Three Shifts, Three Supervisors Essay Example

Three Shifts, Three Supervisors Essay To appease the workers in their Jobs by giving some prosperity gift or benefits. 3. To develop the office management of ML in other to have a better company relationship between the superior to his subordinate. Areas of Consideration Analysis: The Main Problem is the style of leadership Mr.. Gang is a dictatorial leader that uses negative approach to his subordinates. All decision-making power is theirs, unrealistic in demands, uses excessive discipline and punishment, and does not allow others to question decisions or authority. Like what he did to Ian Michael he agree with the proposal. That became the cause of their conflict that lead to Ian Michael to submit a resignation letter. Alternative Courses of Action: In alternative course of action I will specify the possible and most viable solution to solve the problems. First Mr.. Gang should change his, style of his leadership so that he could not have an argument/ conflict Like what happen between him and Ian Michael. We will write a custom essay sample on Three Shifts, Three Supervisors specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Three Shifts, Three Supervisors specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Three Shifts, Three Supervisors specifically for you FOR ONLY $16.38 $13.9/page Hire Writer In addition to that to lessen the high rate of turnovers, to appease the workers in tenet Sods Day Glenn some prosperity glut or Benefits, and to develop the office management of ML in other to have a better company relationship between the superior to his subordinate. If possible they can use what Ian Michael proposal in motivating the employee to have a better organization. Recommendation: The best solution that I could recommend is to back Ian Michael to the company his a big help to the company to improve the organization. In addition, Like what I said to my other statement Mr.. Gang should change his style of leadership so that the company could avoid a conflict like what happen between Ian Michael and Mr.. Gang. Conclusion/ Detailed Action Plan As early as possible, Mr.. Gang should approach Ian Michael to go back to the company and offer a higher position for him to grab the offer. Then Mr.. Gang should change his attitude in communicating with his subordinate. They should held a meeting at least twice a month to tackle all the happenings inside the organization. In addition to that they should also held a team building to improve the team work of the employees of the company.

Structuralism vs. Functionalism

Structuralism vs. Functionalism Free Online Research Papers Both structuralism and functionalism are mentalisms; this means the mind is the subject of every study. They are different, however, in how the mind is viewed. This paper will compare and contrast the ideas and theories of structuralism and functionalism, and explore how, if at all, these theories are being practiced in psychology today. Structuralism vs. Functionalism Structuralism and functionalism explore the human mind; both are concerned with the conscious self, despite the verbal bashing of each side. While they had some similarities, they also had many differences which will be explored below Structuralism, the first major school of thought in psychology, was founded by Wilhelm Wundt. It is the study of the elements of consciousness, and focused on breaking down mental processes into the most basic components. â€Å"In Wudnt’s view, the mind had the power to organize mental elements voluntarily† (Schultz, D.P. Schultz, S.E., 2008, p.122). In order to do this structuralism relied on a method called introspection. Introspection, however, had a principle flaw and was one basic reason that structuralism completely died in psychology upon Wundt’s death (Psychology World, 2006). The subject agreement and reliability of structuralism was not consistent with mainstream views of experimental psychologists today (Psychology World, 2006). It maintained that a â€Å"conscious experience must be described in its most basic terms,† (Psychology World, 2006). Structuralism was also later criticized, mainly by behaviorists, claiming that the theory dealt primarily with internal behavior. It was argued that this was a non-observable element of consciousness which could not be measured accurately. Functionalism formed as a reaction to structuralism; it was influenced by the work of William James and the evolutionary theory of Charles Darwin. Functionalism is concerned with how the mind functions, and therefore also used the method of introspection. â€Å"Functionalists studied the mind not from the standpoint of its composition-its mental elements of structure-but rather as a conglomerate or accumulation of functions and processes that lead to practical consequences in the real world† (Schultz, D.P. Schultz, S.E., 2008, p.145). Functionalism emphasized individual differences, which had a great impact on education. John Dewey went on to use the theories of functionalism to determine that children should learn at the level appropriate for which they are developmentally prepared. However, just as structuralism had its disbelievers, so did functionalism. The term function was used loosely. It can refer to both how the mental process operates, and how the mental process functions in the evolution of species (Oxford Companion, 2006). Because it lacked a clear definition, it was subjected to the same problematic aspects of structuralism. This is when behaviorism was introduced. â€Å"Behaviorism dealt solely with observable behavioral acts that could be described in objective terms† (Schultz, D.P. Schultz, S.E., 2008, p.520). Theoretically, structuralism and functionalism had similarities. The most obvious similarity is that they both took interest in the mental process; after all functionalism was only formed as a reaction to the flaws of structuralism. Further, both used introspection as a method to explore their ideas. Lastly, both structuralism and functionalism had a desire for psychology to become scientific. While there were some comparisons in these two schools of thoughts, there were definitely more differences in the two. As mentioned earlier, functionalism developed, to a certain degree, as a reaction against structuralism. It was thought that psychological processes would be best understood in terms of their function rather than their structure. In other words, structuralism asked what happens when an organism does something, and functionalism asked how and why. Functionalism drew on evolutionary theory rather than modeling psychological processes on the combination of mental elements. Breaking away from functionalism, behaviorism dealt with observable behavior as a result of environmental stimuli. This was in contrast to focusing on the internal mental process which rejected introspection and called for a more scientific method. Structuralism did not withstand the test of time and soon faded out despite an intensive program of research which relied on the contemplation of one’s own thoughts, desires, and conduct. The experimental methods used in structuralism would not hold up to today’s standards; the experiments were too subjective and the results were therefore unreliable. Functionalism emphasized the function, or purposes, of behavior as opposed to its analysis and description, and soon disappeared as a separate school because it lacked the kind of exactness needed to facilitate its theory. Despite its disappearance as a separate school of psychology â€Å"functionalism never really died, it became part of the mainstream psychology† (Oxford Companion, 2006). The importance of looking at process rather than structure is a common attribute of modern psychology. As an individual approach it lacked a clear formulation and inherited problems from the structuralist reliance on intro spection, however the theory of functionalism is still around today. This writer believes that structuralism is important because it was the first major school of thought in psychology and because it influenced experimental psychology. However, other than the effect it has had on the history of psychology it has no place in modern psychology. Functionalism has had a great impact of modern psychology. As she will become a teacher soon, this writer cannot help but be grateful for the impact functionalism had on the educational system. The writer also feels that all functionalism is the underlying component of psychology; the purpose of the consciousness and behavior is applied to all areas of psychological study. Oxford Companion to the Mind. (2006). William James and Functionalism. Retrieved October 7, 2006 at psych.utah.edu/gordon/Classes/Psy4905Docs/PsychHistory/Cards/James.html Psychology World. (2006). Structuralism. Retrieved October 7, 2006 at http://web.umr.edu/~psyworld/structuralism.htm#1 Schultz, D.P. Schultz, S.E. (2008). A History of Modern Psychology (9th ed.). California: Thomas Wadsworth. Research Papers on Structuralism vs. FunctionalismThree Concepts of PsychodynamicEffects of Television Violence on ChildrenBionic Assembly System: A New Concept of SelfIncorporating Risk and Uncertainty Factor in CapitalResearch Process Part OneComparison: Letter from Birmingham and CritoOpen Architechture a white paperThe Relationship Between Delinquency and Drug UseMarketing of Lifeboy Soap A Unilever ProductInfluences of Socio-Economic Status of Married Males Structuralism vs. Functionalism Free Online Research Papers Structuralism was formed out of the necessity to distinguish psychology as a science separate of philosophy and/or biology. Functionalism came out of opposition to the basic premises of structuralism. Major differences among functionalism and structuralism are in the ideas of how the mind is organized. Functionalism viewed the mind by how it functioned rather than how it was structured (Schultz, D. P., Schultz, S. E., 2008). Structuralism looked at mental processes through analysis and description and functionalism through behavior (i.e., how and why people behaved). Functionalism explored how the mind changed based on experiences and environment. The basic premise of functionalism is still seen in modern psychology. Darwin a major theorist in functionalism introduced the idea of, â€Å"Evolution†. He proved that the mind evolved/s over time (Schultz, D. P., Schultz, S. E., 2008). Darwin focused on, â€Å"Animal psychology to form a basis comparison, placed emphas is on functions rather than the structure of consciousness, accepted methodology and data from many fields, and focused on description and measurements of individual differences (Schultz, D. P., Schultz, S. E., 2008 p. 155).† A significant portion of the initial premises Darwin established are in practice in modern psychology through the theories that emerged following functionalism. Research Papers on Structuralism vs. FunctionalismThree Concepts of PsychodynamicEffects of Television Violence on ChildrenComparison: Letter from Birmingham and CritoLifes What IfsInfluences of Socio-Economic Status of Married MalesResearch Process Part OneHip-Hop is ArtThe Project Managment Office SystemGenetic EngineeringBionic Assembly System: A New Concept of Self

Gasoline consumption vs. SUV's popularity Research Paper

Gasoline consumption vs. SUV's popularity - Research Paper Example The numerous pros associated with SUVs however are accompanied by certain cons chief of which is their high fuel consumption and related high pollution levels. This paper will discuss the popularity of SUVs vis-a vis their fuel consumption. In some countries including the United States, the Sports Utility Vehicle is considered a light truck and therefore is subject to less strict regulation compared to passenger vehicles. In the US, the Clean Air Act that governs environmental pollution as well as the Energy Policy and Conservation Act that governs fuel economy have soft landings on SUVs (Yacobucci, 2003). The popularity of SUV vehicles started rising in the 90s and early 2000s with vehicle manufactures making a move to avoid what they considered over-regulation. . The vehicles which are commonly known as 4-wheel drive vehicles, 4x4s, 4WDs include vehicles such as the Land Rover, Jeep, Range Rover, Land Cruiser and the Chevrolet Blazer (Keith, 2002). The ports Utility Vehicle has gained a lot of popularity over the years especially in Australia, Canada and the United States of America. This trend has taken root in other parts of the world, Africa and Asia not being left behind. In some places where there is limited road coverage, the vehicles are preferred to conventional vehicles. For the last two and half decades, SUVs have become a common phenomenon in roads across the world, they being associated with luxury, class, and ambience. The vehicles have larger cabins compared to conventional cars and can be used to haul loads such as caravans, boats and trailers. A lot of the SUVs’ popularity has been credited to their funky images; the reason women also prefer them to other vehicles in the United States. The vehicles are also associated with strength, security, high storage capacity, all terrain handling, high range, and many other qualities that are associated with good performance. In spite of their

DISCUSSION BOARD PART 2-2 Essay Example | Topics and Well Written Essays - 500 words

DISCUSSION BOARD PART 2-2 - Essay Example These requirements include the literature must be peer reviewed, organized chronologically, recent (3-5 years old), compare and contrast different points of view among others. My study being a qualitative study, I perceive this as a challenge in that many studies are quantative in nature. In this regard, I have to go through so much literature against limited time, to compare and contrast my thinking with others. The second challenge that can come from this research is few respondents. A qualitative research requires considerable skill and little direction. According to smith et al, qualitative research has a high dross rate because of participants digressing form the main issue (Smith et al, 2008). When collecting data in a mixed cultural set up, some individuals may be unwilling to respond or give information asked. This will result in a bias because I have to reselect the sample. A challenge may arise on meeting respondents that cannot speak the languages I speak because this prev ents an open dialogue because. A third challenge is meeting a doctoral chair from the faculty that suits my interests and learning schedule. To ensure competency in this research I have set aside time to study and do research to ensure that I can make correct contrasts and comparisons. I have researched for a good research question to propel this study, stated the research design well, and identified the method as qualitative. Already I have started working on research questions that are short, prompting, and structured. The choice of questions has taken into account three challenges earlier stated, reducing any bias in the study. A successful student doctoral study chair relationship is critical. Building a relationship with the chair requires a student first to communicate regularly through emails, especially during the first few weeks after approval. Checking with the chair with the preferred means of

