Comments for The Business Owner http://www.thebusinessowner.com Fri, 30 Dec 2011 01:31:21 +0000 hourly 1 http://wordpress.org/?v=3.1.1 Comment on Burgess Clan of Buffalo Grove Still Scamming Owners by Ed http://www.thebusinessowner.com/business-guidance/scam-alerts/2011/05/burgess-clan-of-buffalo-grove-still-scamming-owners/comment-page-1#comment-495 Ed Fri, 30 Dec 2011 01:31:21 +0000 http://www.thebusinessowner.com/?p=5705#comment-495 I worked for IPA and John Burgess during the 90's, and it was the best job I ever had. Sure, there was a drive to "get the numbers" for the sake of making money, but show me a sales person who isn't motivated by cash and I'll show you someone who isn't motivated to succeed. I started as a Senior Area Manager in Silicon Valley in 1996, and I encountered lots of business owners who weren't doing well at a time when almost every business was doing well. The majority of clients I signed up for a business analysis were running their businesses into the ground, and the remainder were willing to see if we could help them do better. I made a lot of friends out of my clients because we made them more successful. However, the key to their success was doing what was recommended, and not falling back into old bad habits. Unfortunately, some people are so arrogant and unwilling to change that they blame everyone but themselves for failure, including IPA. If you've ever watched an episode of Kitchen Nightmares, you know what I'm talking about. I had very few clients that didn't implement IPA's recommendations, and the ones who didn't, failed just like they were warned they would do when they refused our services. I can honestly say what they do works, because in every instance I've utilized what I learned there, it worked. I gave one of my friends, a restaurateur, a business analysis as a Christmas gift one year and he welcomed it with open arms. The consulting estimate was $10,000, and he asked my advice. His problem was that he owned the business for over 15 years and could never gross more than $250,000 a year. I told him that we would make him over 3 times the cost of the services in the first year, confident it would happen. He went along with the consulting services and was taught new methods of inventory control, pricing, portion control, ordering and personnel procedures. In the first year after the consulting job was completed, he grossed over $500,000. In the second year, he did a tune-up with our consulting people and grossed over $750,000! At the end of his third year (18th overall), he was forced by the city to sell his restaurant as part of new downtown development, and the valuation based on the changes IPA made and he implemented, netted him over $1.8 million dollars. He could never have sold his business for more than $400,000 before IPA did their magic. He believed in it and would recommend it to anyone. I had another client who owned a concrete construction company and was headed for bankruptcy. After IPA was finished with his business, he expanded and made over $1 million for the first time in his life, just a year after he implemented the changes. I've got dozens of stories of success, but very few complaints. People are people and unfortunately they let their egos get In the way of success, especially when strangers try to tell them what to do. The most common failure came from people who would doubt what we could do because we didn't specialize in their industry. Well, that's poppycock! The business of doing business is the same, no matter what industry you're in. IPA has a track record of success in everything they do. Only .4% of their clients complain about it and report their own failure as the fault of IPA. It's their stupidity and close mindedness that's the cause of their failure, not IPA. As far as the whiners who didn't succeed at IPA, I have no sympathy for them and cannot understand their failure. I was a sales rep for 6 months and a very successful one. I was promoted to Assistant Regional Manager after 6 months and then Regional Manager after 8 months. I was told they promoted me to give me a pay cut, because my commissions were unbelievable. My best week ever as a Sales Rep was $15,000 gross. My best paycheck for a biweekly pay period was $20,000 gross. Sure, working for commission only is challenging and I had my share of zero weeks, but I always functioned in the top 10 of the company and did so for years. I was promoted to Senior Executive after a year and made everyone who worked for me successful, with the exception of a few who made excuses as to why they couldn't succeed or who didn't go to their appointments. As I told every business owner I ever met with, "There are only two reasons why people don't employ IPA for a business analysis. It's either because they can't afford it or because they're fools, and EVERY business owner can afford it!" I would go back to work with them in a heartbeat and I regret the day I left the company for a wife who ended up leaving me anyway. John Burgess was a great boss and he taught me more about business than I ever learned in college. When I left the company, was hired as a Director of Sales for a major amusement park because they needed help increasing their sales that were diminishing by 7% annually, improving their profit margin over the mesely 2% they were at and doing it in a way that wouldn't require 16 hour days, 7 days a week. I took over when I was hired and did a business analysis of the sales department with the help of a friend from IPA. I found they were losing a total of 24% of their business annually for the past 5 years, but were only replacing 17% of their clientele annually with new business. There was the 7% loss! In analyzing their pay structure, I found that most of their sales reps were there for an average of over 15 years and due to their corporate imposed annual cost of living raises, most of them were making a base of over $60,000 a year. There was no incentive for creating any new business, let alone retaining any business. There