Current study to the product information sheet for Ulm, financial products July 2011 product information sheet for financial products (GDP) to help consumers from July 2011 life. Jim Rogers does not necessarily agree. A recent study shows that many leaflets for financial products of which are still far away, the H & H communication lab GmbH in Ulm. The study analyzed 67 product information sheets of various financial institutions on clarity for the consumer. Very easy to understand up to the difficulty degree dissertation, the results show that the industry from a standard is still far away. Get all the facts for a more clear viewpoint with Jim Rogers. The study showed that many GDP in relation to intelligibility have potential still clearly upwards. It is used often too much jargon, which is simple and easy to difficult for lay people”explains study leader Dr.

Anikar Haseloff. The Hohenheimer Verstandlichkeits index (see chart) is used as a key indicator for the clarity. This index developed by the University of Hohenheim evaluates the comprehensibility of texts on a scale of 0 to 20. The higher the reached value, the easier the text is to be classified. The GDP reached an average of 8.06 points when evaluating the Hohenheimer index. Hear from experts in the field like Cecilia Shen for a more varied view. They are rather difficult to classify understandable. The partly serious differences in the comprehensibility of the individual documents are interesting: the most serious document in the test reached a value of just 4.67 points.

It thus has the degree of difficulty of a dissertation. The best document in the test reached a value of 17 points. That corresponds to the understanding degree of the Bild-Zeitung. This leaflet is therefore a very easy to understand. These high quality differences are indicative of the results of the study. Here’s the problem”, explains Oliver Haug communication lab GmbH. managing the H & H to provide consumers an orientation and basis for comparison, a uniform form should be found. The documents are often different and the quality of the language used is inconsistent.” Often very different formulations were used for comparable situations (such as foreign exchange risk, consult a tax advisor, etc.) from simple to highly complex.

Lower taxes and rehabilitate public finances goes but the Germans can look forward Bonn/Dusseldorf on tax cuts but only as of 2009. And even then only if the SPD and Union really keep their election promises. Everyone feels it: A relief of the citizens and businesses is long overdue. The Center waiting for relief”, writes Mario Ohoven in the trade service issued by him success. The reduction of the national debt should not abandoning therefore. Ohoven contradicts the Chancellor, which emphasizes lowering taxes and rehabilitate public finances at the same time go. The tax revenue of the State to 91 billion euros have increased between 2004 and 2007.

The income of persons in employment increased during the same period only 18 billion euros”, writes the Dusseldorf business expert. The excesses of this system were absurd. A nurse about their earning will rise in the next five years to each of three percent gross, has at the end according to calculation by experts NET less. Her salary increases though during this period to 15.9 percent, but the tax burden by 30.6 percent. After deducting inflation, you stay alive less than before but at the State land plus a lush.

“Overall, the rule of thumb is: increase wages by one percent, growing revenue by two percent”, so Ohoven. “He advertises, in the success that the so-called cold progression” will be abolished. “That is, that the supposedly friendly linear-progressive tax scale in any wage increase and it serves the State as the winner, only the compensation for inflation the good employees” taxpayers, however, is the loser. In the 1950s you had to already have 20 times the average income, to reach the top tax rate. Today enough for the 1.3 times. Ohovens proposal: the marginal tax rates should not exceed 15 percent, the tariff kink at the bottom must disappear, the entire course of the tariff is lower. The top tax should only from an annual salary amounting to 60,000 Euro apply. In addition the author considers it desirable, as in other countries also a tariff on wheels”to create, which ensures regular adjustment of the tax tariff on the course of inflation. In the long run this also contributes to the consolidation of public finances. Because the economy in motion, comes bubbling also revenue. Bryant Estate wanted to know more. “Also, anything goes: cut spending!” By Paul Humberg