Why did the Korean War become an international conflict Essay

Why did the Korean War become an international conflict - Essay Example Fought as a result of disintegration of Korea into two countries due to World War II, Korean War was a result of conflict between USA and USSR as after the World War, one part was occupied by US and other was by USSR. The overall scenario leading to the Korean War is also based upon the rising tension between US and USSR. After the end of World War II though peace started to take its roots in Europe and other developed countries however, the US-USSR conflict started to worsen and both the super powers of the world reached to a point of cold war. The competing ideologies of Communism versus capitalism and dominance of US or USSR on the world political stage set the most part of the War between US supported South Korea and USSR and China supported North Korea. It was also during this war that UN was used for the first time by US as a tool to actually engage into armed conflict with any country. Why this conflict became global in nature and size, why major players including UN and US ac tually involved in this conflict will be discussed in this area. Political Turmoil and role of US and USSR Korea’s geographical location made it one of the most important regions in post-World War-II scenario and it was increasingly viewed as region which would ultimately become the point of contention between the Western powers and Communist bloc. The conditions for war were created due to keen interests of the two of the largest communist states in the world and the overall indecisiveness of US to conduct its foreign policy in the Far East region. Korea has always remained of interest for Russia and China and it was also because of this reason that USSR tried to occupy the country after World War II. Considering the increase in power of USSR, US also attempted to capture part of the country and hence Korea was divided between South and North Korea with US controlling South Korea whereas North Korea was controlled by USSR. The failure to actually hold free and fair elections increased the political tension in the region with North and South Korea forming two different sets of governments. South Korea adapted democracy whereas North Korea became a communist country. The political tension further escalated when small skirmishes started to occur on what was called 38 Parallel, the line controlled by US which was also virtually dividing both the countries from each other. The Korean War erupted in what was called the middle of the cold war between US and USSR and their bid to take control of the world. It was also increasingly seen as the war to determine which ideological framework world would adapt i.e. capitalism versus communism. The direct involvement of USSR in the war and supplying the arms to North Korea also prompted US, under the banner of UN to engage into the conflict with USSR. It is suggested that it was also the first time when US actually used UN as a foreign policy tool. The overall plan was to actually give Korea under the trusteeship of United Nations which would eventually lead it to full independence over the period of time. It was however subsequently realized that the imposition of any political will from other than Koreans may not be easy to implement and region may drift into turmoil as a result of political conflict between the super powers. It is also important to understand the overall diversity of opinions as well as groupings within Korea which could not help materialize the development of a workable plan to actually make the transition. The overall diversity of political opinions was also due to the Japanese Colonial rule which kept the country divided based upon different ideological basis. The suppression of Korean nationalist movement by the Japan also resulted into the lack of

Is It Possible to Control the Ebola Epidemic?

Is It Possible to Control the Ebola Epidemic? A terrible tragedy struck the western part of the African continent and our desire and believe is to put an end to this nightmare. Since the discovery of Ebolavirus in 1976 in Zaire, now DRC Democratic Republic of Congo, this virus is endemic in this country and has caused a trail of destruction. For years, it has afflicted our brothers mercilessly slaughtering entire families overnight, leaving a crowd of orphans along the way. Today West Africa, Guinea, Liberia, Sierra Leone and Nigeria, also live an epidemic of Ebola Hemorrhagic Fever (EHF), the 7th in the history of the Democratic Republic of Congo, with the potential to spread to neighboring countries. WHO World Health Organization has worked with professionals from various countries to gather experiences in epidemics, concentrating efforts that can contribute in a practical way to control cases of Ebola, which are already more than 1.400 deaths this year so far, with mortality rates of 60-90%. Summary of the clinical picture of Ebola Hemorrhagic Fever (EHF): The EHF is an infectious disease caused by Ebola virus, an RNA và ­rus with filamentous appearance under electronic microscopy, diameter of 80nm, incubation period that various between 1-3 weeks. The initial symptoms are very similar to a simple flu, with asthenia, anorexia, headache and myalgia, insidiously progressing to vomiting, diarrhea, bleeding, dehydration, shock and death. The severity and duration of disease progression depends directly on viral load Ebolavirus, nutritional status and consequently, the immune status of each patient. In 50% of cases occur a maculopapular rash more pronounced on trunk and abdà ´men, and by the end of the 1st week blood dyscrasias symptoms are observed, such as nausea and uncontrollable vomiting, difficult to control epistaxis, hematemesis, melena, hemoptysis, bleeding conjunctival, skin, mucous membranes, gums, ulcerations of lips. From this point occur rapid progression to disseminated intravascular coagulation (DIC) with cardio-circulatory collapse, dysfunction and multiple organ failure and death occurs. There is no specific medication for treatment of Ebola Hemorrhagic Fever (EHF), only supportive measures to control hypovolemia, fluid and electrolyte replacement, blood, plasma or platelet concentrate transfusion, vasoactive drugs. The most frequent and common is the clinical and epidemiological diagnosis, The safest laboratory diagnosis is the identification of Ebolavirus by viral isolation in culture to identify the serotype, or by polymerase chain reaction with reverse transcription (RT-PCR) for sequencing of viral RNA. Contagion occurs primarily by direct contact with fluids, secretions of the patient as urine, blood, semen, sweat, saliva, or fomites and personal belongins contaminated with Ebolavirus. IS THERE A CORRELATION BETWEEN Ebola Hemorrhagic Fever (EHF) and deaths from Dengue Hemorrhagic Fever? Undoubtedly, and we’ll explain some points needed to understand well this interrelationship. The work developed focusing on dengue fever, dengue hemorrhagic fever and epidemics, was the theme in 2006, of masters thesis Homeopathy in Public Health: Contribution to the Study of Epidemics, in Post-graduation in Health Sciences of the Medical School of Sà £o Josà © do Rio Preto, Sà £o Paulo SP, Brazil. In 2002 the World Health Organization WHO launches the document Strategy of the WHO about Traditional Medicine, which in Brazil resulted in the administrative rule MS/GM No. 971 of June 3, 2006, known as NPICP National Policy on Integrative and Complementary Practices, which regulates prescription and use of homeopathy in epidemics. From the guidelines of the Ministry of Health, received by us as an incentive and authorization to follow through with these actions, we expanded the fieldwork, once it had been initiated in the city of Sà £o Josà © do Rio Preto, since 2001, a project to control dengue at the population level with homeopathic medicine1. Due to the excellent results obtained in February and March / 2007 in Sà £o Josà © do Rio Preto2, Sà £o Paulo and Macaà ©3, Rio de Janeiro, with the homeopathic medicine we extended the use to thousands of individuals in various cities in different states of Brazil, such as Sà £o Paulo, Rio de Janeiro, Minas Gerais, Espà ­rito Santo and Goià ¡s, and in Cuba, in Ciego de Avila, Camaguey and Havana. The results of the clinical and epidemiological studies, were ratified by the medicines approval by ANVISA (the brazilian regulatory body of drugs administration) in December 2008, officially released in the category dengue treatment under the fancy name PRODEN, recorded by a national laboratory, and one of the five finalists of the 1st Sanofi-Aventis Prize, Medical Services Innovation New Directions in Public Health, in June 2009. For this to happen, the product has undergone rigorous testing in rats, rabbits and mice, in the Drug Research Laboratory of the Federal University of Amapà ¡, whose experiments have shown average increase of 200.000 platelets/ml to 600.000 platelets/ml in male rats4. The daily clinical practice has shown rapid improvement of the general condition of patients with dengue, confirmed by the prompt rise in platelet count. BUILDING A PROTOCOL FOR CONTROL OF THE EBOLA HEMORRHAGIC FEVER (EHF) The Dengue Hemorrhagic Fever has several points in common with the Ebola Hemorrhagic Fever, as found in the 7th edition (2006) of Bogliolo’s5 text: in hemorrhagic fevers from Ebola and Marburg viruses, autopsy shows disseminated skin, mucosa and visceral bleeding, with extensive areas of renal and hepatic necrosis. Throughout the pathophysiology of both diseases, coagulation disorders have important, decisive for the rapid evolution to cardio-circulatory collapse, multiple organ failure, shock and death. Important to note that recent studies using electronic microscopy have shown that liver inflammation is the rule and not the exception, in cases of dengue, covering all four sorotypes6. THE FOUNDATIONS OF HOMEOPATHIC MEDICINE APPROVED  BY ANVISA FOR DENGUE’S TREATMENT The protocol and technical report of the Health Board of Sà £o Josà © do Rio Preto were implanted in all BHU (Basic Health Units) in the city in February 2007.2 Thousands of doses of the medicine were dispensed with great adherence of the population. In 20072, despite the magnitude of this epidemic, only one patient died, she was a health professional, due to suspected acetaminophen intoxication. The homeopathic complex is a combination of three homeopathic remedies, Phosphorus, Crotalus horridus and Eupatorium perfoliatum, these first two are because of the hemorrhagic events, the last one is limited to dengue itself, to constitute the epidemic genius peculiar to cases of classic dengue fever, without complications. The Eupatorium had its pathogenetic trials conducted in 1846 by the American Academy of Homeopathy, from a plant in the eastern United States of North America, which was used by native Indians to treat break-bone-fever . Hahnemann was the one to accomplish in 1823, the pathogenetic experimentation of Phosphorus, in Germany (Dresden and Leipzig). He is the prototype of the treatment of hepatitis, confirmed in studies with experimental animals subjected to poisoning by carbon tetrachloride in laboratà ³rio7. And finally Crotalus horridus, made from a north-american rattlesnake’s venom in 1837, made by Constantine Hering, is the primary reference and one of the most effective remedies for profuse, generalized and rapidly developed hemorrhages. FINALLY FINDING THE MEDICINE FOR THE CONTROL OF  THE EBOLA HEMORRHAGIC FEVER Given to the extensive knowledge already accumulated and analyzing the features found in the EHF epidemic, it is evident that these same remedies, Phosphorus and Crotalus horridus, already tested and used in cases of hepatic dysfunction and bleeding in dengue, should be added to the remedie that represents the epidemic genius of Ebola Hemorrhagic Fever (EHF), a brazilian plant named Ipecacuanha. Thus, the Anti-Ebola Hemorrhagic Fever Homeopathic Complex, is the result of the combination of three remedies: Phoshorus, Crotalus horridus and Ipecacuanha. The Ipecacuanha is in the 1st list of 24 polychrests remedies established by Hahnemann and part of the group of the 60 major remedies used in Homeopathy8. According to the Treaty of Homeopathic Materia Medica9, the remedie is of maximum indication for acute disorders with nausea, copious bleeding of bright red blood from any orifice of the body, tightness in chest, cold sweats, facial pallor and little tendency to clot the bleeding. Prof. Michel Guermonprez10 highlights the relationship of this plant’s alkaloids with reflex nausea and drooling that always accompanies its symptomatic procession, bloody diarrhea (intestinal bleeding), cough and bronchial hypersecretion with blood (hemoptysis), severe headache and rapid evolution to weakness, with marked and rapid loss of vital forces, dehydration and shock. In the secular homeopathy practice, we find the option of using remedies in combination, and to ensure its effectiveness, we must follow the classical criteria, respecting the agreement of the general condition of the pathophysiological actions triggered by the isolated remedies and verified in animal or human experiments, in order to prevent antagonism and neutralization of the active ingredients of these remedies together, and thus ensure that the potentiation of its effects appear, as understanding of renowned authors such as Licà ­nio Cardoso, Helena Minin and Anna Kossak-Romanach, among others11. The key to find the correct medicine is to get as close as possible to the simillimum of the epidemic, in other words, what is the closest to the profile or individuation of the symptom picture of the epidemic, in its most frequent form and repeated manifestation, present in the greatest number of sick people at that period of time. We call this coincidence Similarity or Similitude Law, and that is the backbone of Homeopathy. The choice of potency or dynamisation comes after the determination of the most suitable medicine to control the epidemic and in this specific case of the EHF by gravity, magnitude and severity of the symptoms, is to be used in 15DH, as employed in the experimental work with animals and approved by ANVISA as explained above. INDICATION AND DOSAGE OF ANTI-EHF HOMEOPATHIC COMPLEX It should be clear that homeopathy is a complementary medicine to all actions already developed and used drugs, including antibiotics for bacterial complications, to stabilize the clinical condition of patients victimized by Ebola Hemorrhagic Fever (EHF). The indicated homeopathic remedies are prepared in combination, also known as Homeopathic Complex in a 30% alcohol solution, and 20ml bottles: PHOSPHORUS 15 DH + CROTALUS HORRIDUS 15 DH + IPECACUANHA 15 DH 1) doses for treatment of previously diagnosed and more severe cases: Administer 5 drops orally every 20 minutes until clinical stabilization of the patient, accompanying hemodynamic and laboratory parameters such as hematocrit, leukocytes and platelets, etc; 2) In the most stable cases: Keep 5 drops every 2 hours until clinical improvement, according to criteria such as general health, hydration, blood pressure, urinary flow, absence of bleeding and laboratory controls, such as leukocyte count and platelet count, hematocrit, etc; 3) Employment as a prophylactic: 5 drops administered orally twice daily (morning and evening), during the period of epidemic risk. Target audience: all susceptible population located in areas of occurrence of EHF. Renan Marino is Professor of FAMERP – Medicine School of Sà £o Josà © do Rio Preto, Master in Health Sciences and President of IHFL Homeopathic Institute Franà §ois Lamasson Ribeirà £o Preto, Sà £o Paulo, Brazil. BIBLIOGRAPHY 1) MARINO R, Jamal EM, Esteves Neto SH, Constantine A, Braguini VR. Emprego Profilà ¡tico da Homeopatia em uma Epidemia de Dengue. Pesquisa Homeopatica/ Homeopatia Esplorado 2003, 18 (2): 2-6. Work also presented at the 59  ° Panamerican Congress of Homeopathy Havana / Cuba, in 2003, from the experience at Cristo Rei neighborhood in Sà £o Josà © do Rio Preto; 2) MARINO R. Homeopathy and Health: The Case of Dengue Epidemics. Int J High Dilution Res [online]. 2008; 7 (25): 179-185. Available from: http://www.feg.unesp.br/~ojs/index.php/ijhdr/article/view/312/373; 3) NUNES LAS. Contribution of homeopathy to the control of an outbreak of dengue in Macaà ©, Rio de Janeiro. Int J High Dilution Res [online]. 2008; 7 (25): 186-192. Available from: http://www.feg.unesp.br/~ojs/index.php/ijhdr/article/view/315/374; 4) VIRIATO, E., OLIVEIRA, B., CARVALHO, J. C. Avaliaà §Ãƒ £o da toxicidade sub-crà ´nica do Medicamento Proden ®. Brazilian Homeopathic Journal v. 11, n. 1, p. 23 24, 2009; 5) BOGLIOLO, Luigi; BRASILEIRO FILHO, Geraldo. Patologia. 6 ed. Rio de Janeiro: Ed. Guanabara Koogan, 2000; 6) MIGOWSKI, E. Uso de Antità ©rmicos em Doenà §as Infecciosas Virais. Abbott booklet of Brazil, 2002; 7) Encyclopà ©die Mà ©dico-Chirurgicale: Vol II Homeopathie Ed Tecniques, Paris, 1960-1968,. 8) KOSSAK-ROMANACH, A. A Homeopatia em 1000 Conceitos. Sà £o Paulo. Ed. Elcid; 1984; 9) VIJINOVSKY, B. Tratado de Materia Medica Homeopatica, volum II, Buenos Aires.Ed. Albatros, 1981; 10) GUERMONPREZ, M. et al. Materia Medicale Homeopathique, 2nd ed, Doin Editeurs, 1985, France.; 11) POZETTI, G L. Complexos e Complexismos. Ribeirà £o Preto / SP: IHFL, 1993;

