How can you or your business better manage its current interest rates?Four tips:1) Should You Have A Loan In The First Place?Interest rates are essentially a cost of doing business. Thus, just like any other cost to your company, if your interest rate is too high compared to the returns that those funds will bring in via increased revenue or through cost savings – then you are better off not taking the loan in the first place.What better way to manage high interest rates then not to have to pay them.And, if you already have the loan in place (say to buy some new equipment or inventory), if the loan is costing more than it is worth to the business sell off those assets and pay back the loan. It will be better for your business in the long run.2) Understanding Your Interest Rate:Most rates are based on some risk profile of the borrower. Either credit history, cash flow realization or use of funds.Think about it. A borrower realizes that running a business is not all that easy and simply walks away from their business loan. That is a big risk especially in this economy.Or, a business’s cash flow is barely enough to cover the loan payment to begin with then has a slow revenue period. Will that business be able to make the next loan payment?Or, a borrower wants funding to open a new online business. But, that business is an online gambling site that could be shut down by the government at any time.If you understand how and why lenders price loans, then you can work to mitigate those risk factors (like improving your credit and cash flow or running a legitimate business).Thus, you take away their reasons to charge a high rate or increase your interest rate. Even if you have already taken the loan, when your situation improves, go back to the negotiation table and threaten to take your business elsewhere.You can only help yourself through knowledge.3) Protect Yourself Before You Take The Loan:Small increases in interest rates really should not effect your payment all that much (unless it is for very short-term loans like under 12 months).Example: Let’s say you have a $100,000 business loan at 8% for 3 years. Then, your rate increases to 10%. Your monthly payment will rise less than $100 per payment. Not great but not really all that bad either. Here is why:When making your decision to take a loan, you should always understand what you are getting in return for that new cost. If a $100,000 loan costs you $12,000 over three years in interest, then those funds should return much more to your company over that same period. If it does not, you should not take the loan.But, you should also create a buffer in your revenue estimates especially if you know the economy is in a rising interest rate environment.It your rate does not rise, then that is pure benefit to your company. But, if it does, you are protected or have managed for it.Let’s say your business requires a 30% return on investment and a $100,000 loan will cost you $12,000 over its life. Thus, your company needs to realize some $145,000 to achieve that 30% ($100,000 in principle with the remaining to cover your interest costs and return requirement). Thus, you make sure or look for projects that will return at least that amount.Or, if you think your rate will rise or we are in a poor economy like we are now, then add a cushions. Only accept or look for projects that will return $150,000 or more. Thus, your interest rate can rise a few percentage points and your business will still realize that 30% return.The goal here is to manage your interest with your decision before you request any outside debt or funding by picking the right projects or getting a business loan for the right situation only.4) Paying More:You can always manage your overall interest rate by paying more in principal. Thus, instead of paying more in interest over the life of the loan to your lender; work to reduce the principal that they can charge interest against.A $100,000 business loan at 10% for three years has a payment of $3,227. And, if you pay the loan out, your total interest would be $16,162.But, if you add a little extra to your payment each month (say $580 or 18% increase in your payment) then your overall interest for the life of the loan would drop to $12,811 – essentially making your interest rate 8% (not 10%).Here, you are paying more to reduce principal (to your benefit) then to your interest (their benefit).Further, you end up paying off the loan 7 months earlier.The higher your interest rate gets (say with a variable rate that keeps rising), the more benefit paying additional principal will help.The bottom line is that in a rising interest rate environment, your will pay more. But, you can also manage your business loans to ensure that what you do have to pay is being paid to your benefit and not just going to your financial company.
Our Favorite MMA Clothing Brands
MMA has exploded worldwide! It’s on television all the time, athletes have become popular household names, and events are selling out stadiums within minutes. And, small MMA clothing companies have become huge international businesses. With the growth of the sport and the expansion of these companies, comes the evolution of MMA clothing. A simple logo slapped on the front of a t-shirt is no longer the main staple of these brands. Companies are actually designing incredible clothing that’s great to wear throughout the day, as well as a night on the town.But which MMA clothing brands are the best? And which are the cheapest MMA clothing brands? With so many options to choose from, it can be hard to separate the good from the bad. Here’s a list of our favorite MMA clothing brands, based on their style, quality and price.Bad Boy MMABad Boy has been a presence in the MMA world for some time now, and sponsors some of the world’s biggest MMA competitors. Their quality is second to none, for everything from their Jiujitsu Gi’s and MMA fight shorts to everyday t-shirts. Designs range from the simple, but easily recognizable, Bad Boy eyes logo to more intricate looks. Bad Boy’s MMA t-shirts average price is around $30, which is quite reasonable given the quality of their product.Hayabusa FightwearSlightly higher in price, but also higher on the style scale is Hayabusa Fightwear. Their clothing line doesn’t have the widest selection of products, but the items they design and produce are all quite detailed and intricate in their look. Not only do they produce great everyday MMA wear, but they also create quality MMA equipment at great prices. And, they have created what are probably the best MMA gloves available, in terms of fit, durability and quality.TapOut ClothingProbably the most recognizable MMA clothing brand is TapOut. It’s hard to go an entire day without seeing someone walking down the street wearing a TapOut shirt! The TapOut brand has grown tremendously over the last few years, but despite their growth, their popularity remains in their MMA t-shirts, although they do offer a line of MMA fight shorts, as well as other products. TapOut also remains one of the cheapest MMA clothing brands on the market, which is another reason why we love them!
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.