was also tons of fraud being perpetrated with sales reps claiming "new clients" on sales to old ones who were calling in to buy services. It was pretty bad, because the GM said if it didnt improve within a year, the corporation would be forced to sell the park. There was a ton of Incredible bad business that I discovered using the IPA business model and assured them we could save the park. Based on what I discovered during the analysis, I started making changes. I fired most of the lazy sales reps and the ones who were screwing the company with their fraudulent contracts, hired new ones, implemented a performance based incentive program with base pay being maintained at $39,000 for everyone, which meant a pay cut for most sales reps there when I got there. I also implemented an inside sales department that recycled failed leads from the field and who were responsible for renewing old business and telemarketing, so the outside reps could concentrate on new business and large corporate clients. The incentive program gave them more money for new and larger business accounts. I also installed a new computerized sales system integrated with a new telephone system, so we could track the numbers and know what the return was on sales calls, sits and inside sales. We then commenced working the department by the numbers, ala IPA. The first year, we increased sales to 130% of the previous year to $25,000,000 and the following year we maintained a daily, weekly and monthly production of 130% and increased it to $32,000,000. Profits were steady at 15% and no one had to work more than their 40 hour week. Unfortunately, I was laid off after that year because with my salary and bonuses, I was deemed to be "economically unfeasible", as I was making more than the General Manager and the Assistant GM with my pay incentives and bonuses, and they thought they could do it cheaper. They hired a 26 year old MBA and paid him a salary of $60,000 a year, about 2/3rds less than I was making and he dismantled what I created because he only knew what he learned in college. After running it based on his MBA theory, their production decreased to 60% within 30 days, and 34 of the 35 people working for me quit because the MBA eliminated their incentives and only paid them salaries. All of the sales reps under my management were making over $100,000 a year with base pay and incentives, and were all reduced to $45,000 a year. The GM and VP of HR was fired at the end of that year and the corporation was forced to liquidate and sell the park a year later. Stupid! They called me after the GM was fired and asked me to come back, but I declined their pitiful offer. The IPA model worked for me, in more ways than one, but the corporate egos thought they were smarter than me and failed by assuming their MBA could take over and run with it. NOT! It works, period. All of the complaints are ridiculous and are as valid as the competence of the people making them. As for you whiners, find a job on a production line or fast food restaurant. John Burgess knows what he's doing and I'm living proof it works. Grow a pair and get to work, because the system works and if you can't succeed doing it, look in the mirror because it's your fault! I worked for IPA and John Burgess during the 90′s, and it was the best job I ever had. Sure, there was a drive to “get the numbers” for the sake of making money, but show me a sales person who isn’t motivated by cash and I’ll show you someone who isn’t motivated to succeed.
I started as a Senior Area Manager in Silicon Valley in 1996, and I encountered lots of business owners who weren’t doing well at a time when almost every business was doing well. The majority of clients I signed up for a business analysis were running their businesses into the ground, and the remainder were willing to see if we could help them do better. I made a lot of friends out of my clients because we made them more successful. However, the key to their success was doing what was recommended, and not falling back into old bad habits. Unfortunately, some people are so arrogant and unwilling to change that they blame everyone but themselves for failure, including IPA. If you’ve ever watched an episode of Kitchen Nightmares, you know what I’m talking about. I had very few clients that didn’t implement IPA’s recommendations, and the ones who didn’t, failed just like they were warned they would do when they refused our services. I can honestly say what they do works, because in every instance I’ve utilized what I learned there, it worked.
I gave one of my friends, a restaurateur, a business analysis as a Christmas gift one year and he welcomed it with open arms. The consulting estimate was $10,000, and he asked my advice. His problem was that he owned the business for over 15 years and could never gross more than $250,000 a year. I told him that we would make him over 3 times the cost of the services in the first year, confident it would happen. He went along with the consulting services and was taught new methods of inventory control, pricing, portion control, ordering and personnel procedures. In the first year after the consulting job was completed, he grossed over $500,000. In the second year, he did a tune-up with our consulting people and grossed over $750,000! At the end of his third year (18th overall), he was forced by the city to sell his restaurant as part of new downtown development, and the valuation based on the changes IPA made and he implemented, netted him over $1.8 million dollars. He could never have sold his business for more than $400,000 before IPA did their magic. He believed in it and would recommend it to anyone.