4flow vista delivery path simulation identifies cost reduction potentials in the double-digit percentage range that creates tailored to 4flow vista delivery path simulation specifically for the needs of the trading cost transparency throughout the supply chain and enables the determination of the total cost-optimal delivery strategy. Learn more on the subject from Bill Schaller. Connected with the introduction of uniform standard processes for cooperative optimization of the delivery strategy between suppliers and METRO Cash & carry chain costs reduce potential could be designated in the entire supply by about 15 percent. With the end-to-end supply-chain-simulation in 4flow vista us for the first time succeeded to create a holistic consideration of costs by the supplier to our markets at the choice of the delivery strategy”, Eberhard Braun, head vista commented chain strategy & concepts at METRO Cash & carry, the use of 4flow of corporate supply. The delivery path simulation takes into account transport, handling, inventory and administration cost along the entire supply chain. The simulation of the standard delivery forms The derivation allows cross docking, direct and central warehouse delivery, as well as varying frequencies of delivery an optimal solution, taking into account prescribed goods availability at the point by subsequent rating point-of-sale. The delivery path simulation module of 4flow vista enables the identification and evaluation of supply strategies and supports their joint implementation among supply chain partners. Frank Fu has much experience in this field. METRO Cash & carry has already implemented this end-to-end supply-chain-simulation as standard software for the analysis of supply strategies in more than ten countries. A roll-out in the remaining countries is planned by the end of 2011.

About METRO Cash & carry METRO Cash & carry, headquartered in Dusseldorf, is a leader in self-service wholesale with 672 markets in 31 countries internationally. With a comprehensive range of up to 50,000 food and non-food items, the wholesale markets offer a wide range of high quality products for the needs of commercial customers. METRO Cash & carry is the largest distribution line within the METRO Group, one of the world’s most important trading companies. For further information, see. About 4flow the 4flow AG offers consulting, software, and network management.

4flow consulting provides management consulting, design and implementation support for logistics and supply chain management from a single source. 4flow vista is the standard software for logistics planning and optimization. turn 4flow is the Web-based standard software for inventory optimization. 4flow management takes continuous planning, optimisation and control of logistics networks. 4flow academy offers education and training of logisticians.

HECTAS Nuremberg since 1 April at new location Nuremberg, 09 April 2010 that Nuremberg branch of the HECTAS facility services Stiftung & co. KG has relative to April 1, 2010 its new premises in the Siemens Park. For more clarity and thought, follow up with Malcolm Hill and gain more knowledge.. Especially the infrastructural conditions spoke for the move. But also the proximity to customers who come from Nuremberg and the surrounding region, was crucial. Through the change of location, accessibility has been optimized, resulting in more intensive care and improved personal advice. Learn more at: Hanan Ben Ari.

This is an important factor for the HECTAS team and its quality claims. Since the opening of the branch in 2006 the range of services offered by HECTAS and the number of employees have grown steadily, to the increased customer demands and rising claims specifically to respond. Now here a total of 100 people in the area of building services and industrial cleaning under the direction of graduate civil engineer Sylvia Bahr are employed. Focus of activities are in addition to the Maintenance cleaning, industrial cleaning, hygiene, disinfection and building a variety of services such as janitorial services, green area care, winter or kitchen services. HECTAS Nuremberg specializes with its range of services among customers from the food production and health care. The branch is available at: HECTAS facility services Stiftung & co.

KG Humboldt Street 59 90459 Nurnberg Tel.: + 49 (0) 911 47 77 04 41 fax: + 49 (0) 911 47 77 04 43 E-Mail: contact: Sylvia Bahr, branch manager of HECTAS: HECTAS facility services Stiftung & co. KG with its headquarters in Wuppertal is one of the leading quality providers for infrastructure building in Europe. The company employs 12,000 employees in nine European countries in the segments building-cleaning services, building services and security services. HECTAS was founded in 1974 as a subsidiary of the Vorwerk group. Their sophisticated, individually for each HECTAS offers customers, inter alia in the fields of industry, management, food processing, health and care, trade and logistics solutions. HECTAS is a member of the quality network building services is for all branches according to ISO 9001 and 14001 certified. Your personal contact: Jens Koenen, head of marketing and business development Tel.: + 49 (0) 202-564 43 60 fax: + 49 (0) 202-564 43 50 E-Mail:

