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	<title>The Business Owner &#187; Management</title>
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		<title>Risky Expansion? Consider a Subsidiary</title>
		<link>http://www.thebusinessowner.com/business-guidance/management/2010/07/risky-expansion-consider-a-subsidiary</link>
		<comments>http://www.thebusinessowner.com/business-guidance/management/2010/07/risky-expansion-consider-a-subsidiary#comments</comments>
		<pubDate>Sat, 10 Jul 2010 13:36:48 +0000</pubDate>
		<dc:creator>Stephanie</dc:creator>
				<category><![CDATA[Featured Articles]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[Risk Management]]></category>

		<guid isPermaLink="false">http://www.thebusinessowner.com/?p=4733</guid>
		<description><![CDATA[When a company embarks on a venture that’s high risk, it may make sense to protect the established company from liabilities that will or could arise in the new venture. A commonly used and quite effective (and relatively inexpensive) means is to set up a subsidiary corporation and operate the new venture within it.]]></description>
			<content:encoded><![CDATA[When a company embarks on a venture that’s high risk, it may make sense to protect the established company from liabilities that will or could arise in the new venture. A commonly used and quite effective (and relatively inexpensive) means is to set up a subsidiary corporation and operate the new venture within&nbsp;it.]]></content:encoded>
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		<title>Before You Sign That Agreement!</title>
		<link>http://www.thebusinessowner.com/business-guidance/management/2010/07/before-you-sign-that-agreement</link>
		<comments>http://www.thebusinessowner.com/business-guidance/management/2010/07/before-you-sign-that-agreement#comments</comments>
		<pubDate>Fri, 09 Jul 2010 13:29:34 +0000</pubDate>
		<dc:creator>Stephanie</dc:creator>
				<category><![CDATA[Management]]></category>

		<guid isPermaLink="false">http://www.thebusinessowner.com/?p=4730</guid>
		<description><![CDATA[Business owners should arm themselves with knowledge about how to minimize legal and financial exposure, then fully exercise their right to limit and manage liability. Before you sign a legal agreement, ask yourself: How can I minimize my financial exposure by the way I execute this agreement? Who is the actual counterparty to this agreement? To what extent do I rely on this counterparty to perform in the future —financially or operationally?]]></description>
			<content:encoded><![CDATA[Business owners should arm themselves with knowledge about how to minimize legal and financial exposure, then fully exercise their right to limit and manage liability. Before you sign a legal agreement, ask yourself: How can I minimize my financial exposure by the way I execute this agreement? Who is the actual counterparty to this agreement? To what extent do I rely on this counterparty to perform in the future —financially or&nbsp;operationally?]]></content:encoded>
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		<title>Why Your Business Needs a Hook</title>
		<link>http://www.thebusinessowner.com/business-guidance/management/2010/06/why-your-business-needs-a-hook</link>
		<comments>http://www.thebusinessowner.com/business-guidance/management/2010/06/why-your-business-needs-a-hook#comments</comments>
		<pubDate>Sat, 05 Jun 2010 18:56:15 +0000</pubDate>
		<dc:creator>Stephanie</dc:creator>
				<category><![CDATA[Management]]></category>

		<guid isPermaLink="false">http://www.thebusinessowner.com/business-guidance/management/2010/07/why-your-business-needs-a-hook</guid>
		<description><![CDATA[CNN (TWX) rarely covers the introduction of a new Internet router, but it did on Tuesday, March 9. I can’t remember when a radio station in my area covered the launch of a router, but it did, too — on the same day. This wasn’t just any router, but Cisco’s CRS-3 router, capable of handling 322 terabits of data per second. Still not interested? What if I told you the router is fast enough to stream every movie ever made in less than four minutes? Bet I got your attention. Cisco (CSCO) found a hook.]]></description>
			<content:encoded><![CDATA[CNN (TWX) rarely covers the introduction of a new Internet router, but it did on Tuesday, March 9. I can’t remember when a radio station in my area covered the launch of a router, but it did, too — on the same day. This wasn’t just any router, but Cisco’s CRS-3 router, capable of handling 322 terabits of data per second. Still not interested? What if I told you the router is fast enough to stream every movie ever made in less than four minutes? Bet I got your attention. Cisco (CSCO) found a&nbsp;hook.]]></content:encoded>
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		<slash:comments>0</slash:comments>
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		<title>Buyer in Wolf’s Clothing</title>
		<link>http://www.thebusinessowner.com/business-guidance/management/2010/06/buyer-in-wolf-clothing</link>
		<comments>http://www.thebusinessowner.com/business-guidance/management/2010/06/buyer-in-wolf-clothing#comments</comments>
		<pubDate>Thu, 03 Jun 2010 18:44:23 +0000</pubDate>
		<dc:creator>Stephanie</dc:creator>
				<category><![CDATA[Management]]></category>