I had another client who owned a concrete construction company and was headed for bankruptcy. After IPA was finished with his business, he expanded and made over $1 million for the first time in his life, just a year after he implemented the changes. I’ve got dozens of stories of success, but very few complaints. People are people and unfortunately they let their egos get In the way of success, especially when strangers try to tell them what to do. The most common failure came from people who would doubt what we could do because we didn’t specialize in their industry. Well, that’s poppycock! The business of doing business is the same, no matter what industry you’re in. IPA has a track record of success in everything they do. Only .4% of their clients complain about it and report their own failure as the fault of IPA. It’s their stupidity and close mindedness that’s the cause of their failure, not IPA.
As far as the whiners who didn’t succeed at IPA, I have no sympathy for them and cannot understand their failure. I was a sales rep for 6 months and a very successful one. I was promoted to Assistant Regional Manager after 6 months and then Regional Manager after 8 months. I was told they promoted me to give me a pay cut, because my commissions were unbelievable. My best week ever as a Sales Rep was $15,000 gross. My best paycheck for a biweekly pay period was $20,000 gross. Sure, working for commission only is challenging and I had my share of zero weeks, but I always functioned in the top 10 of the company and did so for years. I was promoted to Senior Executive after a year and made everyone who worked for me successful, with the exception of a few who made excuses as to why they couldn’t succeed or who didn’t go to their appointments.
As I told every business owner I ever met with, “There are only two reasons why people don’t employ IPA for a business analysis. It’s either because they can’t afford it or because they’re fools, and EVERY business owner can afford it!”
I would go back to work with them in a heartbeat and I regret the day I left the company for a wife who ended up leaving me anyway. John Burgess was a great boss and he taught me more about business than I ever learned in college.
When I left the company, was hired as a Director of Sales for a major amusement park because they needed help increasing their sales that were diminishing by 7% annually, improving their profit margin over the mesely 2% they were at and doing it in a way that wouldn’t require 16 hour days, 7 days a week. I took over when I was hired and did a business analysis of the sales department with the help of a friend from IPA. I found they were losing a total of 24% of their business annually for the past 5 years, but were only replacing 17% of their clientele annually with new business. There was the 7% loss! In analyzing their pay structure, I found that most of their sales reps were there for an average of over 15 years and due to their corporate imposed annual cost of living raises, most of them were making a base of over $60,000 a year. There was no incentive for creating any new business, let alone retaining any business. There was also tons of fraud being perpetrated with sales reps claiming “new clients” on sales to old ones who were calling in to buy services. It was pretty bad, because the GM said if it didnt improve within a year, the corporation would be forced to sell the park.
There was a ton of Incredible bad business that I discovered using the IPA business model and assured them we could save the park. Based on what I discovered during the analysis, I started making changes. I fired most of the lazy sales reps and the ones who were screwing the company with their fraudulent contracts, hired new ones, implemented a performance based incentive program with base pay being maintained at $39,000 for everyone, which meant a pay cut for most sales reps there when I got there. I also implemented an inside sales department that recycled failed leads from the field and who were responsible for renewing old business and telemarketing, so the outside reps could concentrate on new business and large corporate clients. The incentive program gave them more money for new and larger business accounts. I also installed a new computerized sales system integrated with a new telephone system, so we could track the numbers and know what the return was on sales calls, sits and inside sales. We then commenced working the department by the numbers, ala IPA. The first year, we increased sales to 130% of the previous year to $25,000,000 and the following year we maintained a daily, weekly and monthly production of 130% and increased it to $32,000,000. Profits were steady at 15% and no one had to work more than their 40 hour week.
Unfortunately, I was laid off after that year because with my salary and bonuses, I was deemed to be “economically unfeasible”, as I was making more than the General Manager and the Assistant GM with my pay incentives and bonuses, and they thought they could do it cheaper. They hired a 26 year old MBA and paid him a salary of $60,000 a year, about 2/3rds less than I was making and he dismantled what I created because he only knew what he learned in college. After running it based on his MBA theory, their production decreased to 60% within 30 days, and 34 of the 35 people working for me quit because the MBA eliminated their incentives and only paid them salaries. All of the sales reps under my management were making over $100,000 a year with base pay and incentives, and were all reduced to $45,000 a year. The GM and VP of HR was fired at the end of that year and the corporation was forced to liquidate and sell the park a year later. Stupid! They called me after the GM was fired and asked me to come back, but I declined their pitiful offer. The IPA model worked for me, in more ways than one, but the corporate egos thought they were smarter than me and failed by assuming their MBA could take over and run with it. NOT!
It works, period. All of the complaints are ridiculous and are as valid as the competence of the people making them.
As for you whiners, find a job on a production line or fast food restaurant. John Burgess knows what he’s doing and I’m living proof it works. Grow a pair and get to work, because the system works and if you can’t succeed doing it, look in the mirror because it’s your fault!