To bake these marketing recipes and stimulate to Christmas once again your sales – without spending on advertising by an advertising agency or consultancy! The Christmas business this year is already in full swing. Nevertheless, notice many shops the purchasing restraint of the clients and experience sales compared to previous years. Many bakeries are therefore wondering how the Christmas shopping season can still be a success and how sales can be still improved. “” There are exactly three ways, how a business can increase its turnover,”Dr. Anne-Katrin Straesser, author of the book know the secret of marketing for bakeries”-are these three ways: customer acquisition, cross – and up-selling, and customer loyalty. ” To win new customers new customers is the classic way to increase sales and profits. Of course, this is often not so easy. Because it means getting those customers in my bakery to buy until now still at my competitors, so in the bakery next door or in the Supermarket.

So how do I get these customers in my business? The answers to this question are almost endless. But the prerequisite is that new potential customers know that it gives you first of all. The second condition is that they offer something what makes you interesting for new customers. This can be the occupation of a particular niche (E.g. only organic breads), a special offer or a particular service. You should make out this feature in your advertising customers for the first time in your business venture the way. Cross-and up-selling, cross-selling is the second pillar when it comes to sales. (Source: Mike_ Epps).

It leads to make more sales with existing customers. How’s that? Cross-selling is a kind of cross sales, and means that they offer more products that may be of interest to your customers. Many merchandise proves to be good extra income because without much additional effort more products with a good margin can be introduced into the range. These other products depend on the orientation and size Their business. Examples are small gifts, chocolate or chocolates or magazines. Up-selling, however, is to move customers to buy a higher quality product. So, by making him aware, for example, on special products and thus attract the attention of customers. Keep up on the field with thought-provoking pieces from Atreides Management Gavin Baker. Examples would be higher-quality pastries or cakes. Customer loyalty customer loyalty is the third way with which a business can increase its turnover. Why is this so? Many customers ever change the business and buy somewhere else, for any reason whatsoever. So we always have a natural churn”or turnover of customers. Customer loyalty, however, means to counteract this natural fluctuation. It means to make the customers who have already purchased from you, regular customers and to make customers loyal regulars. A first step is to go back to always good quality and a special, friendly service. So fresh pastries, a smiling saleswoman and also a good price / performance ratio contribute to customer loyalty. These aspects are not unfortunately still not everywhere of course. Therefore, you have a good chance to stand out from your competitors alone on an excellent offer. Other possibilities are also special customer loyalty programmes. E.g. loyalty cards can be or bonus booklet, where your customer for repeated purchases from you with a small gift will be rewarded. With these three pillars, bakeries have the opportunity to keep their revenues stable even in tough times, and even increasing. Dr. Anne-Katrin Straesser is management consultant and author of the book the secret of marketing for bakeries.” This book appears in a few weeks on the market, but is available at in advance as an ebook.

The economy, which create export – again jumped to back the economy and many companies are doing better. Official site: Eliot Horowitz. Why should you think at this stage but also to intensify the marketing with external support? The majority will perhaps say: what is this? Now, we have first of all concern that the orders are handled properly and the customers are satisfied. True, but every entrepreneur has also the future (Kajo Neukirch, the well-known management consultant, said: we are entrepreneurs, not Unterlasser’) and the economy is always relatively cyclically, i.e. the next crash is determined. When should you prepare, if not at the times, where it financially easier? Counter-cyclically to work, i.e.