Differing Ideas of Herbert Hoover and Franklin Roosevelt on The Great Depression :: American History

The Great Depression: A look at Herbert Hoover and Franklin Roosevelt Hoover and Roosevelt had very different ideas on how the Depression should be handled. This was almost entirely a result of two integral differences in their lives. Hoover was a Republican, and had basically worked his way through life, while Roosevelt was not only a Democrat, he had basically been born with the proverbial silver spoon in his mouth. As one can easily see, in many ways these two are complete opposites. If one looks at both their upbringing and their political affiliation, it seems that Roosevelt's and Hoover's policies must have been different in a many ways. Hoover was brought up in a poor family, and worked almost his entire life. His father was a blacksmith and they lived in a small house. However, through hard work his father was able to move the family into a much bigger house soon after his birth. He learned early in his life the importance of self- reliance and hard work. In 1880 his father, Jesse, died and four years later his mother passed on. At age 11 he went west to Oregon to live with his Uncle. His uncle worked with him, and later became rich. Hoover had endured a great many hardships in his life, and knew what it was like to do without. With Hoover having and education and a past like his, one would think that he would know how to run the country like a business, so that it would stay afloat. But when confronted with the Depression, he repeatedly cut taxes. Hoover was basically a hard working Republican, and a self made man. He graduated as a mining engineer from Stanford. After capably serving as Secretary of Commerce under Presidents Harding and Coolidge, Hoover became the Republican Presidential nominee in 1928. He said then: "We in America today are nearer to the final triumph over poverty than ever before in the history of any land." His election seemed to ensure prosperity. Yet within months the stock market crashed, and the Nation spiraled downward into depression. Roosevelt, on the other hand, had been born into a very rich family. He grew up with education at Harvard and Columbia Law School, and had everything basically taken care of for him in his childhood by his mother. This gave him a sense of security, of being able to do anything he wanted, most simply because he didn't fail early on.