]]> Comment on Burgess Clan of Buffalo Grove Still Scamming Owners by Joe in Tampa http://www.thebusinessowner.com/business-guidance/scam-alerts/2011/05/burgess-clan-of-buffalo-grove-still-scamming-owners/comment-page-1#comment-494 Joe in Tampa Thu, 29 Dec 2011 16:00:44 +0000 http://www.thebusinessowner.com/?p=5705#comment-494 Here is my recent story...it validates everything you have said about these "consultants"" I get a phone call and the guy on the other end is telling me that his company works with designers and engineers of buildings where my products and services could be useful. They would be willing to set up meetings with these firms but they need to send in their "guy" to access my company. The meeting was set up for the next day with Terry Buttertworth. He presented a business card from a company called SMS. Their website is www.sms-na.com. There was never any mention of the designers or engineers that were mentioned as the hook to get in the door. This was December 6th, 2011. He was just the frontman and said he needed to send in another guy, John Adamonis the next day to do an analysis of my business needs. That would cost about $500.00-Don't pay if you don't feel there was a value! No risk to me. John Adamonis shows up the next day. I shared a ton of financial, personal and business data with John. I spend most of the day laying out my business challenges. Very smoothly, he keyed on my greatest fears and played back worst case scenarios. Now, this was so cleverly done, I didn't even realize what had happened until several days later when I had a chance to reflect on how I had allowed this to happen. By the end of the day, John has me convinced that his firm, via their deep resources, can help me get past these immediate business challenges. Just shoot me...I gave him a $2,000 deposit and signed a contract to pay an invoice presented at the end of their work. He does me a favor and waives the $500 fee mentioned earlier. I was under the impression that there would be one guy coming and he was local to Tampa. The rate was $265/hr. The next morning, 2 guys (Paul Nadolny and Jesse Howard) show up and we spend about 3 hours where I am teaching them-my business and the unique challenges coming via federal regulation. They had no industry specific knowledge. I give one guy total access to my Quickbooks and the other one spends the afternoon typing. I figure these guys are going to come up with some really solid insights into where I can steer my company over the next 2-3 years. 3:00 PM comes and here's what I get. A 1-1/4 page summary of the conversation we had that morning and about 1/2 page of the opportunities that I told them I felt I saw as a potential future direction. Basically a re-hash of everything I had told them earlier in the day. The guy with QB gave me a breakeven number that was within $40K of the number I gave him earlier in the day. They left me with a spreadsheet to manually load and forecast cash flow. (Oh boy!) The total damage: 2 guys at $265 (ea) per hour for 7 hours, $52 per diem each and over $700 in travel expenses for a guy to hot-shot from Houston to Tampa to pull this scam off. Total spend $4,557.76 wasted. The other guy was from Tampa so his per diem covered an $8 sandwich from Subway. Not that it matters but this site also has complaints from former employees commenting that the per diem is factored into the compensation. My advice, if you see these guys coming, run-don't walk to the nearest exit. I've done some dumb things and every lesson I learn in business cost me dearly but I can honestly say that I have never felt more violated than when I handed these guys over four grand. I will also be filing a report with the IL Attorney General over their business practices. Why take the time to complain and make this public? Like most small business owners today, I work very hard for the money my company generates and I try to take care of my employees and family. Getting caught up with this Global Resources LLC bunch wasted some very valuable resources for me. If I can save one single other business owner the experience I had, then there is some vindication for my stupid mistake. Here is my recent story…it validates everything you have said about these “consultants”"
I get a phone call and the guy on the other end is telling me that his company works with designers and engineers of buildings where my products and services could be useful. They would be willing to set up meetings with these firms but they need to send in their “guy” to access my company. The meeting was set up for the next day with Terry Buttertworth. He presented a business card from a company called SMS. Their website is http://www.sms-na.com. There was never any mention of the designers or engineers that were mentioned as the hook to get in the door. This was December 6th, 2011.

