fbbsend.info

The Best Way to Make Money Without Spending Money and Time is to Have the KNOWLEDGE! Learn how to From the best expert.I worked my butt off for two years before I made my first sale online. Two years of trial and error, late nights and too much coffee. Making money online is not easy. To set up your business in the Internet marketing world, you need to have the knowledge and the ways and means to go along with to sell your products. I want to help you to make money without spending a lot of money and time.Know that 99% of money making websites and information products are scams, and real money-making recipes need real authority.To make money online is NECESSARY to use Proven Online Marketing Strategies, Secrets and Tactics That Will Boost Your Online Sales And Explode Your Profit. It is NECESSARY to Learn Internet Marketing from Internet Marketing Experts. These Internet Marketing Experts come from all kinds of backgrounds, but have one thing in common.They make a living providing Internet Marketing tools to help us build better online businesses.
If you want to be a success, you must study the great ones: Internet Marketers, have a lot to teach. All you need to do is begin studying what works for them and adapt it to your own site. Study great sales letters, see what they have in common and then apply those techniques to your own site.THE BEST WAY TO MAKE MONEY WITHOUT SPENDING MONEY AND TIME IS TO HAVE THE KNOWLEDGE! LEARN HOW TO …… FROM THE BEST EXPERT.
Feel free to meet some of our favorite Internet Marketing Experts.Allan Gardyne is THE No 1 affiliate marketing expert.Alex Mandossian is well known on the Internet for traffic conversion strategies, showing his clients how to turn website visitors into customers.Alexandria K. Brown is the best Ezine Articles Expert.Armand Morin is the developer behind many of the top selling internet marketing software tools today.Keith Voiles is copywriting experts. Keith Voiles has authored sales copy for the top names in Internet marketing.Brian Tracy is expert in personal development and leadership training.Bryan Winters is copywriting experts.Charlie Page is copywriting experts.He is considered the leading expert on marketing with ezines.Corey Rudl was one of the most respected experts in the internet marketing world.. He was a marketing strategist, author, speaker and software maker. Rudl specializes in utilizing unique and powerful Internet marketing techniques.Dan Kennedy – Legendary marketing expert. He is a leading consultant in direct marketing, copywriting, internet strategies, and profit improvement systems. Dan Kennedy is one of the greatest marketers of all time.Dan Lok is a reputed marketer and web site conversion expert.David Vallieres is expert in selling different items on eBay.Derek Gehl is internet marketing expert who specializes in teaching real people how to start and automate a profitable Internet businesses.Ewen Chia is expert in the affiliate marketing and the traffic generation.Harvey Segal is the man behind The Complete Guide to ClickBank Websites and The Complete Guide to Ad Tracking Programs, and the publisher of SuperTips Ezine.Professor James Bradley is an expert in the field of world finance and in the analysis of the Internet market.He is money making guru.James Martell is internet marketing expert who specializes in online work-at-home business through affiliate marketing.Jason Potash is expert in ezine and article writing.Jay Abraham has to be the most successful marketer of all time. Jay has had more success than any other so called marketer out there.Jimmy D. Brown is an expert on Viral Marketing. His information products and tools are helping people to generate and increase traffic to their websites.Jo Han Mok is a copywriter who’s highly in-demand. Hi has written copy for some of the top names in marketing and one of his sales letters grossed 6 figures in 4 weeks.Joe Vitale is “Mr. Fire” for Copywriting.John Carlton is the copywriting legend. He, the Marketing Rebel, reveals the secrets behind the most successful and profitable ads in advertising history.John Reese is expert in traffic generation and conversion.Jeff Mulligan is the king of Clickbank.Jill Whalen provides free advice and expert search engine optimization, SEO copywriting, search marketing consulting, and SEO seminars.Jim Daniels is the best of the best in the complicated internet marketing universe.Jim Edwards specializes in helping small, internet-based businesses find, use and profit from new and existing marketing and automation tools.Jonathan Mizel is a well known and respected internet marketing expert. He is the acknowledged expert on targeted opt-in e-mail.Ken Evoy is the creator of the revolutionary Web site-building system.Dr Kevin Nunley helps small and mid-sized businesses build effective marketing.Kevin Wilke is the master of automation – which is one of the goals of all marketers, so he or she can keep an income active while maintaining now product development and new activities. He is one of the best copywriters in the world.Lorrie Morgan-Ferrero is one of the most sought-after copywriting experts.Lynn Terry is expert in: Internet Business Development & Start-up.Dr Mani is webmaster and an expert commentator on Ezine Publishing and Marketing.Matt Gill is an expert forecaster of marketing trends – and with the Internet changing so rapidly he is able to keep us up to date on where to spend our marketing time and dollars for the year to come.Marc Goldman is the pre-eminent expert in using joint ventures to jumpstart.Mark Hendricks is Internet entrepreneur, business coach, author and software developer.Markus Allen is the creator of The Marketing.Marlon Sanders is an Internet marketing legend and a genius in copywriting, all in one. He has a masters in psychology and puts all his knowledge to good use to understand the psychology of his customer.Michael Campbell is a self-taught search engine marketer, turned affiliate marketer.Michael Green will be giving you the lowdown on e-book creation, product creation, copywriting, software creation and Teleseminars to help grow your Internet Business.Michel Fortin, known as “The Copy Doctor”, is recognized as one of the greatest direct response copywriters in the world today.Mike Filsaime is internet marketing expert who specializes in viral marketing, safe lists and membership site.Mike Merz – his main focus being Internet Marketing start up consultation, specializing in affiliate program related campaigns.Neil Shearing internet marketing expert who specializes in membership site that has complete business and marketing strategies and tools.Perry Marshall is undoubtedly one of the world’s leading authorities on Google’s Pay Per Click.Phil Wiley is a self proclaimed internet marketing expert that shows beginners how to create profitable mini sites.Dr. Ralph Wilson is expert and writer of many e-books about SEO (search engine optimization). He’s also very well informed about internet marketing and other online business tools.Rosalind Gardner is expert in affiliate marketing. She Rosalind provides down-to-earth advice primarily on affiliate marketing methods.Shelley Lowery is expert in designing e-books, designing e-zines, designing websites and building promotional strategies.Stone Evans is famously known as ‘The Home Biz Guy’. He runs the “Plug-in Profit” site, which assists those that are interested in starting an internet business.Ted Nicholas is direct marketing and copywriting master. Ted is a well-known and respected leader in the information marketing business.Terry Dean is considered one of the top small business Internet expert in the world today. Yanik Silver is an established internet marketing expert.He is a master copywriter and student of everything to do with “salesmanship in print”.Zig Ziglar is Sales Guru.
When you’ve learned all the knowledge of all that you need to know from e-books, you will have to implement what you’ve learnt.Be yourself. Take what works for the experts and make it work for you – for your own products and services.Feel Free to Meet World’s Top Internet Marketing Experts and Their Unique Products.. Learn from them, this is the only way to discover The Power of the Internet Marketing.

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.