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Thursday, Jun 22, 2006, 11:35
Allianz to eliminate 7,480 jobs in insurance, banking
Allianz AG, Europe's largest insurer, plans to cut about 7,480 jobs, or 4.2 percent of the workforce, in Chief Executive Officer Michael Diekmann's biggest overhaul of the company's insurance operations since he took over three years ago. Allianz will shed about 5,000 workers at its German insurance unit by reducing administrative offices to 10 from 21, and trim about 2,480 jobs at Dresdner Bank, the Munich-based company said in a statement today. Diekmann, 51, is merging Allianz's German life, health and property and casualty units under one holding company and seeking to reign in costs at Dresdner to make European operations more profitable. Allianz expects the job cuts at the insurance unit to reduce expenses by as much as 600 million euros by 2008. ``They need to be efficient,'' said Markus Engels, who helps oversee about $55 billion, including Allianz shares, at Cominvest Asset Management in Frankfurt. ``If you compare Allianz with international competitors it still isn't top in terms of capital returns.'' He spoke before the announcement. Allianz's return on equity, a measure of profitability, was 12.6 percent in 2005, lagging behind Paris-based Axa SA's 13.4 percent and Trieste-based Assicurazioni Generali SpA's 16.5 percent, data compiled by Bloomberg show.
Allianz said the reorganization won't lead to any firings at its German insurance units until the end of 2007. Job losses could result as Allianz shuts offices and employees decide to leave rather than move to another city, said Frank Lehmhagen, an official at Ver.di, Germany's biggest labor union, and a member of the supervisory boards at Allianz's German insurance units. Unions criticized Allianz for making job cuts after net income almost doubled to a record 4.4 billion euros last year. Ver.di said in a statement today it's preparing warning strikes to protest the reductions cuts and will pursue such actions unless Allianz offers more job guarantees. Allianz plans to cut 3,300 jobs at the property and casualty unit in Germany, 1,000 at the life unit and 700 at the health insurance unit. Allianz earlier this year already announced the reduction of 700 jobs at its sales organization in Germany. Allianz said in February that it expects the reorganization of the German insurance units will boost operating profit by 200 million euros in 2007, 400 million euros in 2008 and 600 million euros in 2009.
Allianz plans to close its regional headquarters in Cologne and the property and casualty unit's offices in Mainz, Aachen, Hanover, Augsburg, Freiburg, Mannheim, Nuremburg, Magdeburg and Ulm. It will also close the life unit's office in Frankfurt and the health unit's office in Dortmund. (Bloomberg)
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The Leadership Development Center offers more than 20 leadership courses to over 5,000 Officer, Enlisted, Reservist, and Civilian Coast Guard personnel annually. We also offer technical skills training to members assigned to command cadre positions aboard cutters, small boat stations, and marine safety security teams. Training occurs at one of three training sites (located in New London, Connecticut; Petaluma, California; and Yorktown, Virginia) or through exportable training held in the field at various units.
Our courses have received military programs evaluation by the American Council on Education and have received recommended semester hours credit in the lower-division baccalaureate/associate degree category and/or upper-division baccalaureate category. For any questions concerning ACE credits for Coast Guard courses, contact the Registrar's Office at the U.S. Coast Guard Institute.
Our mission is to educate, develop, train, and inspire leaders of character.
This three-day course is designed to provide consistent leadership and supervisory training to apprentice level personnel. This course is specifically intended to assist member growth from individual contributor to first-line supervisor. ALP provides a foundation in several leadership framework competencies associated with worker-level competencies in the Coast Guard. The Apprentice Leadership Program is taught during the course of instruction at all of the Coast Guard's "A" Schools, as well as the DEPOT program at Training Center Cape May.
This four-day course provides Commanding Officers and Officers-in-Charge with leadership and administrative tools to successfully perform as a unit leader within the Coast Guard organization.
Commandant has mandated all Commanding Officers and Officers-in-Charge shall receive command training to ensure alignment with Coast Guard leadership principles, organizational goals, and administrative practices. While Afloat, Sector, and Boat Forces units have established and curriculum-approved command cadre courses, other Coast Guard commands did not. The Command Assignment Preparation Training (CAPT) was developed to fill that void. The course is convened multiple times annually.