He was just the frontman and said he needed to send in another guy, John Adamonis the next day to do an analysis of my business needs. That would cost about $500.00-Don’t pay if you don’t feel there was a value! No risk to me.

John Adamonis shows up the next day. I shared a ton of financial, personal and business data with John. I spend most of the day laying out my business challenges. Very smoothly, he keyed on my greatest fears and played back worst case scenarios. Now, this was so cleverly done, I didn’t even realize what had happened until several days later when I had a chance to reflect on how I had allowed this to happen. By the end of the day, John has me convinced that his firm, via their deep resources, can help me get past these immediate business challenges.

Just shoot me…I gave him a $2,000 deposit and signed a contract to pay an invoice presented at the end of their work. He does me a favor and waives the $500 fee mentioned earlier. I was under the impression that there would be one guy coming and he was local to Tampa. The rate was $265/hr.

The next morning, 2 guys (Paul Nadolny and Jesse Howard) show up and we spend about 3 hours where I am teaching them-my business and the unique challenges coming via federal regulation. They had no industry specific knowledge.

I give one guy total access to my Quickbooks and the other one spends the afternoon typing. I figure these guys are going to come up with some really solid insights into where I can steer my company over the next 2-3 years.

3:00 PM comes and here’s what I get. A 1-1/4 page summary of the conversation we had that morning and about 1/2 page of the opportunities that I told them I felt I saw as a potential future direction.
Basically a re-hash of everything I had told them earlier in the day. The guy with QB gave me a breakeven number that was within $40K of the number I gave him earlier in the day. They left me with a spreadsheet to manually load and forecast cash flow. (Oh boy!)

