How to Know the Best Network Marketing Company

Without any doubt if you are an advocate of financial freedom or a person open to new business opportunities, chances are you have heard about multi-level marketing (MLM), direct selling, or network marketing business opportunity and your problem is to know the best network marketing company to join as there’re varieties to choose from.You may probably have an image firmly planted in your mind of what network marketing is, based on the seemingly endless debate over whether these companies and programs are legitimate business opportunities or not. You may have been in the industry for some time, shifting from one company to the other searching for the best company to join.This article will give you the real scoop about network marketing and how to know the best company to join in MLM. I strongly believe that the entire industry is poised for explosive growth and can be one of the most significant solutions to any country’s youth unemployment crisis. The biggest problem in the industry is amateur networkers coming into the industry without proper training about network marketing and the leaders in the industry are not doing much to train the upcoming and aspiring network marketers.Those who are in the industry are not willing to invest in their education to know the right way to do the business, that is why “The beauty of MLM is the low cost of entry and the bad thing in MLM, is also the low cost of entry. People fail to invest in their education once they join any MLM company and expect to be successful in the industry and once they are not getting the result they anticipated thy move to another company because the money they spent in joining the previous company is something they can forget without a fight.If they spend a fortune to start it, they will do everything possible to make it work; they will invest in their education, give their time because the money involves cannot go down without them looking for ways to recover it. But in network marketing they expect more from the little investment and if they don’t see that in few weeks they will start screaming SCAM. One thing network marketing does is to expose you to your weaknesses and require you to address them through education or you quit. Many leave the company once that weaknesses showed up and label that company fake.In every company business presentation the presenter will say they are the best and their distributors will go out to say the same to their prospects. I will not blame them for that as any company that puts money in your pocket is the best company to you. To be successful in any network marketing company require a renewal of your mind, you must have a positive mental attitude towards network marketing.I cannot list a number of Good network marketing companies, below are some of the factors that make up a good network marketing company and it will help you choose wisely.Check The Registration and Ranking Status: In the Network Marketing and Direct Sales industry there is an organization called the Direct Selling Association (DSA) http://www.DSA.org. There are thousands of Network Marketing Companies in the world, only about 200 or a few more of them are registered with DSA. The reason is because every member company must abide by high strict business ethics given by the organization which include on how they deal with their distributors. It does not mean that any other company that is not registered with them is not legit, but you will be on the safe side working with a company registered with them because they belong to a regulatory body that check-mate their excesses. For ranking check mlmrankings.com and businessforhome.org search on the company to know if they have been featured or rank on these sites. Check an honest review of the company through Goggle and YouTube to know what distributors and online network marketing coaches and writers have been saying about the company. I know there are companies out there with good intentions that are not registered with DSA, so explore every other means below to make your choice.How old is the company in business? You may hear terms like “ground floor company” or “start-up opportunity”. This entirely means the company is brand new. Statistics show that high percentage of new companies fail within their first five years because they are still in their formation stage. Every company started new and those that play the gamble of joining at the formation 5 years are the one reaping most of the dividend today therefore If you are OK with joining a new company in hopes that it will still be around after five years and you are one of the few that “got in early” then this should not be a problem for you.Check the Integrity of the Management Team. If the company is relatively new and you want to go ahead with it, check the integrity of the management team, the experience of the CEO and the team in Network Marketing Industry, their backgrounds and reputations. How many years’ experience they have in the industry and have they been successful in other companies in the network marketing industry. Their experience will help them shape the company to last a very long time than a money bag that just want to take advantage of the industry to amass wealth.If you can, talk to people that are currently involved with the company. Ask the person that is presenting the business opportunity to you if they can introduce you to other members, preferably members not in their team and listen to their stories about their real life experience with the company.Check Their Products or Services: This is a business, and just like if you were running a franchise or a storefront you must take a franchise of a product you know you can sell easily. Find out the features and benefits of their products to see if it will meet the need of the people you want to introduce into the business and those that will be your customers, will they use it and need more of the products?Examine the Compensation Plan. Compensation plans come in all shapes and sizes. Some are extremely complex to understand and others are very simple. You must know how fair and generous the overall distribution is. This is really important as the pay plan represents exactly how you’ll get paid–or not get paid. If you don’t understand the pay plan how are you supposed to know how much effort will be required for a certain level of pay?Sincerely Compensation explanation is complex subjects that cannot be explain fully in this article, even when you are explaining a simple compensation plan, but you must know the basis before starting your own network marketing business.There are five types of compensation plans used in Network Marketing industry, with many variations of each. There is probably no one plan that is perfect or right for everyone at every time. What may be the best plan for you today could change due to regulations, your experience in the industry and/or the type of product, even new technology. And, it’s those variations that can make the difference.Let’s take a look at the 5 different types of plans in their most basis forms, they are…