Welcome to the United States Coast Guard Leadership and Management School (LAMS). The Leadership and Management School is a one-week course designed to enhance supervisory skills for first line supervisors. The course develops skills to: communicate effectively, influence others positively, create an environment that motivates performance, get the job done while taking care of subordinates, encourage personal ethics, and promote teamwork. This course has been evaluated by the American Council on Education, which recommends LAMS have three college credits. All LAMS graduates receive the credit on their military transcript.
Resident courses for LAMS are offered at TRACEN Petaluma, TRACEN Yorktown and the Leadership Development Center (LDC), which resides at the Coast Guard Academy. In addition, the LDC provides up to 74 LAMS courses hosted locally at CG units across the country every fiscal year.
1. Review LAMS convening dates on ETQC's CG Portal page and in ETQC shared documents. Select the Job Aid to learn more about the application process.
a. If you are located within 50 miles of the Exportable Host Unit session(s), you will first request attendance at your local convening(s).
b. If you are located outside of 50 miles from the Exportable Host Unit session(s) or have operational, medical, or work-life constraints with your local exportable convening(s), you should request attendance at a resident convening.
3. Follow your local operating procedures to submit an ETR, ensuring at least two alternate sessions have been included in the comments section of the ETR request. List all operational constraints and special circumstances in your comments.
NOTE: Classes tend to fill up several months in advance so submit your ETR early.
Reserve members are authorized to only utilize ADT-OTD for exportable training in accordance with policy.
3. The LAMS Host Unit Checklist provides additional information and guides POCs in preparing for a successful course.
E-5: LAMS is a requirement for all E-5s to advance to E-6. These members shall have priority seating in the class before any other eligible students.
GS 7-11, O-1, O-2, E-4 above the cut for E-5, and E-6: These personnel receive secondary priority.
O-1 and O-2: It is highly recommended O-1s and O-2s attend regardless of accession-level LAMS training.
Only ODUs or Tropical Blue Long will be authorized. See your orders for more details.
This is a two-week training course designed to prepare personnel to successfully serve in senior leadership and command positions at Boat Forces units ashore. Although not pipeline, this course is required for the command cadre and engineering petty officer personnel at all boat forces units.
This course prepares all members in receipt of orders to assignments as Commanding Officer, Officer-In-Charge, Executive Officer, Executive Petty Officer, or Engineering Petty Officer billets at Boat Forces units; including DSF and MFPUs, Operations Officers of MFPUs, and Logistic Officers of PSSUs; to execute their broad range of duties and responsibilities. Students are provided with the skills required to use technical terminology, locate appropriate references, complete paperwork, identify on the job challenges, and perform corrective actions which are ethically responsible and consistent with Coast Guard policy. Learning focuses on leadership and operations. Students will be evaluated on their participation in class, various writing assignments, and an examination on Coast Guard Regulations.
To enhance and promote operational safety, bridge team coordination, and operational risk management throughout the cutter fleet. Graduates of this course will apply the principles of Bridge Resource Management and Operational Risk Management during both operational planning and mission execution in order to prevent or reduce mishaps. Although not pipeline, this course is required by all operations officers and operations petty officers serving aboard non-major cutters.
This is a four-day training course designed to prepare personnel to meet the demands of an operations officer or an operations petty officer billet on classes of cutters other than WMSL, WHEC, and WMEC. Instructional topics include operational risk management, principles of bridge resource management, crew endurance management, mission planning, and the application of navigation rules. This course meets the requirements for annual ORM refresher training as required by the Operational Risk Management Instruction, COMDTINST 3500.3. This course is Standards of Training, Certification and Watchkeeping (STCW) certified.
To strengthen the officer corps by preparing Chief Warrant Officers to Lead, Mentor, and Influence a diverse workforce.
Since its inception in 1997, U.S. Coast Guard Chief Warrant Officer Professional Development (CWOPD) has played a vital role in developing Leaders of Character. The present-day CWOPD is part of the Coast Guard Leadership Development Center (LDC) and is one of the schools within the Officer Accessions and Transition Branch.
Building upon individual technical skills attained through enlisted career experiences, Chief Warrant Officer Professional Development is a true officer transition course―established to provide newly commissioned CWOs the professional development they need to successfully leverage their technical specialty competencies to lead the workforce across the full spectrum of Coast Guard operations.
As a condition of their Appointment, all new CWOs are required to attend CWOPD within 12 months of receiving their commission. Any CWO with over 24 months time-in-grade who desires to attend CWOPD is encouraged to contact the Office of the Program Manager. The Program Manager will evaluate requests for attendance on a case-by-case basis.