		<guid isPermaLink="false">http://www.thebusinessowner.com/business-guidance/management/2010/07/buyer-in-wolf%e2%80%99s-clothing</guid>
		<description><![CDATA[Another group of business buyer-scammers has been convicted. This time it was a father-son team from Farmington Hills, Michigan. In federal court in Philadelphia in November 2009 for “a scheme that allowed them to fraudulently gain control” of businesses and “deplete the assets.”]]></description>
			<content:encoded><![CDATA[Another group of business buyer-scammers has been convicted. This time it was a father-son team from Farmington Hills, Michigan. In federal court in Philadelphia in November 2009 for “a scheme that allowed them to fraudulently gain control” of businesses and “deplete the&nbsp;assets.”]]></content:encoded>
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		<title>A Long History of Recessions</title>
		<link>http://www.thebusinessowner.com/business-guidance/management/2010/05/a-long-history-of-recessions</link>
		<comments>http://www.thebusinessowner.com/business-guidance/management/2010/05/a-long-history-of-recessions#comments</comments>
		<pubDate>Sat, 08 May 2010 04:07:07 +0000</pubDate>
		<dc:creator>Stephanie</dc:creator>
				<category><![CDATA[Management]]></category>

		<guid isPermaLink="false">http://www.thebusinessowner.com/?p=4562</guid>
		<description><![CDATA[The subprime mortgage crisis led to the collapse of the United States housing bubble. Falling housing-related assets contributed to a global financial crisis, even as oil and food prices soared. The crisis led to the failure or collapse of many of the United States’ largest financial institutions: Bear Stearns, Fannie Mae, Freddie Mac, Lehman Brothers and AIG, as well as a crisis in the automobile industry. The government responded with an unprecedented $700 billion bank bailout and $787 billion fiscal stimulus package. A growing number of economists believed the recession may have ended in the fall of 2009. Indeed, GDP grew robustly in the 3rd and 4th quarters of 2009 but unemployment has not begun to recede.]]></description>
			<content:encoded><![CDATA[The subprime mortgage crisis led to the collapse of the United States housing bubble. Falling housing-related assets contributed to a global financial crisis, even as oil and food prices soared. The crisis led to the failure or collapse of many of the United States’ largest financial institutions: Bear Stearns, Fannie Mae, Freddie Mac, Lehman Brothers and AIG, as well as a crisis in the automobile industry. The government responded with an unprecedented $700 billion bank bailout and $787 billion fiscal stimulus package. A growing number of economists believed the recession may have ended in the fall of 2009. Indeed, GDP grew robustly in the 3rd and 4th quarters of 2009 but unemployment has not begun to&nbsp;recede.]]></content:encoded>
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		<slash:comments>0</slash:comments>
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		<item>
		<title>Economics 101: The Business Cycle</title>
		<link>http://www.thebusinessowner.com/business-guidance/management/2010/05/economics-101-the-business-cycle</link>
		<comments>http://www.thebusinessowner.com/business-guidance/management/2010/05/economics-101-the-business-cycle#comments</comments>
		<pubDate>Tue, 04 May 2010 03:47:10 +0000</pubDate>
		<dc:creator>Stephanie</dc:creator>
				<category><![CDATA[Management]]></category>

		<guid isPermaLink="false">http://www.thebusinessowner.com/business-guidance/management/2010/05/economics-101-the-business-cycle</guid>
		<description><![CDATA[Worldwide economic output has grown for literally thousands of years. U.S. economic output has grown since before the United States officially became a country. The long-term average annual rate of worldwide growth has been about 2 percent. U.S. average annual growth has been a bit higher, maybe 2.5 percent. The economy does not tend to grow steadily at these rates but ebbs and flows around the trend line. ]]></description>
			<content:encoded><![CDATA[Worldwide economic output has grown for literally thousands of years. U.S. economic output has grown since before the United States officially became a country. The long-term average annual rate of worldwide growth has been about 2 percent. U.S. average annual growth has been a bit higher, maybe 2.5 percent. The economy does not tend to grow steadily at these rates but ebbs and flows around the trend&nbsp;line. ]]></content:encoded>
			<wfw:commentRss>http://www.thebusinessowner.com/business-guidance/management/2010/05/economics-101-the-business-cycle/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>No Reason to Fear New Health Care Legislation</title>
		<link>http://www.thebusinessowner.com/business-guidance/management/2010/05/no-reason-to-fear-new-health-care-legislation</link>
		<comments>http://www.thebusinessowner.com/business-guidance/management/2010/05/no-reason-to-fear-new-health-care-legislation#comments</comments>
		<pubDate>Sun, 02 May 2010 03:22:25 +0000</pubDate>
		<dc:creator>Stephanie</dc:creator>
				<category><![CDATA[Management]]></category>