Stair Step Break A Way {Board Breaking etc)

Uni-Level

Matrix

Australian

Binary
Most new aspiring network marketing business owners always ask, which of these network marketing compensation plans is best. There is no one sentence that fits the answer to this question. It depends a lot on your personality and what you want to achieve from your network marketing business. The thing to remember is that, apart from retail profit where applicable, a network marketing compensation plan pays you for a combination of product sales and sales management. So if you are more of a traditional salesperson who can move tons of products, it may be advisable to go with the company that pays more for product sales than for managing sales teams. If you really want to make it big in network marketing, study the compensation plan of any company before signing up.Online Marketing: Make sure the company policy allows you to utilize the internet as a marketing tool and they must have system in place that will help you do that, such as your replicated website, online payment system, online product delivery system etc. People are utilizing the internet as their main marketing tool because of the automation on the internet that has allowed a much more consistent method of following up.The only reason why some companies don’t accept online marketing is due to people who utilize it to spam and that can give a very bad reputation not only to the distributor, but also to the company you’re working with.In conclusion, the best company in network marketing is the one that has a realistic pay plan, which is a compensation plan where the incentives given to members are achievable by the company through their product and services. You must also take notice of some of the points listed above to make your choices.

Best in Class Finance Functions For Police Forces

Background

Police funding has risen by £4.8 billion and 77 per cent (39 per cent in real terms) since 1997. However the days where forces have enjoyed such levels of funding are over.

Chief Constables and senior management recognize that the annual cycle of looking for efficiencies year-on-year is not sustainable, and will not address the cash shortfall in years to come.
Facing slower funding growth and real cash deficits in their budgets, the Police Service must adopt innovative strategies which generate the productivity and efficiency gains needed to deliver high quality policing to the public.

The step-change in performance required to meet this challenge will only be achieved if the police service fully embraces effective resource management and makes efficient and productive use of its technology, partnerships and people.

The finance function has an essential role to play in addressing these challenges and supporting Forces’ objectives economically and efficiently.

Challenge

Police Forces tend to nurture a divisional and departmental culture rather than a corporate one, with individual procurement activities that do not exploit economies of scale. This is in part the result of over a decade of devolving functions from the center to the.divisions.

In order to reduce costs, improve efficiency and mitigate against the threat of “top down” mandatory, centrally-driven initiatives, Police Forces need to set up a corporate back office and induce behavioral change. This change must involve compliance with a corporate culture rather than a series of silos running through the organization.

Developing a Best in Class Finance Function

Traditionally finance functions within Police Forces have focused on transactional processing with only limited support for management information and business decision support. With a renewed focus on efficiencies, there is now a pressing need for finance departments to transform in order to add greater value to the force but with minimal costs.

1) Aligning to Force Strategy

As Police Forces need finance to function, it is imperative that finance and operations are closely aligned. This collaboration can be very powerful and help deliver significant improvements to a Force, but in order to achieve this model, there are many barriers to overcome. Finance Directors must look at whether their Force is ready for this collaboration, but more importantly, they must consider whether the Force itself can survive without it.

Finance requires a clear vision that centers around its role as a balanced business partner. However to achieve this vision a huge effort is required from the bottom up to understand the significant complexity in underlying systems and processes and to devise a way forward that can work for that particular organization.

The success of any change management program is dependent on its execution. Change is difficult and costly to execute correctly, and often, Police Forces lack the relevant experience to achieve such change. Although finance directors are required to hold appropriate professional qualifications (as opposed to being former police officers as was the case a few years ago) many have progressed within the Public Sector with limited opportunities for learning from and interaction with best in class methodologies. In addition cultural issues around self-preservation can present barriers to change.

Whilst it is relatively easy to get the message of finance transformation across, securing commitment to embark on bold change can be tough. Business cases often lack the quality required to drive through change and even where they are of exceptional quality senior police officers often lack the commercial awareness to trust them.

2) Supporting Force Decisions

Many Finance Directors are keen to develop their finance functions. The challenge they face is convincing the rest of the Force that the finance function can add value – by devoting more time and effort to financial analysis and providing senior management with the tools to understand the financial implications of major strategic decisions.

Maintaining Financial Controls and Managing Risk

Sarbanes Oxley, International Financial Reporting Standards (IFRS), Basel II and Individual Capital Assessments (ICA) have all put financial controls and reporting under the spotlight in the private sector. This in turn is increasing the spotlight on financial controls in the public sector.