The total damage: 2 guys at $265 (ea) per hour for 7 hours, $52 per diem each and over $700 in travel expenses for a guy to hot-shot from Houston to Tampa to pull this scam off. Total spend $4,557.76 wasted. The other guy was from Tampa so his per diem covered an $8 sandwich from Subway.

Not that it matters but this site also has complaints from former employees commenting that the per diem is factored into the compensation.

My advice, if you see these guys coming, run-don’t walk to the nearest exit. I’ve done some dumb things and every lesson I learn in business cost me dearly but I can honestly say that I have never felt more violated than when I handed these guys over four grand.

I will also be filing a report with the IL Attorney General over their business practices.

Why take the time to complain and make this public? Like most small business owners today, I work very hard for the money my company generates and I try to take care of my employees and family. Getting caught up with this Global Resources LLC bunch wasted some very valuable resources for me. If I can save one single other business owner the experience I had, then there is some vindication for my stupid
mistake.

]]> Comment on Burgess Clan of Buffalo Grove Still Scamming Owners by Bill http://www.thebusinessowner.com/business-guidance/scam-alerts/2011/05/burgess-clan-of-buffalo-grove-still-scamming-owners/comment-page-1#comment-464 Bill Fri, 09 Dec 2011 06:53:40 +0000 http://www.thebusinessowner.com/?p=5705#comment-464 Wow, thanks for all the comments. Saved me alot of time and money! Wow, thanks for all the comments. Saved me alot of time and money!

]]> Comment on Revocable, Irrevocable & Living Trusts by Dallas Property Management http://www.thebusinessowner.com/business-guidance/estate-transition-planning/2011/09/revocable-irrevocable-living-trusts/comment-page-1#comment-436 Dallas Property Management Fri, 18 Nov 2011 14:25:08 +0000 http://www.thebusinessowner.com/?p=6091#comment-436 Thanks! This post contains very significant ideas and facts that every reader should be followed. Great idea indeed. Thanks! This post contains very significant ideas and facts that every reader should be followed. Great idea indeed.

]]> Comment on Need to Refinance? Simply Incredible New SBA Programs by A good option would be a Business Cash Advance. It is based on your average monthly sales, not credit, so bad credit is ok and approval rates are 98%. They are unsecured, there is no personal guarantees, require no collateral, and will fund within a few d http://www.thebusinessowner.com/business-guidance/financebusiness/2009/08/need-to-refinance-simply-incredible-new-sba-programs/comment-page-1#comment-427 A good option would be a Business Cash Advance. It is based on your average monthly sales, not credit, so bad credit is ok and approval rates are 98%. They are unsecured, there is no personal guarantees, require no collateral, and will fund within a few d Wed, 16 Nov 2011 09:15:33 +0000 http://www.thebusinessowner.com/?p=2053#comment-427 <strong>A good option would be a Business Cash Advance. It is based on your average monthly sales, not credit, so bad credit is ok and approval rates are 98%. They are unsecured, there is no personal guarantees, require no collateral, and will fund within a ...</strong> [...]Need to Refinance? Simply Incredible New SBA Programs | The Business Owner[...]... A good option would be a Business Cash Advance. It is based on your average monthly sales, not credit, so bad credit is ok and approval rates are 98%. They are unsecured, there is no personal guarantees, require no collateral, and will fund within a …

[...]Need to Refinance? Simply Incredible New SBA Programs | The Business Owner[...]…