		<guid isPermaLink="false">http://www.thebusinessowner.com/?p=4549</guid>
		<description><![CDATA[While the new health care legislation signed into law on March 23 is indeed large, complex and far-reaching, we’re happy to report that the alarmist rhetoric emanating from some corners seems to be largely hyperbole. Even the highly publicized recent “one time charge to earning” announced by some large employers such as AT&#038;T and Caterpillar appears to be extreme and politically motivated.]]></description>
			<content:encoded><![CDATA[While the new health care legislation signed into law on March 23 is indeed large, complex and far-reaching, we’re happy to report that the alarmist rhetoric emanating from some corners seems to be largely hyperbole. Even the highly publicized recent “one time charge to earning” announced by some large employers such as AT&T and Caterpillar appears to be extreme and politically&nbsp;motivated.]]></content:encoded>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Improve Your Sales Forecasting</title>
		<link>http://www.thebusinessowner.com/business-guidance/management/2010/04/improve-your-sales-forecasting</link>
		<comments>http://www.thebusinessowner.com/business-guidance/management/2010/04/improve-your-sales-forecasting#comments</comments>
		<pubDate>Thu, 01 Apr 2010 12:00:49 +0000</pubDate>
		<dc:creator>Stephanie</dc:creator>
				<category><![CDATA[Management]]></category>

		<guid isPermaLink="false">http://www.thebusinessowner.com/business-guidance/management/2010/04/improve-your-sales-forecasting</guid>
		<description><![CDATA[Owning and running a business is a task. But accurate sales forecasts can make the job a heck of a lot easier. Particularly, they can help with four crucial business management tasks: 1. Earn a profit, 2. Budget cash, 3. Schedule production (or service delivery), 4. Manage inventory.]]></description>
			<content:encoded><![CDATA[Owning and running a business is a task. But accurate sales forecasts can make the job a heck of a lot easier. Particularly, they can help with four crucial business management tasks: 1. Earn a profit, 2. Budget cash, 3. Schedule production (or service delivery), 4. Manage&nbsp;inventory.]]></content:encoded>
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		<slash:comments>0</slash:comments>
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		<item>
		<title>The Ideal Situation for a Management Buyout</title>
		<link>http://www.thebusinessowner.com/business-guidance/buying-selling-a-business/2010/02/the-ideal-situation-for-a-management-buyout</link>
		<comments>http://www.thebusinessowner.com/business-guidance/buying-selling-a-business/2010/02/the-ideal-situation-for-a-management-buyout#comments</comments>
		<pubDate>Mon, 22 Feb 2010 17:19:23 +0000</pubDate>
		<dc:creator>Stephanie</dc:creator>
				<category><![CDATA[Buying & Selling a Business]]></category>
		<category><![CDATA[Management]]></category>

		<guid isPermaLink="false">http://www.thebusinessowner.com/?p=4481</guid>
		<description><![CDATA[Thousands of sources of equity capital in the U.S. and around the world are willing and able to pay top dollar for great companies, leave the tenured management in place, provide meaningful ownership to the manager or management team that remains, and mentor and support the new owner-managers in continuing to grow the business. ]]></description>
			<content:encoded><![CDATA[Thousands of sources of equity capital in the U.S. and around the world are willing and able to pay top dollar for great companies, leave the tenured management in place, provide meaningful ownership to the manager or management team that remains, and mentor and support the new owner-managers in continuing to grow the&nbsp;business. ]]></content:encoded>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>“People Strategy” Important for Businesses, Business Plans</title>
		<link>http://www.thebusinessowner.com/business-guidance/human-resources/2009/11/people-strategy-important-for-businesses-business-plans</link>
		<comments>http://www.thebusinessowner.com/business-guidance/human-resources/2009/11/people-strategy-important-for-businesses-business-plans#comments</comments>
		<pubDate>Sat, 07 Nov 2009 14:37:19 +0000</pubDate>
		<dc:creator>Stephanie</dc:creator>
				<category><![CDATA[Human Resources]]></category>
		<category><![CDATA[Management]]></category>

		<guid isPermaLink="false">http://www.thebusinessowner.com/?p=3552</guid>
		<description><![CDATA[<p>While I was attending a Great Place to Work Institute conference, an organizational consultant spoke about a client that displayed posters throughout its offices with the message “Our valued employees are always treated with trust and respect,” yet the employees underwent security searches before entering each day. This was an unusual practice for a civilian organization with only “normal” security concerns. The consultant questioned the leaders about the conflicting messages. The organization discontinued the searches.</p>]]></description>
			<content:encoded><![CDATA[<p>While I was attending a Great Place to Work Institute conference, an organizational consultant spoke about a client that displayed posters throughout its offices with the message “Our valued employees are always treated with trust and respect,” yet the employees underwent security searches before entering each day. This was an unusual practice for a civilian organization with only “normal” security concerns. The consultant questioned the leaders about the conflicting messages. The organization discontinued the&nbsp;searches.</p>]]></content:encoded>
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