A ‘Best in Class’ Police Force finance function will not just have the minimum controls to meet the regulatory requirements but will evaluate how the legislation and regulations that the finance function are required to comply with, can be leveraged to provide value to the organization. Providing strategic information that will enable the force to meet its objectives is a key task for a leading finance function.

3) Value to the Force

The drive for development over the last decade or so, has moved decision making to the Divisions and has led to an increase in costs in the finance function. Through utilizing a number of initiatives in a program of transformation, a Force can leverage up to 40% of savings on the cost of finance together with improving the responsiveness of finance teams and the quality of financial information. These initiatives include:

Centralization

By centralizing the finance function, a Police Force can create centers of excellence where industry best practice can be developed and shared. This will not only re-empower the department, creating greater independence and objectivity in assessing projects and performance, but also lead to more consistent management information and a higher degree of control. A Police Force can also develop a business partner group to act as strategic liaisons to departments and divisions. The business partners would, for example, advise on how the departmental and divisional commanders can meet the budget in future months instead of merely advising that the budget has been missed for the previous month.

With the mundane number crunching being performed in a shared service center, finance professionals will find they now have time to act as business partners to divisions and departments and focus on the strategic issues.

The cultural impact on the departments and divisional commanders should not be underestimated. Commanders will be concerned that:

o Their budgets will be centralized
o Workloads would increase
o There will be limited access to finance individuals
o There will not be on site support

However, if the centralized shared service center is designed appropriately none of the above should apply. In fact from centralization under a best practice model, leaders should accrue the following benefits:

o Strategic advice provided by business partners
o Increased flexibility
o Improved management information
o Faster transactions
o Reduced number of unresolved queries
o Greater clarity on service and cost of provision
o Forum for finance to be strategically aligned to the needs of the Force

A Force that moves from a de-centralized to a centralized system should try and ensure that the finance function does not lose touch with the Chief Constable and Divisional Commanders. Forces need to have a robust business case for finance transformation combined with a governance structure that spans operational, tactical and strategic requirements. There is a risk that potential benefits of implementing such a change may not be realized if the program is not carefully managed. Investment is needed to create a successful centralized finance function. Typically the future potential benefits of greater visibility and control, consistent processes, standardized management information, economies of scale, long-term cost savings and an empowered group of proud finance professionals, should outweigh those initial costs.

To reduce the commercial, operational and capability risks, the finance functions can be completely outsourced or partially outsourced to third parties. This will provide guaranteed cost benefits and may provide the opportunity to leverage relationships with vendors that provide best practice processes.

Process Efficiencies

Typically for Police Forces the focus on development has developed a silo based culture with disparate processes. As a result significant opportunities exist for standardization and simplification of processes which provide scalability, reduce manual effort and deliver business benefit. From simply rationalizing processes, a force can typically accrue a 40% reduction in the number of processes. An example of this is the use of electronic bank statements instead of using the manual bank statement for bank reconciliation and accounts receivable processes. This would save considerable effort that is involved in analyzing the data, moving the data onto different spreadsheet and inputting the data into the financial systems.

Organizations that possess a silo operating model tend to have significant inefficiencies and duplication in their processes, for example in HR and Payroll. This is largely due to the teams involved meeting their own goals but not aligning to the corporate objectives of an organization. Police Forces have a number of independent teams that are reliant on one another for data with finance in departments, divisions and headquarters sending and receiving information from each other as well as from the rest of the Force. The silo model leads to ineffective data being received by the teams that then have to carry out additional work to obtain the information required.

Whilst the argument for development has been well made in the context of moving decision making closer to operational service delivery, the added cost in terms of resources, duplication and misaligned processes has rarely featured in the debate. In the current financial climate these costs need to be recognized.

Culture

Within transactional processes, a leading finance function will set up targets for staff members on a daily basis. This target setting is an element of the metric based culture that leading finance functions develop. If the appropriate metrics of productivity and quality are applied and when these targets are challenging but not impossible, this is proven to result in improvements to productivity and quality.

A ‘Best in Class’ finance function in Police Forces will have a service focused culture, with the primary objectives of providing a high level of satisfaction for its customers (departments, divisions, employees & suppliers). A ‘Best in Class’ finance function will measure customer satisfaction on a timely basis through a metric based approach. This will be combined with a team wide focus on process improvement, with process owners, that will not necessarily be the team leads, owning force-wide improvement to each of the finance processes.