Student participation in this course is limited strictly to international students. In addition to improving international relationships, the course was developed to enhance and promote operational safety, bridge team coordination, and operational risk management in the international maritime environment. Graduates of this course will apply risk management, team coordination, and bridge resource management principles during operational planning and mission execution in order to prevent or reduce mishaps.
This is a four-day course imbedded within the primary 75-day IMOC course offered by the International Resident Training Branch at Training Center Yorktown. Instructional topics include operational risk management, bridge resource management, crew endurance management, the application of navigation rules, engineering roles/responsibilities, and command relationships.
The Midgrade Officer and Civilian Transition Course 1 is a 15-week blended course, with online training before and after the 2-week resident session. The primary focus of MOCTC 1 will be on Leading Self and Leading Others. O-3s and GS-12s, preferably in a supervisory/team leadership role, will develop their understanding of successful leadership practices to improve the climate of their workplace and increase their effectiveness in accomplishing Coast Guard missions.
Note: O-3s and GS-12s not currently serving in a supervisory/team leadership role are still highly encouraged to apply.
For information about the MOCTC 1 course, convenings, requirements, and application process, please visit TQC or COMDT CG-12C .
The Midgrade Officer and Civilian Transition Course 2 is over 22 weeks, in a blended format with online training before and after a 3-week resident session. The primary focus of MOCTC 2 will be on Leading Performance and Change and Leading the Coast Guard competencies. As New O4s and GS13s transition from serving as technical experts to organizational leaders, MOCTC 2 will help them expand their professional knowledge of the Coast Guard and gain a better understanding of how the Coast Guard interacts with external partners. MOCTC 2 will also help these officers and civilians expand their oversight responsibilities and help define the Coast Guard of the future.
For information about the MOCTC 2 course, convenings, requirements, and application process, please visit TQC or COMDT (CG-12C).
Officer Candidate Indoctrination (OCI) is a three-week program designed for College Student Pre-Commissioning Initiative (CSPI) students to prepare them for Officer Candidate School (OCS). The CSPI program selects college sophomores or juniors from Minority Serving Institutions (MSI) to enlist in the Coast Guard and attend OCS following graduation from college. Once selected, CSPI students attend boot camp during the summer in between semesters and graduate as Officer Trainees (OTs) with the pay grade of E-3. OTs receive full payment of school tuition, fees, and textbooks for remaining semesters in addition to standard military benefits (housing, medical, etc.). Prior to attending OCS, OTs attend OCI, which focuses on health & physical readiness, nautical science, writing, leadership and Coast Guard missions/careers paths. There are two corollary CSPI recruiting programs that also attend OCI. The first is the Wilks Flight Initiative (WiFI) for students already enrolled in CSPI that are interested in flight school. The second is CSPI-Student Loan Repayment Program (CSPI-SLRP). The CSPI-SLRP is a tuition repayment program designed for college seniors attending an MSI.
Officer Candidate School (OCS) is an extensive 17-week course of instruction which prepares officer candidates to serve effectively as officers of the United States Coast Guard. In addition to introducing students to the military lifestyle, OCS provides a vast curriculum covering topics that are essential for performing the duties of a Coast Guard Officer. Graduates of the program receive a commission in the Coast Guard as an Ensign and are required to serve a minimum of three years on active duty service. Graduates may be assigned to a cutter, flight training, prevention or response billet. All graduates will be available for world-wide assignment.
Temporary commission: between the ages of 21 and 34 (applicants must have reached their 21st birthday, but not their 35th birthday as of 30 September of the fiscal year in which the panel convenes).
If you are currently serving in another branch of the U.S. Armed Forces or are enrolled in a ROTC program, you must provide a release from your service obligations prior to entering the Coast Guard. Applicants with six or more years of non-Coast Guard active duty service are not eligible.
All applicants must be United States citizens.
ASVAB: 109 on ASVAB General Technical (GT) Aptitude Area after 1 July 2004; 110 prior to 1 July 2004. The GT score is obtained by combining the VE (Word Knowledge and Paragraph Comprehension) and AR (Arithmetic Reasoning) test scores.
A full medical screening will be conducted in accordance with your application.
Within the first 72 hours of reporting to OCS, Officer Candidates will be given a physical fitness test to gauge your individual physical fitness level and determine your eligibility to continue in the program. To assist you with the Cadence Push-ups (2-minute time limit), use the audio recording to prepare for the push-ups. The push-ups are completed to an approved cadence that consists of pushing up for one second and lowering down for one second without stopping. There is a maximum number of 60 pushups that can be completed in a 2-minute period. See the OCS Pre-Reporting Guide for more information.