Analyzing Financial Statements

Analyzing Financial Statements Elizabeth Black HSM/260 October 16, 2011 Denise Lindley University of Phoenix Analyzing Financial Statements XYZ Corporation Years 2003/2004/2002 (Respectively Listed One Page after Another) 2003 Current Ratio| | | | | | | | | | | | | | | | | Current Ratio =| Current Assets| | $82,058. 00 | | | 0. 87| | | Current Liabilities| | $93,975. 00 | | | | | | | | | | | | | | | | | | | | | | Long-Term Solvency Ratio| | | | | | | | | | | | | | | | Long-Term Solvency Rate = | Total Assets| $359,863. 00 | | | 1. 39| | | | Total Liabilities| $259,979. 00 | | | | | | | | | | | | | | | | | | | | | Contribution Ratio| | | | | | | | | | | | | | | | | Contribution Ratio=| Largest Revenue Source| $632,889. 00 | | | 0. 51| | | Total Revenues| | $1,244,261. 00 | | | | | | | | | | | | | | | | | | | | | | Programs and Expense Ratio| | | | | | | | | | | | | | | | Programs/Expense Ratio= | Total Program Expenses| $865,692 | | 0. 66| | | | Total Expenses| | $1,316,681. 00| | | | | | | | | | | | | | | | | | | | | General and Management and Expense Ratio| | | | | | | | | | | | | | | | Total General and Management Expenses| $ 450,989| | 0. 4| | | Total Expenses| | | $1,316,681. 00 | | | | | | | | | | | | | | | | | | | | | Revenue and Expense Ratio| | | | | | | | | | | | | | | | Revenue/Expense ratio= | Total Revenues| | $1,244,261. 00 | | 0. 95| | | | Total Expenses| | $1,316,681. 00 | | | | | | | | | | | | Fund Raising/Expense Ratio| | | Total Fund-Raising Expenses| | | $79,888. 00| | . 06| (Note on this Page)Total Expenses $1,316,681. 00 (Please note), There is no category for fund raising expenses, so I took the figure in the â€Å"Other† column. 2004 Current Ratio| | | | | | | | | | | | | | | | Current Ratio =| Current Assets| | $302,902. 00 | | | 0. 90| | | Current Liabilities| | $337,033. 00 | | | | | | | | | | | | | | | | | | | | | | Long-Term Solvency Ratio| | | | | | | | | | | | | | | | Long-Term Solvency Rate = | Total Assets| $699,004. 00 | | | 2. 06| | | | Total Liabilities| $338,937. 00 | | | | | | | | | | | | | | | | | | | | | | Contribution Ratio| | | | | | | | | | | | | | | | | Contribution Ratio=| Largest Revenue Source| $1,078,837. 00 | | | 0. 51| | | Total Revenues| | $2,191,243. 00 | | | | | | | | | | | | | | | | | | | | | | Programs and Expense Ratio| | | | | | | | | | | | | | | | Programs/Expense Ratio= | Total Program Expenses| $1,410,312. 00 | | 0. 66| | | | Total Expenses| | $1,972,131. 00| | | | | | | | | | | | | | | | | | | | | General and Management and Expense Ratio| | | | | | | | | | | | | | | | Total General and Management Expenses| $ 561,818. 00| | . 29| | | Total Expenses| | | $1,972,131. 00| | | | | | | | | | | | | | | | | | | | | Revenue and Expense Ratio| | | | | | | | | | | | | | | | Revenue/Expense ratio= | Total Revenues| | $2,191,243. 00 | | 1. 11| | | | Total Expenses| | $1,972,131. 0 | | | | | | | | | | | | Fund Raising/Expense Ratio| | | Total Fund-Raising Expenses| | | $115,999. 00| | . 06| Total Expense $1,972,131. 00 2002 Current Ratio| | | | | | | | | | | | | | | | | Current Ratio =| Current Assets| | $104,296. 00 | | | 0. 75| | | Current Liabilities| | $139,017. 00 | | | | | | | | | | | | | | | | | | | | | | Long-Term Solvency Ratio| | | | | | | | | | | | | | | | Long-Term Sol vency Rate = | Total Assets| $391,270. 00 | | | 1. 26| | | | Total Liabilities| $310,246. 0 | | | | | | | | | | | | | | | | | | | | | | Contribution Ratio| | | | | | | | | | | | | | | | | Contribution Ratio=| Largest Revenue Source| $617,169. 00 | | | 0. 53| | | Total Revenues| | $1,165,065. 00 | | | | | | | | | | | | | | | | | | | | | | Programs and Expense Ratio| | | | | | | | | | | | | | | | Programs/Expense Ratio= | Total Program Expenses| $ 716,105. 20 | | 0. 6| | | | Total Expenses| | $1,185,008. 00 | | | | | | | | | | | | | | | | | | | | | General and Management and Expense Ratio| | | | | | | | | | | | | | | | Total General and Management Expenses| $ 468,903. 0 | | 0. 4| | | Total Expenses| | | $1,185,008. 00 | | | | | | | | | | | | | | | | | | | | | Revenue and Expense Ratio| | | | | | | | | | | | | | | | Revenue/Expense ratio= | Total Revenues| | $1,165,065. 00 | | 0. 98| | | | Total Expenses| | $1,185,008. 00 | | | | | | | | | | | | Fundraising /Expense Ratio| | | Total Fu ndraising Expense| | | $117,903. 00| | 0. 1| Total Expense $1,185,008. 00 Synopsis and Ratio Explanations It is very important for organizations to know how well they are doing financially when most efforts are being made to serve clients. It is easy to forget that pouring money into a problem will not fix it unless revenue flows continue or are increased and expenses are controlled. Some of the easiest computations can be made with information retrieved from balance sheets and income statements provided by accountants. Ratios such as the current ratio, long-term solvency ratio, contribution ratio, programs and expense ratio, general and management expense ratio, fund-raising and expense ratio, and revenue and expense ratio can provide a picture of where a company stands now compared to where it was in past years and what may need to be done in the future. The current ratio gives a picture of the liquidity of an agency; the amount of cash and other assets which can be easily accessed for use to pay expenses. The current ratio is expected to be over 1. 0; if it is less, the agency may have problems meeting its obligations. In this scenario, each year the ratio has shown that XYZ is getting closer to 1. 0; 2002 reflected . 75, while by 2004 it has increased to . 90. This means that while it still may make it difficult to pay obligations, the situation has gotten much better. The purpose of the long-term solvency ratio is to provide insight on how well an agency will be able to pay their annual expenses as they come due. The result of the ratio should be at least 1. 0, but the higher the number the better; if it is less than 1. 0, the viability or likelihood of existence is questionable. (Martin, 2001) In 2002, a figure of 1. 26 was acceptable, but in 2004 it has risen to 2. 06; this is a good figure and shows that the organization is improving in its financial planning and will more than likely remain viable. The contribution ratio is used to show to what extent an agency is dependent upon their main funding source. It is best for an organization to have their revenues spread through many sources rather than becoming dependent on only one or two which may or may not fund them in the future. If the figure calculated is above . 5, the agency is overly dependent on one source of revenue. XYZ Corporation needs to look for more sources of funding. Their contribution ratio is . 53 for 2002 and has remained stable in 2003 and 2004 at . 51. While their dependence has dropped a little bit, they are still working in the danger zone. The programs and expense ratio is based upon a standard set by the National Charities Information Bureau (NCIB). This agency provides the standards which show whether or not a program is making or not making the grade as far as how much of programs expenses are in comparison to overall expenses. It is expected that this ratio be a minimum of . 60. In 2002, XYZ Corporation produced a ratio of . 60; in 2003 and 2004, this number raised to . 66. The beginning figure is acceptable, but the rise in ratios for 2003 and 2004 is even better. The general and management xpense ratio identified how much money is spent on administration of the agency in comparison to the total expenses. If the calculated figure is greater than . 35, the organization should begin to cut the costs related to administration. XYZ Corporation has consistently brought their administrative costs down. Beginning in 2002 this organization had a . 40 ratio, which is unacceptable; then in 2004 a figure of . 29 which is wel l within acceptable range. The fund-raising expense ratio basically tells how much money is being spent related to the total expenses in order to raise revenues to be used by the agency. A ratio of over . 15 is a sign that more money is being spent than necessary to raise the funds needed by the agency; this means that less can be spent for essential services. In 2002, XYZ Corporation’s ratio was . 1, which is within acceptable limits; in 2003 and 2004, they reduce their amount still farther to . 60. While this rate is very good, it is important to be aware that cutting this ratio too close may actually limit the revenues of the agency; some money needs to be spent to identify and court some funding sources or those potential revenues may be lost. The revenue expense ratio is a very important figure in understanding where an organization stands. This ratio informs the reader whether the agency is making money, losing money, or breaking even. It gives a starting point for making decisions about whether a program should continue, if it should be re-evaluated, or if it should be discontinued. The financial management team should be held accountable to the figures they produce and be able to explain shortfalls or positive changes. The acceptable figure for this ratio is 1. 0 or greater. In 2002, this agency had a ratio of . 8, which is just below acceptable. Through hard work it appears that they have raised this number to 1. 11. This is a big change and shows that XYZ is working to make their organization more stable. Overall, based on these figures, this corporation is taking positive steps towards making their agency viable, effective, and efficient. All of their ratios reflect movement towards acceptable levels and if history predicts future behavior, they will continue to grow and be able to provide services for their clients without fear of insolvency. They do need to work on getting more grantors instead of having one major source of revenue, but even now they have increased to two major donors. This in itself is a major accomplishment. XYZ Corporation Fixed Costs, Variable Costs, and Break-even Point Comparison of Years 2002, 2003, and 2004 (respectively) 2002 Fixed Costs for 2002 in Expenses: Rent and Utilities| $150,000. 00 | Telephone| $24,000. 00 | Management and other| $351,000. 00 | Total Fixed Costs| $525,000. 00| Variable Costs for 2002 in Expenses: Other Expenses $117,903. 00 Payroll and benefits| $417,004. 00 | Supplies| $125,101. 20 | Total Variable Costs$660,008. 20 Rounded to $660,008. 00 Per Appendix D What is the BEP for the program since we see that they were in the red for the year? Total Fixed Costs = $525,000 Total Variable Costs = $660,008 Revenue per Customer = Total Revenue/Total Customers $1,165,065. 00/5962 = $ 195. 42 Variable Cost per Customer = $660,008/5962 = $110. 70 BEP = Total Fixed Costs/ (Revenue per Customer – Variable Costs per Customer) BEP = $525,000/($195. 42 – $110. 70) = $525,000/ $84. 72 = 6196. 88Rounded to 6197 2003 Fixed Costs Rent and Utilities $150,000 Telephone 24,000 Management and Other 371,101 $545,101 Variable Costs Payroll and Benefits $520,069 Supplies 171,623 (rounded up the $. 77) Other Expenses 79,888 $771,580 Break-Even Point Total Fixed Costs = $545,101 Total Variable Costs = $771,580 Revenue per Customer = Total Revenue/Total Customers $1,244,261. 00/6821 = $182. 42 Variable Cost per Customer = $771,580/6821 = $113. 12 BEP = Total Fixed Costs/ (Revenue per Customer – Variable Costs per Customer) BEP = $545,101/($182. 2-113. 12) = $545,101/ $69. 30 = 7866Rounded to 7,866 because there is no way to have a partial person and at 7865, we will not make break-even. 2004 Fixed Costs: Rent and Utilities $150,000 Telephone 24,000 Management and other 445,819 619,819 Variable Costs: Payroll and Benefits $915,787 (rounded down) Supplies 320,526 (rounded up) Other Expenses 115,999 $1,352,312 Total Fixed Costs = $619,819 Total Variable Costs = $1,352,312 Revenue per Customer = Total Revenue/Total Customers 2,191,243/11,822 = $185. 35 Variable Cost per Customer = $1,352,312/11822 = $114. 39 BEP = Total Fixed Costs/ (Revenue per Customer – Variable Costs per Customer) BEP = $619,819/($185. 35 – $114. 39) = $619,819/70. 