Organizational Improvements

Organizational structures within Police Forces are typically made up of supervisors leading teams of one to four team members. Through centralizing and consolidating the finance function, an opportunity exists to increase the span of control to best practice levels of 6 to 8 team members to one team lead / supervisor. By adjusting the organizational structure and increasing the span of control, Police Forces can accrue significant cashable benefit from a reduction in the number of team leads and team leads can accrue better management experience from managing larger teams.

Technology Enabled Improvements

There are a significant number of technology improvements that a Police Force could implement to help develop a ‘Best in Class’ finance function.

These include:

A) Scanning and workflow

Through adopting a scanning and workflow solution to replace manual processes, improved visibility, transparency and efficiencies can be reaped.

B) Call logging, tracking and workflow tool

Police Forces generally have a number of individuals responding to internal and supplier queries. These queries are neither logged nor tracked. The consequence of this is dual:

o Queries consume considerable effort within a particular finance team. There is a high risk of duplicated effort from the lack of logging of queries. For example, a query could be responded to for 30 minutes by person A in the finance team. Due to this query not being logged, if the individual that raised the query called up again and spoke to a different person then just for one additional question, this could take up to 20 minutes to ensure that the background was appropriately explained.

o Queries can have numerous interfaces with the business. An unresolved query can be responded against by up to four separate teams with considerable delay in providing a clear answer for the supplier.

The implementation of a call logging, tracking and workflow tool to document, measure and close internal and supplier queries combined with the set up of a central queries team, would significantly reduce the effort involved in responding to queries within the finance departments and divisions, as well as within the actual divisions and departments, and procurement.

C) Database solution

Throughout finance departments there are a significant number of spreadsheets utilized prior to input into the financial system. There is a tendency to transfer information manually from one spreadsheet to another to meet the needs of different teams.

Replacing the spreadsheets with a database solution would rationalize the number of inputs and lead to effort savings for the front line Police Officers as well as Police Staff.

D) Customize reports

In obtaining management information from the financial systems, police staff run a series of reports, import these into excel, use lookups to match the data and implement pivots to illustrate the data as required. There is significant manual effort that is involved in carrying out this work. Through customizing reports the outputs from the financial system can be set up to provide the data in the formats required through the click of a button. This would have the benefit of reduced effort and improved motivation for team members that previously carried out these mundane tasks.

In designing, procuring and implementing new technology enabling tools, a Police Force will face a number of challenges including investment approval; IT capacity; capability; and procurement.

These challenges can be mitigated through partnering with a third party service company with whom the investment can be shared, the skills can be provided and the procurement cycle can be minimized.

Conclusion

It is clear that cultural, process and technology change is required if police forces are to deliver both sustainable efficiencies and high quality services. In an environment where for the first time forces face real cash deficits and face having to reduce police officer and support staff numbers whilst maintaining current performance levels the current finance delivery models requires new thinking.

While there a number of barriers to be overcome in achieving a best in class finance function, it won’t be long before such a decision becomes mandatory. Those who are ahead of the curve will inevitably find themselves in a stronger position.

US Markets in green on Friday; Dow 30 up over 345 points, Nasdaq Composite, S&P 500 up nearly 1%

US Markets were trading in the green on Friday with Dow 30 trading at 30,678.80, up by 1.14%. While S&P 500 was trading at 3,701.66, up by 0.98% and Nasdaq Composite 10,690.60 was also up by 0.71 per cent

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US Markets in green on Friday; Dow 30 up over 345 points, Nasdaq Composite, S&P 500 up nearly 1%
Earlier today, Indian stock markets ended the week on a winning note. It was the sixth straight gains for equity markets. Source: Reuters
US Markets were trading in the green on Friday with Dow 30 trading at 30,678.80, up by 345.25 points or1.14 per cent. While S&P 500 was trading at 3,701.66, up by 35.88 points or 0.98 per cent and Nasdaq Composite 10,690.60 was also up 75.75 points or 0.71 per cent. A Reuters report said that today’s strength was on the back of a report which said the Federal Reserve will likely debate on signaling plans for a smaller interest rate hike in December, reversing declines set off by social media firms after Snap Inc’s ad warning.

Source: Comex

Nasdaq Top Gainers and Losers

Source: Nasdaq

Earlier today, Indian stock markets ended the week on a winning note. It was the sixth straight gains for equity markets. The BSE Sensex ended at 59,307.15, up by 104.25 points or 0.18 per cent from the Thursday closing level. Meanwhile, the Nifty50 index closed at 17,590.00, higher by 26.05 points or 0.15 per cent. In the 30-share Sensex, 13 stocks gained while the remaining 17 ended on the losing side. In the 50-stock Nifty50, 21 stocks advanced while 29 declined.