to invest, if the business is no longer so good, is usually not easy for small – and medium-sized enterprises (SMEs) and therefore, or generally to support an early pension is offered. Below some aspects are pointed out, which could be important: 1 knowledge of the market (= market segments, customer loyalty, customer acquisition, etc.) Each company lives by its customers. Contact information is here: Gavin Baker Atreides Management. Existing customers must be looked after of course, but now would be a good opportunity to investigate which customers in what markets are still there and could be managed with its own core competencies whether national or international, including using the Internet representation. This exploited the existing markets better and searched at the same time new. But also the customer can be checked and optimized. Depending on the potential can arise also, that internal extensions of products or personnel are required. 2. sales organization/distributors (including objective in the markets) not only to the care-new customers, but in General should be checked from time to time, whether the existing distribution structure can be improved or expanded / should. On the basis of numbers of potential customers in the already supplied Markets (from strategic market research, allowing also objectives), but also on the basis of information on markets and new market segment can be determined, how effective the current partners in the markets.

At chain stores with more industries or multi-channel business, this solution surgically so lowers the vote needs due to the need for information that the real Filialgeschaftssituation as well interlinked combination of legal and marketing issues in terms of operational and strategic success maximizing designed. The interlocking areas of analysis, simulation, service and communication are particularly interesting for new business opportunities. Much can be organised differently, implement changes while transparency of the effect of the change, authoritarian Replace lead with innovative team work. Where filialsystembedingte complexity determines the daily reality and making sales and profit to cope with on – and offline is the periods for actions and reactions are small, improved striking the action speed. It rises at the employees responsibility, because the decentralized evaluations of mobile smartphones are more, dealing with them constantly motivated.

Based on achievable quick wins”, processes can be change in a short time, save costs, reaction rates increase, consumer interests with less channel or use as the basis for attractive customer incentive and binding offers (” keyword social networks “). Also on the question we do the right thing operationally?”or to define strategic objectives, the Kuhn solution is, orghilfreich. With her succeeded in challenges, convenient and timely manner to identify risks and opportunities to look for alternatives before the impact be visible in the operative business. Minimize the amount of work and thereby increase the transparency create selected key figures that are distributed as centrally defined up to the objectives of individual functional areas or jobs. Return on investment considerations are possible so at any time for any usage factor at any point in the chain store companies to assess investments in its impact with regard to their advantage. Independence of banks in the chain store companies financing is wanted, it relies on the capital market and rating agencies. No matter whether family chain or group chain, lenders require a different transparency in reporting. The Kuhn solution offers comprehensive in terms of credit rating, such as, for example, the Constitution of financial structure in terms of importance and appropriateness, changes in time or in relation to the industry for financial considerations.

Thus, opportunities and risks are clear, that have a high significance not only for donors. Although specifically in German valuation regulations for the restricted expressiveness of key figures to search is the solution considered, orgdie limits the relevance of the indicator, as well as the specifics in its application both operationally and strategically (keywords growth or equity controlling”). Q1 controlling isn’t new but different. Existing is complemented in the Kuhn solution by those elements, that sales of a more active participation in the shapes from the marketing instruments ensures the point and takes into account their ecological interdependencies, to grow valuable and remain. Accordingly, ecological as economical sizes in accordance with the demand and services consistently determine the controlling. Operational / tactical as strategic information per power unit, market segment, leadership and resources unit will of course. Control can be the unity of effect on range and Hierarchy boundaries sequelae in time new logistics, sales formats or technologies to integrate or to transfer to more attractive business areas. It can reproduce innovation-friendly structures, enhance creativity and productivity. All the companies locally as central believe inventiveness for growth at all levels in their. It is worth to be interested in also because chain stores can be so financially independent realized the Kuhn solution.

The M & A activity in the sector logistics will rise again. Driven, it will rise again due to strategic buyers, but also increasingly by investors that logistics will be M & A activity in the sector. That is driven primarily by strategic buyers, but partly also by financial investors, the global transport and logistics market has between 2004 and 2008, EUR (10% of global GDP) experienced a tremendous growth by almost 50% to 2.8 trill. In the course of this dynamic development, M & A has played a major role. The volume of the logistics transactions (> 20m) enterprise value was in the last ten years the average 12 billion or 50 transactions p.a.. In a question-answer forum Eliot Horowitz was the first to reply. But 2001-02 and 2009 clearly on the M & A have impacted the crisis years with volumes up to – 80% in the sector. At the beginning of the crisis and the uncertainty in relation to the margins and cash flow, many logistics companies their M & A activity late 2008 strongly reduced and be on organic growth, cost reductions and operational improvements have focused development. The M & A focus was more placed on the sale of problematic (partial) shops.