96 = 8,735Rounded to 8,735 Budgeting There are three basic types of budgeting which apply to human service organizations; line item, performance, and program budgets. Deciding which method will be best for a given agency depends on what information they wish to retrieve and from perspective they wish to look at revenues and expenditures. By listing the advantages and disadvantages of each method, a inancial management professional or Executive Director may make the appropriate decision on which format to use. Line budgeting is the most utilized budgeting method because it simplifies how money is allocated and how well each program is controlling expenditures. (Martin, 2001) Because of its simplicity, employees, financial managers and laymen can readily identify key pieces of information. Financial control is the basic purpose for this type of budgeting. Line item budgets are easy to prepare, easy to justify and easy to understand. They provide specific information as to where money is allocated and for what purposes. There are two major disadvantages to line item budgeting; lack of relationship between the budget, objectives, and the outcome of the program. The second disadvantage is that there is no real way to estimate what the future holds; line item budgets are always based on historical data which may not properly reflect the current situation. The purpose of â€Å"performance budgeting is to relate agency expenses to programs by determining (a) a program output (or unit of service) performance measure, (b) the total program cost, and (c) the cost per output of service. (Martin, 2001) The advantages to this type of budget program are similar to program budgets; with the difference being the concentration of quantity over quality. Being able to know how much a particular output costs gives managers a real picture how much is being spent to provide client services. If adjustments need to be made, they can do so as the program advances or declines in services rendered. This method addresses no t only how a budget will be broken down for departments, but also the efficiency of what departments are meeting their budgetary goals while serving the most clients (based on how outcomes are represented). Fixed costs are added into the budget line items. A disadvantage of performance budgets are that while they do show how many clients are services and at what cost, they do not concern themselves with quality. If quality of service is not a concern then it shows people as numbers, rather than as important beings we are supposed to serve. The other major disadvantage is that calculations can be difficult and require more computer input than the basic line-item type budget. While many calculations can be done by hand, many also need more complex programs to provide appropriate data. Program budgets are concerned with an agency’s activities rather than its expenditures. The cost per outcome is the main concentration of the financial manager and gives information about the success or failure of the program. This is perhaps the best type of budgeting for agency’s that need to know whether they should continue, reorganize, or discontinue their program. The major advantages to this type of budgeting are that it is easier to evaluate programs since costs are tied to results, priorities may be changed quickly and with a minimal amount of work, and programs are broken down into smaller, more manageable budget units. This type of budget concentrates of effectiveness, not just efficiency. The disadvantage is that it is difficult to get all to agree what an acceptable outcome will be for budgetary purposes. The fact exists that if an outcome is only defined as a specific ending, major positive changes in a client’s case may be overlooked as not an outcome. Another disadvantage is that the analysis can be time consuming and difficult. To understand the data which is produced, most people would have to have an accounting background or someone who can explain the reports to them. Fund-Raising—Traditional versus Non-Traditional Organizations from everywhere are begging for funding to keep their programs going and expand services they can offer to their clients. Traditional sources such as government grants, private donor grants (individual or corporate), annual support mailings, and the United Way may offer some assistance, but the reality is that money is a limited commodity and all agencies need more of it. While each type of traditional funding may allow only certain types of programs or projects which target specific groups based on acceptance criteria, there are others that give general funding. The process to receive these funds may involve grant writing, volunteers to send out mailers, and liaisons with other agencies; paperwork and attention to detail are very important in attaining these types of funding. Non-traditional methods arise from much different styles and perspectives. While the â€Å"chunks† of money may be smaller, they do have benefits that more traditional methods offer. We all hate telemarketers, but how would we feel about children from our church calling about a pizza sale to benefit their summer program? The pizzas could be bought in bulk under a discount program that companies offer and then picked up at the church on a given day. Most would probably spend money to help people they know earn money for a good cause. A second non-traditional method of fund-raising is to community rummage sale. Most people have lots of good â€Å"stuff† that they think has value, but have little time or inclination to have a yard sale. By donating these goods to an organization to sell at a community rummage sale, individuals may be given a donation credit on their taxes, clean out their garages, and help the agency make much needed money. Funds that are raised in this manner are not paperwork intensive (in fact, other than writing up posters, there is none) and funds are not required to be spent on an identified program or project. Conclusion After reviewing the financial documents and ratios of XYZ Corporation, it is clear that they are making solid business decision in how their money is spent and how revenue is raised. Most calculations show that their situation has improved since the initial reports of 2002. If history is any indicator of what will follow in the future, they should be able to sustain their growth and perhaps even expand. They have increased the number of clients served while at the same time keeping their budget under control. The only area that really needs improvement is the revenue dependency aspect of their budget. Being too dependent on one funder can spell disaster for any organization. XYZ has made headway in this department by getting the majority of their funds from two agencies instead of just one, but it would serve them to continue to diversify their revenue sources. Hopefully, this corporation will continue to provide quality services to their clientele far into the future and continue to remain solvent. References Martin, L. (2001). Financial management for human service administrators. Needham Heights, MA: Allyn & Bacon. Analyzing Financial Statements Analyzing Financial Statements Elizabeth Black HSM/260 October 16, 2011 Denise Lindley University of Phoenix Analyzing Financial Statements XYZ Corporation Years 2003/2004/2002 (Respectively Listed One Page after Another) 2003 Current Ratio| | | | | | | | | | | | | | | | | Current Ratio =| Current Assets| | $82,058. 00 | | | 0. 87| | | Current Liabilities| | $93,975. 00 | | | | | | | | | | | | | | | | | | | | | | Long-Term Solvency Ratio| | | | | | | | | | | | | | | | Long-Term Solvency Rate = | Total Assets| $359,863. 00 | | | 1. 39| | | | Total Liabilities| $259,979. 00 | | | | | | | | | | | | | | | | | | | | | Contribution Ratio| | | | | | | | | | | | | | | | | Contribution Ratio=| Largest Revenue Source| $632,889. 00 | | | 0. 51| | | Total Revenues| | $1,244,261. 00 | | | | | | | | | | | | | | | | | | | | | | Programs and Expense Ratio| | | | | | | | | | | | | | | | Programs/Expense Ratio= | Total Program Expenses| $865,692 | | 0. 66| | | | Total Expenses| | $1,316,681. 00| | | | | | | | | | | | | | | | | | | | | General and Management and Expense Ratio| | | | | | | | | | | | | | | | Total General and Management Expenses| $ 450,989| | 0. 4| | | Total Expenses| | | $1,316,681. 00 | | | | | | | | | | | | | | | | | | | | | Revenue and Expense Ratio| | | | | | | | | | | | | | | | Revenue/Expense ratio= | Total Revenues| | $1,244,261. 00 | | 0. 95| | | | Total Expenses| | $1,316,681. 00 | | | | | | | | | | | | Fund Raising/Expense Ratio| | | Total Fund-Raising Expenses| | | $79,888. 00| | . 06| (Note on this Page)Total Expenses $1,316,681. 00 (Please note), There is no category for fund raising expenses, so I took the figure in the â€Å"Other† column. 2004 Current Ratio| | | | | | | | | | | | | | | | Current Ratio =| Current Assets| | $302,902. 00 | | | 0. 90| | | Current Liabilities| | $337,033. 00 | | | | | | | | | | | | | | | | | | | | | | Long-Term Solvency Ratio| | | | | | | | | | | | | | | | Long-Term Solvency Rate = | Total Assets| $699,004. 00 | | | 2. 06| | | | Total Liabilities| $338,937. 00 | | | | | | | | | | | | | | | | | | | | | | Contribution Ratio| | | | | | | | | | | | | | | | | Contribution Ratio=| Largest Revenue Source| $1,078,837. 00 | | | 0. 51| | | Total Revenues| | $2,191,243. 00 | | | | | | | | | | | | | | | | | | | | | | Programs and Expense Ratio| | | | | | | | | | | | | | | | Programs/Expense Ratio= | Total Program Expenses| $1,410,312. 00 | | 0. 66| | | | Total Expenses| | $1,972,131. 00| | | | | | | | | | | | | | | | | | | | | General and Management and Expense Ratio| | | | | | | | | | | | | | | | Total General and Management Expenses| $ 561,818. 00| | . 29| | | Total Expenses| | | $1,972,131. 00| | | | | | | | | | | | | | | | | | | | | Revenue and Expense Ratio| | | | | | | | | | | | | | | | Revenue/Expense ratio= | Total Revenues| | $2,191,243. 00 | | 1. 11| | | | Total Expenses| | $1,972,131. 0 | | | | | | | | | | | | Fund Raising/Expense Ratio| | | Total Fund-Raising Expenses| | | $115,999. 00| | . 06| Total Expense $1,972,131. 00 2002 Current Ratio| | | | | | | | | | | | | | | | | Current Ratio =| Current Assets| | $104,296. 00 | | | 0. 75| | | Current Liabilities| | $139,017. 00 | | | | | | | | | | | | | | | | | | | | | | Long-Term Solvency Ratio| | | | | | | | | | | | | | | | Long-Term Sol vency Rate = | Total Assets| $391,270. 00 | | | 1. 26| | | | Total Liabilities| $310,246. 0 | | | | | | | | | | | | | | | | | | | | | | Contribution Ratio| | | | | | | | | | | | | | | | | Contribution Ratio=| Largest Revenue Source| $617,169. 00 | | | 0. 53| | | Total Revenues| | $1,165,065. 00 | | | | | | | | | | | | | | | | | | | | | | Programs and Expense Ratio| | | | | | | | | | | | | | | | Programs/Expense Ratio= | Total Program Expenses| $ 716,105. 20 | | 0. 6| | | | Total Expenses| | $1,185,008. 00 | | | | | | | | | | | | | | | | | | | | | General and Management and Expense Ratio| | | | | | | | | | | | | | | | Total General and Management Expenses| $ 468,903. 0 | | 0. 4| | | Total Expenses| | | $1,185,008. 00 | | | | | | | | | | | | | | | | | | | | | Revenue and Expense Ratio| | | | | | | | | | | | | | | | Revenue/Expense ratio= | Total Revenues| | $1,165,065. 00 | | 0. 98| | | | Total Expenses| | $1,185,008. 00 | | | | | | | | | | | | Fundraising /Expense Ratio| | | Total Fu ndraising Expense| | | $117,903. 00| | 0. 1| Total Expense $1,185,008. 00 Synopsis and Ratio Explanations It is very important for organizations to know how well they are doing financially when most efforts are being made to serve clients. It is easy to forget that pouring money into a problem will not fix it unless revenue flows continue or are increased and expenses are controlled. Some of the easiest computations can be made with information retrieved from balance sheets and income statements provided by accountants. Ratios such as the current ratio, long-term solvency ratio, contribution ratio, programs and expense ratio, general and management expense ratio, fund-raising and expense ratio, and revenue and expense ratio can provide a picture of where a company stands now compared to where it was in past years and what may need to be done in the future. The current ratio gives a picture of the liquidity of an agency; the amount of cash and other assets which can be easily accessed for use to pay expenses. The current ratio is expected to be over 1. 0; if it is less, the agency may have problems meeting its obligations. In this scenario, each year the ratio has shown that XYZ is getting closer to 1. 0; 2002 reflected . 75, while by 2004 it has increased to . 90. This means that while it still may make it difficult to pay obligations, the situation has gotten much better. The purpose of the long-term solvency ratio is to provide insight on how well an agency will be able to pay their annual expenses as they come due. The result of the ratio should be at least 1. 0, but the higher the number the better; if it is less than 1. 0, the viability or likelihood of existence is questionable. (Martin, 2001) In 2002, a figure of 1. 26 was acceptable, but in 2004 it has risen to 2. 06; this is a good figure and shows that the organization is improving in its financial planning and will more than likely remain viable. The contribution ratio is used to show to what extent an agency is dependent upon their main funding source. It is best for an organization to have their revenues spread through many sources rather than becoming dependent on only one or two which may or may not fund them in the future. If the figure calculated is above . 