Reserve Commission Applicants must be in their senior year or hold a baccalaureate or higher degree from an accredited college or university with a cumulative GPA of 2.5.
Temporary Commission Applicants (active duty Coast Guard personnel E-5 and above with at least four years of active duty in any Armed Forces) must have a baccalaureate or higher degree from an accredited college or university, or 25th percentile scores on general CLEP exams, or have completed at least one year of college (30 semester or 45 quarter hours) at an accredited college or university. Temporary Commission Applicants must also have completed one college-level math class or pass the general math CLEP exam. Contact your unit Educational Service Officer for additional information.
For information on Officer Candidate School and the application deadlines, visit GoCoastGuard.com.
This two-week technical development course immerses prospective operations officers into a challenging environment as they continue to hone their navigation, planning and bridge resource management skills in order to increase the level of unit readiness and promote safe mission execution during their service aboard the major cutter fleet.
1. Planning: Both short range and long range patrol planning are included, the culmination of which centers around a "fully" developed patrol plan presented to a senior cutterman with prior major command experience.
2. Operational Readiness and Mission Execution: The application of skills, information and risk analysis to conduct safe and effective operations.
3. Bridge Resource Management: The manner in which people work together with their equipment, available information, and each other to prevent collisions, allusions, and groundings.
This course is Standards of Training, Certification and Watchkeeping (STCW) certified.
Reserve Officer Candidate Indoctrination (ROCI) is a three-week course designed for individuals who have been chosen for Selected Reserve Direct Commission (SRDC) Program. ROCI prepares these individuals to serve effectively as officers of the United States Coast Guard Reserve. All Reserve officer candidates have prior service in the Coast Guard or other branch of the U.S. Armed Services. Topics covered include basic military knowledge, Coast Guard roles and missions, readiness, reserve personnel management and leadership.
If you have been selected for the ROCI program, consult the ROCI Pre-Reporting Guide for specific information to prepare you for the course.
The Senior Enlisted Leadership Course (SELC) is focused on creating a pool of highly trained and motivated senior enlisted leaders better prepared for assignment to a Master Chief or Senior Chief Petty Officer billet including select high-profile assignments, such as Command Master Chief and Rating Force Master Chief.
Using the U.S. Coast Guard's Leadership Development Framework, SELC develops critical leadership skills required of Senior Enlisted Leadership positions by addressing human resource and organizational policies, professional communications, the relationships between workforce and senior leadership, and concepts of strategy and organizational change management.
Prospective students must be in pay grade E-8 or E-9. Students must have successfully completed the CPO Academy or DoD equivalent, comply with Coast Guard or parent service as applicable weight standards with a current entry in Direct Access within the 30-day period prior to executing their orders, and must be up to date with their Physical Health Assessment (PHA).
There is a required six-week facilitated online learning portion prior to student's arrival for the two-week resident training at the Leadership Development Center. Students are required to participate in the online portion to graduate.
Credits: In the lower-division baccalaureate/associate degree category, 3 semester hours in leadership and 3 in communications (3/14)(3/14).
The Senior Leadership Principles and Skills course uses an interactive classroom environment to improve the leadership knowledge, abilities, skills, and attitudes of mid-level leaders. Areas of study include self-awareness, visioning leadership theory and models, performance counseling, networking, mentoring, team leadership, effective communication, and managing conflict.
This five-day course helps USCG active duty, reserve, and civilian personnel develop performance improvement skills in the areas of team leadership, meeting management, facilitation skills and tools, and process improvement. Specifically, you will learn tools and develop skills to build and lead teams, manage meetings, facilitate team dynamics and processes, manage conflict, gather ideas, make decisions, create action plans, and solve problems; plus, you will have plenty of time to practice these techniques in a safe classroom environment. Whether using these skills for shop-level meetings, unit-level strategic planning sessions or operational planning, you can turn ideas into action. No matter your role within Team Coast Guard, this course helps you more effectively lead teams and serve as change agents.
Active and Reserve E-6 to E-9, W-2 to W-4, O-1 to O-5, GS-9 to GS-13, and Senior Auxiliary Members. High performers in other pay grades are encouraged to attend with supervisor approval. Attendees should have roles ranging from command cadre positions to those who provide direct supervision to groups or teams. Personnel with responsibilities in planning, briefings, and team leadership and management will benefit from this course.
