Open SWISS BANK Account.

To most people having a Swiss Bank Account is something for the super rich, crooks, dishonest government officials or just a good way of "hiding away one's ill-gotten gains." That's nothing but fiction and a common plot used over and over again in a lot of Hollywood's B movies. There's nothing illegal or "fishy" about wanting, or having a Swiss bank account.

Opening a Swiss Bank Account is not to be confused with the opening of a Swiss Private Bank Account or any other Offshore Bank Accounts, the services offered are varied. Swiss Banks welcome accounts from foreign residents all over the world. The main reason for wanting a Swiss bank account has to deal with the legendary privacy such an account provides

Steps

1. Investigate which Swiss Bank Account Services you require, they include Wealth Management, Investment Solutions, Venture Capital and Trust Formations, to name but a few.
2. Know that If you're looking for a way to "protect' assets from snoopy investigators, a Swiss account can be the ideal place.
3. Have your privacy held in the utmost confidentiality in a Swiss Bank Account
4. Contact an established bank in Switzerland.
5. The Swiss Bank will advise you on the best options available for you.

Tips

• If you have liquid assets worth $300,000 or more you may wish to investigate Swiss 'Private' Banking further as their are a wide array of services offered for substantial amounts.
• The Swiss have some of the tightest regulations in the entire world as far as who can gain access to your account.
• Currently an estimated one-third of all funds held outside their country of origin are kept in Switzerland.

Internet enabled our success

When I going through how we can use internet for our success I have found some good article and good example on that. Read this and take what you get from that.

The great grandson of Sir Paul Getty, the founder of one of the most profitable media companies in the world, has declared the internet as the master key in turning his photography empire into a worldwide success.
Speaking to the Independent’s Media Weekly, Mark Getty explained that the internet has won the company subscription agreements with 55 of the top 100 US newspapers, compared to none three years ago.
Launched in London in 1995, Getty Images now boasts 40 million photographs dating back to 1860 and claims to provide coverage of a photographic event in greater depth than any single newspaper.
“The internet promised so much to so many businesses and has delivered so little to so many and an enormous amount to so few,” said Mark Getty, speaking alongside business partner, Jonathan Klein.
“We are one of the ultimate internet businesses. Our cost of distribution has gone from very high to virtually nothing.”
This transformation has left the two business partners with a media empire generating £355m a year, on the back of selling images to advertising campaigns, marketers, websites and leading newspapers.
Their agreement with the Mirror Group UK is a fitting example of how publications themselves market the Getty brand by being able to fill their publication with an endless stream of supplied images.
According to Mr Getty, this is a process that will expand in the future as newspapers and publications continue to reduce their dependency on staff photographers.
“We probably have more accredited photographers at the Olympic Games than the British media combined, so by definition we can cover an event in greater depth and breadth than a single newspaper.”
For all its said-volume and expectantly bright future, Getty Images only employs 120 photographers that manage to add 40,000 images every year.
Klein believes it is little wonder that the company’s photographers “absolutely love it because they have way more freedom than working for the Associated Press or Press Association.”
“Fundamentally their freedom derives from them being photo-journalists.
There’s no one writing the story” he added, “they are allowed to tell the story with pictures.”
And the difference between a photograph of Tiger Woods taken by AP, a PA snapper or an image captured by a Getty photographer?
Simple, says Klein. The GI photographer must “capture defining emotion around the moment, so they can literally be focusing on his wife or someone in the crowd and try and get a completely different shot.”
For the future, the company said it hopes to pre-empt the needs of publications, by creating a research team to identify trends, so that a portfolio is potentially available before it is requested by its network of global clients.

Management TIps

Fix the problem, not the blame. It is far more productive, and less expensive, to figure out what to do to fix a problem that has come up than it is to waste time trying to decide whose fault it was.

Tell people what you want, not how to do it. You will find people more responsive and less defensive if you can give them guidance not instructions. You will also see more initiative, more innovation, and more of an ownership attitude from them develops over time.

Manage the function, not the paperwork. Remember that your job is to manage a specific function within the company, whatever that may be. There is a lot of paperwork that goes with the job, but don't let that distract you from your real responsibility.

Don't DO Anything. Your job as a manager is to "plan, organize, control and direct." Don't let yourself waste valuable time by falling back on what you did before you became a manager. We know you enjoy it and you are good at it. That's why you were promoted. Now you need to concentrate your efforts on managing, not on "doing".

You never have to make up for a good start. If a project or a job gets off to a bad start it can be difficult to catch up. Do your planning up front so you get a good start and you won't regret it.