5, the agency is overly dependent on one source of revenue. XYZ Corporation needs to look for more sources of funding. Their contribution ratio is . 53 for 2002 and has remained stable in 2003 and 2004 at . 51. While their dependence has dropped a little bit, they are still working in the danger zone. The programs and expense ratio is based upon a standard set by the National Charities Information Bureau (NCIB). This agency provides the standards which show whether or not a program is making or not making the grade as far as how much of programs expenses are in comparison to overall expenses. It is expected that this ratio be a minimum of . 60. In 2002, XYZ Corporation produced a ratio of . 60; in 2003 and 2004, this number raised to . 66. The beginning figure is acceptable, but the rise in ratios for 2003 and 2004 is even better. The general and management xpense ratio identified how much money is spent on administration of the agency in comparison to the total expenses. If the calculated figure is greater than . 35, the organization should begin to cut the costs related to administration. XYZ Corporation has consistently brought their administrative costs down. Beginning in 2002 this organization had a . 40 ratio, which is unacceptable; then in 2004 a figure of . 29 which is wel l within acceptable range. The fund-raising expense ratio basically tells how much money is being spent related to the total expenses in order to raise revenues to be used by the agency. A ratio of over . 15 is a sign that more money is being spent than necessary to raise the funds needed by the agency; this means that less can be spent for essential services. In 2002, XYZ Corporation’s ratio was . 1, which is within acceptable limits; in 2003 and 2004, they reduce their amount still farther to . 60. While this rate is very good, it is important to be aware that cutting this ratio too close may actually limit the revenues of the agency; some money needs to be spent to identify and court some funding sources or those potential revenues may be lost. The revenue expense ratio is a very important figure in understanding where an organization stands. This ratio informs the reader whether the agency is making money, losing money, or breaking even. It gives a starting point for making decisions about whether a program should continue, if it should be re-evaluated, or if it should be discontinued. The financial management team should be held accountable to the figures they produce and be able to explain shortfalls or positive changes. The acceptable figure for this ratio is 1. 0 or greater. In 2002, this agency had a ratio of . 8, which is just below acceptable. Through hard work it appears that they have raised this number to 1. 11. This is a big change and shows that XYZ is working to make their organization more stable. Overall, based on these figures, this corporation is taking positive steps towards making their agency viable, effective, and efficient. All of their ratios reflect movement towards acceptable levels and if history predicts future behavior, they will continue to grow and be able to provide services for their clients without fear of insolvency. They do need to work on getting more grantors instead of having one major source of revenue, but even now they have increased to two major donors. This in itself is a major accomplishment. XYZ Corporation Fixed Costs, Variable Costs, and Break-even Point Comparison of Years 2002, 2003, and 2004 (respectively) 2002 Fixed Costs for 2002 in Expenses: Rent and Utilities| $150,000. 00 | Telephone| $24,000. 00 | Management and other| $351,000. 00 | Total Fixed Costs| $525,000. 00| Variable Costs for 2002 in Expenses: Other Expenses $117,903. 00 Payroll and benefits| $417,004. 00 | Supplies| $125,101. 20 | Total Variable Costs$660,008. 20 Rounded to $660,008. 00 Per Appendix D What is the BEP for the program since we see that they were in the red for the year? Total Fixed Costs = $525,000 Total Variable Costs = $660,008 Revenue per Customer = Total Revenue/Total Customers $1,165,065. 00/5962 = $ 195. 42 Variable Cost per Customer = $660,008/5962 = $110. 70 BEP = Total Fixed Costs/ (Revenue per Customer – Variable Costs per Customer) BEP = $525,000/($195. 42 – $110. 70) = $525,000/ $84. 72 = 6196. 88Rounded to 6197 2003 Fixed Costs Rent and Utilities $150,000 Telephone 24,000 Management and Other 371,101 $545,101 Variable Costs Payroll and Benefits $520,069 Supplies 171,623 (rounded up the $. 77) Other Expenses 79,888 $771,580 Break-Even Point Total Fixed Costs = $545,101 Total Variable Costs = $771,580 Revenue per Customer = Total Revenue/Total Customers $1,244,261. 00/6821 = $182. 42 Variable Cost per Customer = $771,580/6821 = $113. 12 BEP = Total Fixed Costs/ (Revenue per Customer – Variable Costs per Customer) BEP = $545,101/($182. 2-113. 12) = $545,101/ $69. 30 = 7866Rounded to 7,866 because there is no way to have a partial person and at 7865, we will not make break-even. 2004 Fixed Costs: Rent and Utilities $150,000 Telephone 24,000 Management and other 445,819 619,819 Variable Costs: Payroll and Benefits $915,787 (rounded down) Supplies 320,526 (rounded up) Other Expenses 115,999 $1,352,312 Total Fixed Costs = $619,819 Total Variable Costs = $1,352,312 Revenue per Customer = Total Revenue/Total Customers 2,191,243/11,822 = $185. 35 Variable Cost per Customer = $1,352,312/11822 = $114. 39 BEP = Total Fixed Costs/ (Revenue per Customer – Variable Costs per Customer) BEP = $619,819/($185. 35 – $114. 39) = $619,819/70. 96 = 8,735Rounded to 8,735 Budgeting There are three basic types of budgeting which apply to human service organizations; line item, performance, and program budgets. Deciding which method will be best for a given agency depends on what information they wish to retrieve and from perspective they wish to look at revenues and expenditures. By listing the advantages and disadvantages of each method, a inancial management professional or Executive Director may make the appropriate decision on which format to use. Line budgeting is the most utilized budgeting method because it simplifies how money is allocated and how well each program is controlling expenditures. (Martin, 2001) Because of its simplicity, employees, financial managers and laymen can readily identify key pieces of information. Financial control is the basic purpose for this type of budgeting. Line item budgets are easy to prepare, easy to justify and easy to understand. They provide specific information as to where money is allocated and for what purposes. There are two major disadvantages to line item budgeting; lack of relationship between the budget, objectives, and the outcome of the program. The second disadvantage is that there is no real way to estimate what the future holds; line item budgets are always based on historical data which may not properly reflect the current situation. The purpose of â€Å"performance budgeting is to relate agency expenses to programs by determining (a) a program output (or unit of service) performance measure, (b) the total program cost, and (c) the cost per output of service. (Martin, 2001) The advantages to this type of budget program are similar to program budgets; with the difference being the concentration of quantity over quality. Being able to know how much a particular output costs gives managers a real picture how much is being spent to provide client services. If adjustments need to be made, they can do so as the program advances or declines in services rendered. This method addresses no t only how a budget will be broken down for departments, but also the efficiency of what departments are meeting their budgetary goals while serving the most clients (based on how outcomes are represented). Fixed costs are added into the budget line items. A disadvantage of performance budgets are that while they do show how many clients are services and at what cost, they do not concern themselves with quality. If quality of service is not a concern then it shows people as numbers, rather than as important beings we are supposed to serve. The other major disadvantage is that calculations can be difficult and require more computer input than the basic line-item type budget. While many calculations can be done by hand, many also need more complex programs to provide appropriate data. Program budgets are concerned with an agency’s activities rather than its expenditures. The cost per outcome is the main concentration of the financial manager and gives information about the success or failure of the program. This is perhaps the best type of budgeting for agency’s that need to know whether they should continue, reorganize, or discontinue their program. The major advantages to this type of budgeting are that it is easier to evaluate programs since costs are tied to results, priorities may be changed quickly and with a minimal amount of work, and programs are broken down into smaller, more manageable budget units. This type of budget concentrates of effectiveness, not just efficiency. The disadvantage is that it is difficult to get all to agree what an acceptable outcome will be for budgetary purposes. The fact exists that if an outcome is only defined as a specific ending, major positive changes in a client’s case may be overlooked as not an outcome. Another disadvantage is that the analysis can be time consuming and difficult. To understand the data which is produced, most people would have to have an accounting background or someone who can explain the reports to them. Fund-Raising—Traditional versus Non-Traditional Organizations from everywhere are begging for funding to keep their programs going and expand services they can offer to their clients. Traditional sources such as government grants, private donor grants (individual or corporate), annual support mailings, and the United Way may offer some assistance, but the reality is that money is a limited commodity and all agencies need more of it. While each type of traditional funding may allow only certain types of programs or projects which target specific groups based on acceptance criteria, there are others that give general funding. The process to receive these funds may involve grant writing, volunteers to send out mailers, and liaisons with other agencies; paperwork and attention to detail are very important in attaining these types of funding. Non-traditional methods arise from much different styles and perspectives. While the â€Å"chunks† of money may be smaller, they do have benefits that more traditional methods offer. We all hate telemarketers, but how would we feel about children from our church calling about a pizza sale to benefit their summer program? The pizzas could be bought in bulk under a discount program that companies offer and then picked up at the church on a given day. Most would probably spend money to help people they know earn money for a good cause. A second non-traditional method of fund-raising is to community rummage sale. Most people have lots of good â€Å"stuff† that they think has value, but have little time or inclination to have a yard sale. By donating these goods to an organization to sell at a community rummage sale, individuals may be given a donation credit on their taxes, clean out their garages, and help the agency make much needed money. Funds that are raised in this manner are not paperwork intensive (in fact, other than writing up posters, there is none) and funds are not required to be spent on an identified program or project. Conclusion After reviewing the financial documents and ratios of XYZ Corporation, it is clear that they are making solid business decision in how their money is spent and how revenue is raised. Most calculations show that their situation has improved since the initial reports of 2002. If history is any indicator of what will follow in the future, they should be able to sustain their growth and perhaps even expand. They have increased the number of clients served while at the same time keeping their budget under control. The only area that really needs improvement is the revenue dependency aspect of their budget. Being too dependent on one funder can spell disaster for any organization. XYZ has made headway in this department by getting the majority of their funds from two agencies instead of just one, but it would serve them to continue to diversify their revenue sources. Hopefully, this corporation will continue to provide quality services to their clientele far into the future and continue to remain solvent. References Martin, L. (2001). Financial management for human service administrators. Needham Heights, MA: Allyn & Bacon.

