as to retain the best performers. But, if all else fails, a demerger clause can provide a means of unraveling an unprofitable venture within a prescribed time frame.
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In the nick of time – Spotting distressed borrowers
September / October 2009
Newsletter: Commercial Lending Report
Price: $225.00, Subscriber Price: $157.50
Word count: 1008
Abstract: The recession has impacted virtually every type of business. But how can a lender differentiate a temporary lag from irreparable mismanagement? Which borrowers are salvageable, and which are not? This article discusses not only red flags to watch out for in financial statements, but non-numeric indicators of distress, as well — such as employee turmoil, competitive pressures, management crises and a deteriorating track record. It describes proactive steps lenders can take, while a sidebar warns against lenient lending terms.
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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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Reduce costs without losing control
Fall 2009
Newsletter: Community Banking Advisor
Price: $225.00, Subscriber Price: $157.50
Word count: 514
Abstract: In a weak economy, like it or not, cost-cutting is an integral part of strategy. There’s no one right way to cut costs, but it’s important to consider the potential impact on internal controls. Eliminating jobs can heighten a bank’s risk if affected employees are integral to internal control processes. But there are ways to mitigate the risks if such job cuts are absolutely necessary.
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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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Measure for measure – Which profitability measurement tools are best for your bank?
Fall 2009
Newsletter: Community Banking Advisor
Price: $225.00, Subscriber Price: $157.50
Word count: 984
Abstract: With some banks failing and many struggling, this article emphasizes that it’s vital for a community bank to monitor its performance closely. But which measurements are best? Historically, return on assets (ROA) has been the most popular. But banks are now placing greater emphasis on ROE. And how does one make a fair comparison between the performances of different branches? Finally, regardless of how one measures profitability, it’s important to consider the impact of risk. A sidebar looks at a recent survey that shows how banks are measuring profitability and using the results.