Get out of your office. Management by Walking around (MBWA) does work. You make yourself more approachable. You get information first-hand. You find out what's really happening.

Lead by example. If you ask your employees to work overtime, be there too. Just because company policy allows it, don't fly first-class if your associates are in coach on the same plane. Be a leader - it's tougher than being a manager, but it's worth it.

Delegate the easy stuff. The things you do well are the things to delegate. Hold on to those that are challenging and difficult. That is how you will grow.

Don't get caught up in 'looking good'. "Work happily together. Don't try to act big. Don't try to get into the good graces of important people, but enjoy the company of ordinary folks. And don't think you know it all. Never pay back evil for evil. Do things in such a way that everyone can see you are honest clear through."

'Quality' is just conformance to requirements. You get the behavior you critique for, so set your standards and then require conformance to them. Quality will come from that effort, not from slogans, posters, or even threats.

Learn from the mistakes of others. You can't live long enough to make them all yourself.

Follow this path to become an entrepreneur.......

An entrepreneur is someone who creates his or her own business, and moves for the success. There is nothing better than becoming an entrepreneur and it is nothing to do to become your own boss. Following steps will help you to clear your path.

1. Think of a great and different idea. If a great idea comes to you, evaluate if it is realistic. Think of cost, manufacturing time, and popularity. Ask and record if people would actually buy the product. If you don't have an idea yet, it is a good start to think of your target market first. Then brainstorm a list of things like places they shop, things they like, and things you like. Narrow the list down to about three items, keeping cost, manufacturing time, and popularity in mind. And also it should be different one. And find out most easiest and realistic idea.

Or, think of a terrible idea. Really, you can't tell if a business idea is great or terrible until you try it in a real marketplace. Years later, the successful ideas are "obviously" good, but when they first began, most people rejected them. Google is one of the most famous examples—"Search is done. Does the world need yet another search engine?"—but many less-spectacular successes have strong arguments against them. There is always a good reason against a good idea. It doesn't really matter how good your initial idea is, because you're going to change it, anyway.

2. Write a business plan. The second step is writing a business plan. Include details and descriptions, and plan everything out realistically. Take your time and evaluate your product at each section. Good business plane should include following topics.
• Product description: What is your product? What kind of materials need for it. Make it eye catching.
• Market Analysis: Who is your targeted market? Where do they shop? Where are they located, product for whom?
• Competition: Who are your competitors? What are their strengths? Current state of the market, how will you beat them?
• Marketing: How will you market your product? What kind of image do you want to display? Where will you advertise? What is your tagline? What is your packaging like?
• Sales: Where will you sell? How will you get your customers to buy? When will you sell? What is your estimated sales forecast?
• Manufacturing: How do you going to make your product? Explain this in more detailed steps. What materials do you need to make your product? When and where will you manufacture? What is your COGS (cost of goods sold)?
• Finance: how much money do you need to start your business? What is your expected gross profict? And will possible to archive targeted profit?
  
  
  
3. Pitch your idea to Venture Capitalists to get money to start your company. If you have a good idea, they will love to invest their money in your company. Make a PowerPoint presentation explaining why your product is the best, including each part of your business plan in the presentation. Tell them how much your estimated gross profit is and how much percentage of that they will earn in interest. Make this as a interesting think.
   
   Or, don't look for or accept funding. Striking a deal with venture capitalists is a long, tiresome, difficult, and dangerous process. In the early days of a business, it can be a catastrophic distraction. "Distraction is fatal to start-ups."—Paul Graham. Many VCs are not set up to make you successful. A wonderful success for you might be to earn $80,000 a year doing work you love. Starting small and pleasing a small number of customers at first is a high-probability way to get there. A VC will not allow such a success to happen, because a VC's strategy is to become a billionaire by rolling the dice on many low-probability but potentially gigantic-returning businesses. The price you pay for taking on a VC is control: control of your dream. If you can get the business started without spending a lot of money that might be your best route.

4. Sell. Sell and distribute your product. If you're getting revenue, then you're in business. You're testing your theories about the market, you're finding out what really works and what doesn't, and you're getting fuel for more ideas and improvements. If you're not getting revenue, then it's all in your head.

5. Hang out with entrepreneurs. By meeting entrepreneurs socially, you gain contacts and hear about opportunities. More importantly, you learn how entrepreneurs think. You pick up their attitudes, their nose for opportunity, and their willingness to explore every idea and its opposite (they know that often both work), their contraries nature, the great diversity in their styles. Always try to engage with them and try to get their experience for your success.