How to Do a Webinar The Effective Way [Free Planner]

How to Do a Webinar The Effective Way [Free Planner] There are so many amazing ways of connecting content with your audience: video shows, podcasts, epic list posts, free resources, and yes, webinars. But when your workload is already full (and whose isn’t?), how do you add another marketing channel into the mix? In this post, I’m going to show you how to do a webinar the smart way when you already have heaps of work on your plate. But before you invest more time reading this, answer two questions (especially if you lead a marketing team): â€Å"Will webinars really increase sales and should my team invest in them?† I can’t answer that for you. But I can present a few stats to help you decide if they’re a worthy investment. How To Do A Webinar The Effective Way (Free Planner)Webinar Statistics Highlights According to a 2016 study  that analyzed 12,780 webinars: Webinars attract  an average of 233 attendees. Webinar viewers watch an average of 50 minutes. Watchtime has increased by 31.5 percent since 2010. â€Å"Question and answer† time is the most popular- and expected- form of interactivity. Of global attendees, 20 percent downloaded content, 7 percent submitted questions, and 31 percent responded to polls. Those numbers are a virtual all-you-can-eat buffet for marketers†¦ Naturally, we want in. Whether this is your first, or fiftieth, webinar, you’ll find value in the path-of-smartest  resistance we’re about to travel. Here’s what’s ahead. You’re going to: Learn how to host a webinar like a seasoned pro. Choose the best webinar software and tools for you. Learn how to record a webinar and promote the replay. Obliterate the technical barriers with step-by-step instructions + visuals. Get our free Webinar Planner  + Webinar Talking-Points Template + Email Follow-Up Template so you can work our proven process for hosting efficient, effective, and engaging webinars. Grab your free planner and templates so you can follow along. We’ll be using them throughout the post. Now, let’s crank out a crazy-good webinar, shall we? Use The MVP Approach To Knockout Your Next Webinar Our approach is dead simple; and we’ve written about it before. It’s called the â€Å"minimum viable project† (MVP) approach. It’s a play on the famed â€Å"minimum viable product† of The Lean Startup  fame. An MVP’s goal is to get you through a loop of â€Å"idea → ship → analyze† as quickly as possible. Our own Nathan Ellering  says it like this: â€Å"The idea behind a minimum viable project is to eliminate risk by helping you: Create and publish quickly, Measure your success, Learn to improve.† Our aim is to make your webinar an MVP. It’s to find the baseline that will produce the largest return from the  smallest amount of effort. Sounds nice, right? To do this, you’re going to do one of two things: Repurpose a piece of high-performing content  you already have; Or, repurpose a piece of content you’re going to create. For our purposes, we’re going to repurpose an existing piece of content. But if you’re going to opt for path number two and create something fresh, check out this post so you know exactly what your audience is dying to know  from you (it’s called your â€Å"content core†). Now, if you don’t know your top-performing pieces of content, you should start there. To snoop out your winners, you can of course use Google Analytics. One of my favorite ways, though, is using the analytics dashboard right inside of .   It’s a quick way to run a report of what content has performed the best on social media. To generate this report, start by logging into your calendar. Then, click on the â€Å"Analytics† icon on the left sidebar: From here you can run one of three reports. In this case, we’ll run the â€Å"Top Content† report: After our digital elves crunch your numbers, it will generate a report like the one below. In this case, you can see that our post, â€Å"How to Write Emotional Headlines That Get More Shares† has resonated well: Now, after 15 seconds of clicking, I have an incredible candidate for an MVP webinar topic. My audience is interested in this content. And even better, they believe their  audiences are interested too. I know this because they shared it with them. To further corroborate this, I can check out this post’s 30-day traffic in Google Analytics: Now, with just a few more seconds, I see that this post got 2,084 page views in the last 30 days and 1,126 unique visits- not bad for a post that’s over 6 months old. After 30 seconds of clicking around, I’m sold! (I know, easy sell right?) However, I’m really confident this topic will play well because not only do I have the traffic data on my site- but I see the social side as well. As you narrow down your webinar topic, I urge taking social stats into account alongside traffic to your article or blog post. Recommended Reading: The Best 30-Minute Content Marketing Brainstorming Process How To Do A Webinar: Our 4-Stage Approach Once you’ve landed on a subject, the rest is a matter of process. So we’re going to walk through the 4-stage approach we use for webinars at . We’ll cover each in detail, below. The stages are: Adaptation:  Adapt your top-performing content into a webinar. Promotion:  Get the word out so you have as many registrants as possible. Delivery:  It’s showtime- smile big, use the right tools, and have fun! Nurture:  Follow up, thank your new friends, give them gifts, and use their feedback to optimize for next time. Notice that this is exactly how your free MVP Webinar Planner  is organized. So make sure you download it and follow along! Stage 1: Adaptation There are five steps to adapting your content for a webinar: Decide what content you will repurpose as your MVP. Choose a webinar format. Adapt your content into a script. Create beautiful visuals. Craft a giveaway resource as an incentive to stick around, come back for more, and put your ideas to work. We can already cross step one off the list! We’re going to host a webinar on writing emotional headlines that people want to share. Boom. Step One: âÅ"… Format Now, we need to decide which format will work best for this webinar. Chances are you’ve attended a webinar or twelve and already have an idea. Search Engine Journal  has a nice roundup of webinar formats and explanations: Presentation:  This is one of the most common formats where a presenter shares a PowerPoint presentation and gives a rehearsed speech. It’s easy to create, but is also less engaging. Interview:  You can interview an expert either together on-screen, over the phone, or with a screen share. This format is engaging, but make sure you’re familiar with the guest in case they go off-script. QA:  This is similar to an interview, except the questions are coming from the audience, which will boost engagement. You can have guests submit questions beforehand so there’s enough content to fill the allotted time scheduled for the webinar. Panel:  Just like a live a panel, this is where you have several speakers discuss a certain topic. Panels are great for offering different perspectives and opinions from experts. Just make sure the panel members get along. Product demo:  If you have a product or service, this is a great format to increase leads and reach customers who are interested in making a purchase since you’re showcasing your product. In our case, a presentation or interview makes the most sense. Also, we can add QA breaks throughout and at the end. So, I could either interview the original author, our CEO Garrett Moon, or have him present. Alternatively, I can adapt his content into a presentation of my own. To keep things (and schedules) simple, I’ll take the risk of being a bore and prep a webinar where I present the content myself. To keep things engaging, I will also have opportunities for QA with my attendees. Otherwise... Step Two: âÅ"… Script Next, it’s time to adapt the actual content into my script, or talking points. The key here is to pull the main points and simply bullet-point them. You’re not creating a manuscript to read from. You’re creating an outline to talk from. In this case, it’s also worth revisiting the social media stats for insight into what people loved most about it. This post got CRAZY love on Pinterest- which is of course all about pics. As I read through the post to begin writing my script, I see some beautifully designed + highly informative images. Especially this one, with 180+ power words for writing emotional headlines (which you should share/download and start using in your work immediately!): I know that this needs to be a centerpiece to my presentation and will certainly become a part of my slide deck (more on that in the next step). Here’s where the â€Å"MVP Webinar Talking Points Template† comes in: This template is setup to map your existing content straight into a presentation webinar format. When you open it up, you’ll notice introductory content, and then five sections for each slide. We like to layout our content color coded like this: [Purple] = slide title [Black] = talking points [Blue] = links to copy/paste into webinar chat window [Green] = reminder to pause for questions (this can be every few slides) [Red] = transition statement so you can move seamlessly from one slide to the next From here, simply open up the template and use its structure to map your content into talking points, links to pertinent resources you want to mention, and transition statements. A great way to adapt your post into a script is to think about structure. For instance, the post I’m adapting  in this example breaks down into this structure: Hook:  After analyzing 5,556,914 headlines, we found the secret to writing headlines that spread like wildfire. The common denominator of the top-performing headlines was surprising. But numbers never lie: it’s all about a nerdy metric called the Emotional Marketing Value (EMV) score. â€Å"What’s in it for me?† statement:  The findings of our research allows you to predict the success of your headline before you ever hit publish. After implementing our findings, you can have complete confidence your headlines will get attention amidst the flurry of content online. You can be sure of this because we built a free tool called the Headline Analyzer  that scores your headlines and helps you improve them via empirical data. Thesis:  The key to effective headlines is in their emotional resonance- a metric called the Emotional Marketing Value (EMV) score. Body: Our findings:  We know this is true because we crunched the numbers and learned that posts with higher EMV get more shares every time. Why we trust our findings: We calculate a headline’s EMV based on accepted research dating back to the ‘60s and ‘70s- research corroborated across multiple languages. How the measurement works: There are three layers of emotional resonance: intellectual, empathetic, and spiritual. How to write better headlines: To start, use our free tool that will break your headlines down and show you exactly where to improve them. How sentiment impacts performance: You’ll notice positive headlines consistently outperform negative ones. Examples (before/after): Seven examples of poor headlines, how to rewrite them for optimal performance, and why. A process for writing emotional headlines: Write 25 headlines Calculate the EMV for each Cull the poor performers Amp up the emotion Publish, test your work, and evaluate to optimize Conclusion: An overview of what we covered. A succinct explanation of how it will help you. A clear call-to-action so the audience understands their next step. From this outline I can add bullet-points below each item to explain it. Those become my talking points and, as you’ll see in the next step, each point becomes a slide. Easy as pie because the hard work has already been done. ^That’s why this qualifies as an MVP project :) Your content will then drive the slide deck you design. And when you move through the process this way, your slide deck will be much easier because you’ll know exactly how many slides you need and what’s going to be on them. Recommended Reading: How to Repurpose Content And Make the Most of Your Marketing Step Three: âÅ"… Design Slide Deck Next, we like to actually sit down with Ashton, our designer, and walk through the outline with her. This is also a frictionless process because she’s the one who designed the post graphics. Now, we simply need to cover the content that needs to be on each slide and the presentation’s flow. If you don’t have the benefit of a professional designer, though, no problem! It’ll take a bit longer, but you can still use excellent tools like services like Slidesmash  or Canva  for free Powerpoint, Keynote, or Google Slides  templates, or Graphic River  for paid templates. If you’re doing this yourself, make sure to work through a guide like Canva’s â€Å"Presentation Design 101.† This article is an excellent primer on things like how much info to include per slide, how to choose great fonts, color palette choices, and more. This article walks through ten principles with an example slide presentation to illustrate each. Another helpful article is â€Å"The Know It All Guide To Color Psychology In Marketing.† This post walks you through the nuts-and-bolts of which colors go well together and why it matters. Step Four: âÅ"… Create A Free Giveaway Finally, it’s time to create a free giveaway for your webinar viewers. You can get pretty wild here- however, remember the reason behind this step. Your giveaway simply needs to help your viewers put what you taught them into action. Obviously, the format of your giveaway resource is largely dependent upon your content. In my example post, I would create a 3-part giveaway bundle like this. First, I’d include the â€Å"180+ Power Words For Writing Emotional Headlines† graphic I embedded above. It’s incredibly actionable and  easy to reference. So it will add value to anyone who wants to write shareable headlines. Second, I’d create a headline writing template in either Excel  or Google Sheets. The most helpful way to do this would be to take the five steps to writing emotional headlines (listed in the talking-points outline above) and give the viewers a place to work through each. It could look something like this: It covers the five steps working from left-to-right. This way, it gives the user an option of either using our tool (notice the link at the top of the sheet) or of working the process manually. Either way, it eliminates any additional prep work on their part. This allows them to simply fill in the blanks following a proven formula for success. When you create resources, the sure-fire way to make sure they’re helpful is to ask this question: â€Å"How can I help my audience implement the advice I’ve given?† Your giveaway resources should answer that question. Notice also that this example resource also serves a business purpose for . It offers them a simpler way to accomplish the task- using our tool- without forcing them to use it. They can get the same results using this resource, but it helps them see how much legwork our tool saves them. Now that my giveaway resources are finished, I can drop them into a file and then compress them into a .zip file. To do this, I simply right click on the desktop file and choose â€Å"Compress† (Mac) or â€Å"Send to Compressed† (Windows): Voila. I now have a solid 2-piece giveaway resource for my webinar viewers. And because it’s compressed, it’s ready to be emailed out or easily downloaded via a link. Step Five:   Ã¢Å"… Stage 2: Promotion Now that we’ve adapted existing content into a webinar format, it’s time to make sure we get people to register! Your strategy on this is highly dependent upon three factors: What size audience do you currently have? What segment of your current (or prospective) audience do you want to register? What budget can you allocate toward advertising your webinar? To get eyeballs on the screen, this stage has three steps: Create a landing page. Setup the webinar in your chosen software. Write and schedule your promotional emails (or messages). For our example, we’ll look at promoting to an existing audience. However, here’s a quick note on whether or not to invest in advertising your webinar. To decide if spending money on advertising, you obviously need to forecast what kind of return to expect- also called â€Å"Return on Ad Spend† (ROAS). ROAS is straightforward. To calculate it, simply divide the gross revenue your ad campaign generated by what it cost. So, if your campaign generated $5,000 in gross revenue and you invested $1,000 in ad spend, your ROAS = $5. [] This could also be expressed as 500 percent or a 5:1 ratio. You can also calculate this as revenue minus spend divided by spend. (e.g. $5,000-$1,000 = $4,000 → $4,000/$1,000 = $4 or 4:1.) Of course, if this is your first webinar, you don’t have the benefit of past metrics! As a guideline, when we test advertising on a new channel at , we set a budget of about $20 per day. Then we measure impressions, CTR, and ROAS before investing more heavily. Create A Landing Page Creating landing pages has become something of an art. But their core function is simply to act as a clear signpost and vehicle for conversions. For an in-depth strategy behind creating landing pages, check out this article  we published. For our purposes in this post, we’re going to cover how to set one up using a service like Unbounce  (though there are plenty others to choose from, including Leadpages  or Launchrock). The first thing to understand is that a landing page must include three basic elements: Headline Body Call-to-action Create an Unbounce account, then sign in. Once you’re in, it’s time to click on â€Å"Create New Page† to launch your first landing page: Next, you can opt to design a landing page from scratch- or easier- work from a template. In this case, Unbounce has magical templates designed specifically for webinar promotion. Choose â€Å"Webinar† in the templates column: Next, you’ll find a few pre-designed templates. Click on the one you like (I just went with the first one) from the selection. Then, enter the name of your landing page on the right-hand column of the interface. Then click â€Å"Start With This Template.