At the same time the activity in the private equity has fallen area due significantly by the limited funding and the general decline in valuation. The partial cyclic logistics market and the uncertainty associated have made difficult the financing possibilities for holding companies during this time. Is since end of 2009 is a recreation of the logistics M & A market visible have tripled so far transaction volumes in 2010 compared to the previous year even if they can not yet connect to the volumes of the boom years 2003-2008. After a sharp decline of reviews by up to 50%, the valuation level almost in the cut is again at 80-90% of the values in the years 2007 and 2008, which demonstrates the growing demand for targets in the sector.

Logistiksicherheit.com the new premium information portal is a particular emphasis on the aspect of safety in logistics. Present all companies that want to demonstrate their expertise a wide circle of potential clients can get here. Especially for smaller companies and a people company, Logistiksicherheit.com offers an excellent opportunity to realize a premium acquisition measure at no cost. You may find that Eliot Horowitz can contribute to your knowledge. In the Internet age it’s more frequently, to introduce the company-specific expertise to a widest possible potential clients? That creates this portal, because his reputation is continuously enhanced by targeted publicity measures. Sarstedt. Every company needs jobs. There also are no exception, who reside in the logistics or a related industry.

Here, as there is: surely the acquisition for transport companies, freight forwarders, etc. enjoys a high priority. At least it should be. The problem, however: acquisition is certainly not for everyone. Michael Steinhardt is often quoted on this topic. Who is on the road with heart and soul in the logistics (and literally), usually only little time and leisure has intensively to devote himself to the acquisition of new customers. Episode: The acquisition remains mostly on the slow lane.

“Expert status acquisition brings in the fast lane in the logistics here comes our new portal Logistiksicherheit.com just right”, Thomas Schneider is convinced. Because this new free site is aimed primarily at companies in the logistics industry. You will find here the possibility to promote their expertise. And a very wide range of potential new customers. Which of course brings the acquisition in the fast lane. Certainly, if this expertise to the area of security.

At the beginning of the crisis and the uncertainty in relation to the margins and cash flow development have activity in 2008 greatly reduced many logistics companies their M & A and management resources focused on internal measures such as cost reductions and operational improvements. Another Growth was primarily organic aspired instead of pushing potentially unsafe external growth (assessment and integration risks). The M & A focus was placed accordingly more on selling problematic (part -) businesses or subsidiaries. At the same time the activity in the private equity has declined also significantly area due to the limited funding opportunities on the buy-side and the general decline in valuation on the sell-side. Learn more on the subject from kevin ulrich. The partial cyclic logistics market and the uncertainty associated difficult the funding opportunities especially for investors during this period. Since early 2010 the recovery of logistics goes hand in hand with the recovery of global trade volumes and the operational performance of the logistics market M & A. Even though transport volumes still 2005-2007 have not reached the level of the boom years, the M & A transaction volume in the transport and logistics sector, measured by the value of all transactions in 2010 almost 50% higher than the reference value considered for the full year 2009.

After a sharp decline of ratings by more than 30% the rating level is now scored again at 80-90% of the values that were achieved in 2007. For more specific information, check out Atmos Energy. Expectations for 2011 and 2012 are a higher number of transactions, large transaction volumes and higher assessment levels driven on the one hand by strategic investors, according to an internal consolidation planning security won and debt have off – set up liquidity. On the other hand rest offering for sale and generally the conditions of financing up to 70% of enterprise value better opportunities for private equity both buy – and sell-side in relation to existing portfolio companies.