The Direct Commission Officer (DCO) program selects individuals from the Coast Guard Enlisted or Warrant Officer ranks, prior officers from other U.S. military services, Public Health Service (PHS) officers, Maritime Academy graduates and prior civilians with professional degrees on an "as needed" basis to satisfy the needs of the service. The mission of the DCO course is to prepare these newly commissioned officers to serve effectively in the United States Coast Guard. The DCO course is five weeks in duration and provides a basic foundation on which to build successful careers as Coast Guard officers. Topics covered include time management, teamwork, professional writing, CG business practices, Leadership and Management (LAMS) and Officer Evaluation Reports.
Credits: In the lower-division baccalaureate/associate degree category, student will receive 2 semester hours in military science and 3 in supervision.
To enhance operational safety, promote positive command climates, and increase the level of unit readiness across the cutter fleet. Graduates of this course will develop a personal command philosophy to promote safe mission execution and a renewed enthusiasm for service afloat. The course's strategic objectives are: 1) Prevent loss of life from cutter operation. 2) Prevent collisions, allisions, and groundings. 3) Mitigate operational risk. 4) Enhance operational readiness. This course is Standards of Training, Certification and Watchkeeping (STCW) certified.
This two-week pipeline training course is designed to prepare personnel to serve as senior leadership on board all classes of cutters. The course provides training to students in receipt of orders to initial assignment as CO/OIC/XO/XPO afloat while concurrently refreshing perishable skills for those students who have previously served in command cadre positions. As such, the course is designed for officers O-2 to O-6, W2 to W-4, and senior enlisted members E-6 to E-9 assigned as prospective CO/XO/OIC/XPOs of Coast Guard cutters. Major topic areas focus on command and leadership imperatives, development of professional maritime skills, as well as policy and procedural information relevant to senior leaders in the cutter fleet.
Operational Readiness and Mission Execution: Focuses on application of skills, information, and risk analysis to conduct safe and effective operations.
Command and Leadership: Focuses on the specific responsibilities, authority, and accountability of the CO/XO/OIC/XPO that promote positive command climates though constructive interpersonal relationships and philosophies while supporting good order and discipline in the fleet.
Engineering and Cutter Readiness: Focuses on applicable programs, training, and tools to prepare the cutter and crew to conduct safe operations.
Bridge Resource Management: Focuses on the manner in which people work together with their equipment, available information, and each other in preventing collisions, allisions, and groundings.


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Cho Joins Selfie
Cast & Crew March 13, 2014
Home Cast & Crew
T'Bonz 5 years ago 1 Comment
Star Trek into Darkness' John Cho has signed for Selfie, a new comedy pilot.
Selfie is a "modern take on My Fair Lady."
In Selfie, Eliza Dooley (Karen Gillan), a "self-obsessed twenty-something…is more concerned with 'likes' than being liked. After suffering a public and humiliating breakup, she becomes the subject of a viral video and suddenly has more social media 'followers' than she ever imagined — but for all the wrong reasons. She then enlists the help of a marketing expert at her company to help repair her tarnished image."
Cho will play the "self-assured, successful marketing expert Henry, who is a different breed from today's social media-addicted society." Henry decides to "re-market co-worker Eliza" as a challenge.
The pilot will be written by Emily Kapnek, who will also executive produce the Warner Bros. Television project. Selfie will be directed by Julia Anne Robinson.
Topics: Cho, Selfie
Shatner: Twitter Quitter
Pine Busted For DUI
Vulcan Ale Expands East

redpajama_set_name: RedPajamaCommonCrawl


A delicious pork sausage similar to the kielbasa. It is ready to eat, but to bring out the flavor we recommend BBQing, boiling, or frying. Our #1 Seller!
Skinless sausage - Cevapi are commonly used for barbequing, usually served with chopped onions, sour cream and combined with pita bread.
We currently carry two combinations: mix of veal and pork, mix of veal and lamb.


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Study Closely: How Creative Franchises Are Securing 'Situational Financing'
October 1, 2010 By Dennis Monroe In Published Articles	No Comments
In today's tight financing market for franchise businesses, it is key for us to share our success stories and help each other find financing.
This column discusses three actual situations where a franchise business was able to secure financing.