† Now we’re into the fun stage- designing your page and writing your copy! Unbounce uses a standard WYSIWYG  interface that’s pretty straightforward. You can go as wild as you want here†¦Ã‚  But the bones are adding your headline, your body copy, and creating your CTA. Your flow will depend on your copywriting style. Maybe like you’re like the folks at Copyhackers  and believe you should start with the button  and write backwards from there†¦ Or dive headlong into writing an appetizing headline  like the Copyblogger  team suggests. Whatever your cup-o-tea, knock out your landing page content, then move onto the geeky integrations stuff so your CTA button has a place to send form info. Next, you can integrate your email service with Unbounce. Here are the directions for integrating with four major providers: Campaign Monitor Mailchimp Infusionsoft Constant Contact Now, everyone who opts-in via your landing page can be neatly organized into an email list ready to receive more info about the upcoming show! (If you can also go further in your analytical snooping with a Google Analytics integration  if you want more insight into your visitors.) Step One: âÅ"… Webinar Setup At this stage, we have our webinar content ready to roll. We have a sweet slide deck and a killer landing page hooked into our email service. Now it’s time to setup the webinar itself so you can officially begin promotion. However, this is where people often get hung up. Why? Because there are so many webinar platforms to choose from! In this example, I’ll be using Zoom, the platform we at use. Though there are plenty of solid choices like Livestorm  that you can test run for free. The big deal here is to stick to your basic needs and then jump into the tool. When you’re hosting a webinar, the main technical considerations you need to make are: How many viewers do I need to make room for? Will I be sharing my screen + a webcam feed of myself/presenters? Do I want the ability to record and replay the webinar? Will my viewers want the opportunity to chat, ask questions, and follow links? There are a bunch of other details to think through, but these are the main questions you need to answer so you adequately prep for showtime! Let’s walk through setting up a webinar in Zoom. To start, make sure to grab yourself an account by clicking on the â€Å"Sign up† button in the upper-right. Once you’re in, click â€Å"My Webinars† in the column at left, then the â€Å"Schedule a Webinar† tab at the top of the dashboard. From here, enter the deets like the webinar title, description, date/time, duration, timezone, whether you require viewers to register, and your video settings (these control whether or not viewers can see you and/or your co-hosts). When you scroll down, you’ll see more settings. Select your preferred audio and whether or not your viewers need a password to view (we like to let ‘em view as easily as possible). Also, notice you can choose to have the webinar start recording automatically- this is a really good idea so you don’t accidentally forget to record it. If it’s your first go ‘round, you’ll be surprised at how easy this is to do because you’re focused on so many different things at once. So make it easy on yourself and tick this radio button. And now, polish it off by choosing â€Å"Schedule.† Once scheduled, you’ll see your webinar’s rap sheet. This dashboard displays the info you input as well as your webinar ID (which you’ll want to keep handy for sharing and organization). Additionally, if you plan to reuse these settings, go ahead and select â€Å"Save this Webinar as a Template† for efficiency’s sake. Step Two: âÅ"… Sending Promotional Messages Next, there are two more essential tabs: â€Å"Invite Attendees† and â€Å"Email Settings.† And these bring us into the next step†¦ Sending those promo messages! The important item in the invitation tab is the â€Å"Registration URL.† You’ll want to grab this to share with your email list, on your website, and on your social channels. (And remember, if you selected the setting that requires individuals to register, they’ll need to visit this link to gain access.) The next tab to note is â€Å"Email Settings.† Here you can set reminder emails for everyone who registers. (Or, if you’ve added them to a segmented list via your email tool- like we do- make sure to schedule them now!) This is a great idea because it takes one more detail off your plate- and an important detail at that. So choose your settings using the â€Å"Edit† text to the right of each option. Once your webinar is set up and scheduled, it’s time to roll out the digital red carpet and promote it. Because your webinar may be outside of the norm for your content, I recommend approaching it as its own marketing project. If you’re a r, here’s how to painlessly setup and automate the entire thing! Recommended Reading: The Complete 16-Step Marketing Project Management Process (If you’re not a user, snag a free 14-day trial  to promote the heck out of your webinar and get as many eyeballs on the screen as possible 👀) Now, the promotional channels we use aren’t surprising: Landing page, Website, Email, Social media, Ads, And webinar partners. Landing page: We covered how to set up your landing page- now it’s time to make sure your registration link or email opt-in is correct. This is important because you’ll be sending all of your traffic here to convert traffic into an audience with your stellar CTA! Website: This is one of those, â€Å"Duh†¦ Of course we’ll post about it on our site†¦Ã¢â‚¬  line items. However, in the flurry of promotion, it can be easy to forget about this one until the last minute instead of posting ahead of time. Email: Get the word out through your email list- and get even more effective by listening to our conversation on getting bigger email marketing results  with Kim Courvoisier  from Campaign Monitor. Social media: As with all social media marketing, if you marry solid strategy  with awesome content, you can expect results. Our two favorite tools to make sure we get this right every time are: The free social message optimizer, which optimizes your messages for engagement and traffic. And the best time scheduling  feature, which uses a data-based algorithm to share pre-written social messages at peak-traffic times customized for every network. Ads: If you anticipate your webinar will drive business (which if you’re investing the time, I hope you do!)- test some ads on Google Adwords  or Facebook. Or whichever channel you get the most traction on. If you’re torn on where to allocate budget, here’s a nice breakdown of the difference between Adwords and Facebook ads. Webinar partners: Finally, if you’re co-hosting a webinar with an industry influencer, make sure to give them all relevant details so they can promote it on their channels as well. Also, if you play your cards right, you can use guest blogging  as a promo strategy. Alright, now that you’ve promoted your webinar like a pro, it’s time to execute. Recommended Reading: How to Promote Your Blog With 107 Content Promotion Tactics Step Three: âÅ"… Stage 3: Delivery As with any skill, practice makes perfect. To deliver the best webinar you can, it’s important to rehearse and prepare. To help you prepare well, this stage has five steps: Perform a dry run with your chosen webinar software. Account for show details. Show up early to say hello + press record. Invite questions and prioritize answering them. Log all feedback or unique questions for future use. There are a million articles  and tips  to become a great presenter  out there†¦ However, my favorite thing to do when I want to sharpen my presentation skills (which is always) is to watch phenomenal presenters and learn by example. For example, here’s one of my favorite Seth Godin  talks: Dry Run Once you’re sufficiently inspired, it’s time to login and test out your webinar tool. We’ll continue with Zoom. I suggest creating a test webinar using the steps outlined above. This way you have a pressure-free opportunity to test all of the buttons, features, and potential kinks. When your webinar window launches, you’ll see an interface like this (except with your face instead of mine): Here’s a quick rundown of the controls: Record toggle: This is the button you can select to start, pause, or stop your webinar recording. Mute mic:  This icon will mute your selected audio input- meaning viewers can see you, but they can’t hear you. Video stream control:  If you stop sharing video, a profile picture will be displayed and your audience can still hear you. Essentially, this is like â€Å"muting† video for an audio-only stream. Participant count:  This is the total number of viewers and panelists. (This number includes hosts and co-hosts.) QA box:  The question and answer function allows viewers to ask questions privately, outside of public chat. You then have the option to answer the question â€Å"on air† or privately via â€Å"text.† After the webinar is finished, you can download a log of these questions- which can be super helpful for analyzing how things went! Share screen:  This feature allows you to share your screen rather than your webcam. Remember, this means your audience sees exactly what you see. So ensure any private information like passwords or proprietary information isn’t open. Webinar chat:  This is the public chat available to everyone on the webinar. Additional options:  You will find additional options by clicking on the â€Å"More† icon. These include streaming live on Facebook or YouTube, and sending individual invitations to the webinar-in-progress. Once you’re comfortable with the interface, hit record and run through your presentation. This will allow you to practice your talking points, switch from being on-camera to narrating your slide deck, and then ending the webinar with style. (If you’re really hard core, record your run through and watch it back to make improvements or notes of sticky spots.) Step One: âÅ"… Account For Show Details Now that you’re comfortable in the tool, spend a few minutes double-checking the details. These may include: Recruiting help for chat and QA moderation during the webinar. Setting up your gear in a quiet and well-lit room. Exhibit A: li Have your earbuds or headphones handy to avoid an echo on the webinar audio. Mute your phone and onscreen computer notifications to avoid interruptions. Have your mic ready and plugged in. (You can use the built-in mic or upgrade to something a little nicer like a Samson C01U  like we use at .) If you decide to opt for an external mic, simply select the â€Å"Caret† icon next to â€Å"Mute† and choose your preference beneath the â€Å"Select a Microphone† title. Congrats- you’re ready to webinar with the best of them! PS: Don’t forget hair and makeup 🠤 ¡ Are you ready to webinar with the best of 'em? Get started here:Step Two: âÅ"… Show Up Early + Press Record Our rule of thumb is to log on 15 to 20 minutes early- especially when we’re co-hosting with multiple panelists. This gives us all the ability to ask final questions and ensure everyone’s equipment is working. Then, we take the webinar live about 5 minutes early for some banter with the early comers! This is where you can ask classic webinar questions like: â€Å"Where’s everyone from?† â€Å"How’s the weather where you’re at?† â€Å"What are you hoping to learn today?† â€Å"Can everyone see/hear us okay?† â€Å"What is the meaning of life?† ^ You know, to keep it light. This helps you warm up and connect with your audience while also giving you a final technical check to make sure all systems are go. Just don’t forget to press â€Å"Record† when you officially kick off the webinar. Now, it’ll be (mostly) smooth sailing to the end! Step Three: âÅ"… Invite Questions And Prioritize Answering Them When you’re live in a webinar, you naturally want to watch the clock and make sure you’re getting through your content quickly enough. However, as noted in the talking points template, make sure to give your viewers every chance to ask questions as you can. It’s tempting to plow through your content- especially if you’re running behind. However, webinars give you a unique opportunity to connect directly with your audience. So take it. If people are asking you relevant questions, answer them! (The QA pauses are color coded in green.) Our webinars are untraditional because we’ll even jump out of the deck to answer questions- especially when they're about our product. Never be afraid to rock an impromptu product demo when it makes sense and directly answers your viewers’ questions! Sometimes off-script moments are the best! A framework we use to present content is to always begin with the content our audience most wants to talk about →  then move to the intersection between our desires and theirs →  and finish with what we want to talk about. This way, if you’re going to do a product demo (whether planned or impromptu), it can act as the bridge. This way, you can show how to apply your advice using your product. So your talking points move from left to right over the course of the webinar. This way, you don’t end with a product demo- which often sends drop-off rates through the roof! Pro Tip: If you’re simply overwhelmed with questions and out of time, share your Twitter handle or email address and direct further questions there. In the case of Twitter, you can also have questioners use a unique hashtag (e.g. â€Å"#[webinarname]?†) so everyone interested can search for and find the questions. Step Four: âÅ"… Log Feedback Finally, webinars are a great way to gather feedback for specific content. You can use viewers’ questions and comments for this. And you can also use the â€Å"Poll† feature. This is also a nice way to encourage interactivity midway through your presentation. To use it, click on the â€Å"Poll† icon at the bottom of your presentation window. This will launch a dialog box that allows you to add questions on-the-fly, or select from a pre-made poll. Once you click on â€Å"Add Questions,† a poll-creation page will load in your browser. You can name your poll, write questions, select single or multiple-choice formats, and craft answers for your audience to select from. Once you’re finished, choose â€Å"Save.† Your poll will now be available in your webinar window. And when you’re ready to use it, simply click â€Å"Launch Poll† to collect the data. Anytime you have the chance to gain real-time feedback from your audience, take it. The more insight you have on your audience’s problems, thought processes, and buying motives, the better you can help them- and in turn, position your product or service. Step Five: âÅ"… Way to go! You just knocked out your first (or fiftieth) webinar! Now, do a little dance to celebrate before wrapping up this MVP ðŸ’Æ'🠏 ½Ã°Å¸â€¢ ºÃ°Å¸  ¾ Stage 4: Nurture The final stage of your MVP webinar is short and sweet. It’s all about three things: Following up with a recap email + THANK YOU! Publishing + promoting your webinar replay. Leveraging fresh ideas into new content, projects, and features.