]]> Comment on Burgess Clan of Buffalo Grove Still Scamming Owners by Chris http://www.thebusinessowner.com/business-guidance/scam-alerts/2011/05/burgess-clan-of-buffalo-grove-still-scamming-owners/comment-page-1#comment-376 Chris Thu, 03 Nov 2011 20:46:38 +0000 http://www.thebusinessowner.com/?p=5705#comment-376 I just got fired today from this company and i am so pissed i held a "bc" position i work under a man named mark Stuth Who is best friends with the owner, Stuth Is a complete asshole Acts like like hes got a stick up his ass with everything you say to him, he will call you worthless to your face when you don't make him happy, i complained to hr about the situation i had with stuth i was there less then a month and i can sell ice to a eskamoe and make then think they need it, This place in so UN-Professional, I have been thinking about filing a EOE complaint against them. I just got fired today from this company and i am so pissed i held a “bc” position i work under a man named mark Stuth Who is best friends with the owner, Stuth Is a complete asshole Acts like like hes got a stick up his ass with everything you say to him, he will call you worthless to your face when you don’t make him happy, i complained to hr about the situation i had with stuth i was there less then a month and i can sell ice to a eskamoe and make then think they need it, This place in so UN-Professional, I have been thinking about filing a EOE complaint against them.

]]> Comment on Patents, Copyrights, Trademarks and Trade Names by business plan http://www.thebusinessowner.com/business-guidance/legal/2010/09/patents-copyrights-trademarks-and-trade-names/comment-page-1#comment-354 business plan Wed, 26 Oct 2011 08:58:56 +0000 http://www.thebusinessowner.com/?p=5097#comment-354 <strong>business plan...</strong> [...]Patents, Copyrights, Trademarks and Trade Names | The Business Owner[...]... business plan…

[...]Patents, Copyrights, Trademarks and Trade Names | The Business Owner[...]…

]]> Comment on Lots of Economic Fuel Still in the Tank by Mark http://www.thebusinessowner.com/blog/2011/04/lots-of-economic-fuel-still-in-the-tank/comment-page-1#comment-353 Mark Tue, 25 Oct 2011 23:00:00 +0000 http://www.thebusinessowner.com/?p=5641#comment-353 This article is really encouraging. I am thinking of buying a franchise and this article made me feel even better about my decision. Definitely attending the San Diego Franchise Expo on November 9. http://sandiegomtznovember.eventbrite.com/ This article is really encouraging. I am thinking of buying a franchise and this article made me feel even better about my decision. Definitely attending the San Diego Franchise Expo on November 9. http://sandiegomtznovember.eventbrite.com/

]]> Comment on Have to Let an Employee Go? Read This First! by reputation management online http://www.thebusinessowner.com/business-guidance/human-resources/2009/01/have-to-let-an-employee-go-read-this-first/comment-page-1#comment-344 reputation management online Wed, 19 Oct 2011 15:59:18 +0000 http://www.thebusinessowner.com/?p=212#comment-344 <strong>reputation management online...</strong> [...]Have to Let an Employee Go? Read This First! | The Business Owner[...]... reputation management online…

[...]Have to Let an Employee Go? Read This First! | The Business Owner[...]…

]]> Comment on The Real Crime of Federal Economic Responsibility by Nautical Gifts http://www.thebusinessowner.com/blog/2010/10/the-real-crime-of-federal-economic-responsibility-2/comment-page-1#comment-342 Nautical Gifts Mon, 17 Oct 2011 20:58:03 +0000 http://www.thebusinessowner.com/?p=5234#comment-342 Great article. Many people continue to say about the debt that "as a percentage of GDP it's not that bad." Well, that's like saying a company has 100 million of debt, but they have 200 million in sales, so it's okay. But if the company makes zero profit on the 200 million in sales there is a huge problem. If the US continues to make no annual surplus it doesn't matter if the GDP is 100 trillion. We're headed for more debt trouble. Great article. Many people continue to say about the debt that “as a percentage of GDP it’s not that bad.” Well, that’s like saying a company has 100 million of debt, but they have 200 million in sales, so it’s okay. But if the company makes zero profit on the 200 million in sales there is a huge problem. If the US continues to make no annual surplus it doesn’t matter if the GDP is 100 trillion. We’re headed for more debt trouble.

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