Case Study 1 The first case study is a fairly straightforward approach, but does have a number of unique twists. A franchise concept desired to locate on an end cap of a strip center. The space was previously occupied by a national concept that had decided to pull out of the area. The franchise concept was new to the city so they wanted a strong visible location. For purpose of visibility, as soon as construction began, this concept put up a creative, clever pylon sign, which elicited a lot of consumer interest prior to the store's opening.
As to the financing, the landlord was unwilling to provide any leasehold allowances because it did not have the resources and had issues with its bank. The franchise concept effectively negotiated a very low rent rate that included a reasonable percentage rent at high volumes. The percentage rent was 5 percent of gross sales over a level where the franchisee would generate a substantial operating profit. Also negotiated in the lease was a ceiling on common area maintenance costs, right to additional space, as well as construction of certain outside signage.
The financing was a combination of three elements:
A. Because the rent was so low, the company was able to secure $1 million of bank financing with a bank that was located close to the site and was familiar with the neighborhood. The financing did require personal guaranties. The bank was willing to do the financing, in part, because there was a 30-month amortization so the loan would be paid off quickly. The proformas given to the bank reflected a reasonably strong fixed charge coverage ratio.
B. The franchisees secured an equipment-leasing package for the furniture, fixtures and equipment (FF&E) which also utilized a fast 30-month pay off.
C. The owners had a reasonable (but not excessive) amount of equity in the transaction that covered the start up and soft costs for the project.
If you can secure low occupancy costs, this opens the door for other financing and provides a cash flow cushion and the ability to use fast pay downs.
Case Study 2 This case study is the exact opposite of the first case study. This franchise concept was capital intensive and required a very high level of leasehold improvements. The concept also required a substantial amount of FF&E. The site was very high profile and the owner of the property was anxious to get this concept into the space because the landlord knew it would drive other potential retail tenants to the center.
The franchisee negotiated a significant leasehold allowance and, in addition, secured a $2 million leasehold improvement loan from the landlord. The loan provided for a 10-year amortization with a fairly low interest rate. Also, there was rent reduction for a period of two years. However, the landlord's contribution was not enough to get the project completed. There was a need for FF&E financing which was done through a traditional equipment lease utilizing a bank leasing company with lower rates than a normal third party leasing company. Again, the lease was on a fairly short-term basis (48 months).
Additionally, the operator supplied approximately $500,000 of equity and a private individual investor provided $1 million of capital needs under a high yield loan. The loan was at 12 percent interest, with a two-year interest only and then a six-year amortization. What made this deal so attractive to the outside investor was the concept's incredible high volume, high cash flow and a demonstrated strong fixed charge coverage.
As to the investor debt and equipment leasing, there were personal guaranties by the franchisee. There were no personal guaranties on the lease.
It should be noted this concept is doing extremely well. Cash flow and sales are exceeding what was projected.
Case Study 3 This case study is about a franchise concept that went into an urban strip center. The vacant site was a restaurant site for 20 years and had not been improved for at least 10 years. The center was owned by a prominent family, and this family was interested in securing a strong, national concept for the space.
The first thing that was negotiated was the lease with, again, a fairly low rent factor. There was a $400,000 leasehold allowance and a $600,000 leasehold loan. The loan provided for payment based on cash flow from the business.
A related party to the landlord approached the franchisee with a desire to invest equity under a joint venture. The joint venture provided that the investor would put in 60 percent of the required equity and the franchisee put in the remaining 40 percent. The franchisee received 60 percent of the profits and the investor received 40 percent of the profits. The franchisee was able to charge a 5 percent management fee.
There was also a $450,000 FF&E package which was secured through a leasing company. Guaranties were provided by the franchisee ownership group. What made the financing so strong was the substantial amount of equity in the project.
This plan required a great deal more paperwork, but it turned out to be a very successful project and returns have been substantial.
What can we take from these three case studies?
1. In today's market, financing is situational. Each location requires an assessment of all of the available options.
2. Your tool box of available financing has to be a big tool box that includes everything from low rate rent, to leasehold loans, to equipment loans, to investor contributions, to high priced debt, to bank financing, to supplier financing, to any type of financing you can dream up. It truly is an environment that requires creativity and a lot of mix and match.
From October 2010 Franchise Times
Dennis Monroe
What Works:Prev
A Taxing Situation:Next
Co-founder and chairman of Monroe Moxness Berg PA, Dennis is a pioneer in corporate financing with a broad network of finance contacts and clients. He assists businesses, from emerging companies to multi-national firms, by providing creative ideas, identifying unique financing sources, and developing the financial tools necessary for their growth and development.