minihir blog

As the name says, the Forex trading platform is a place where you can sell and buy the forex. This can also be called the forex-trading station. All forex trading financial companies, banks, traders and brokers will provide their own trading hub. These currency trading or forex trading hubs use sophisticated software’s, which have, can perform various kinds of analysis such as technical and fundamental analysis. They also generate data, which is both numeric, and well as statistical base such as graphs, pies, regression data etc.
In most cases the trading stations or the platforms have real time streaming ticker line. This ticker line is being constantly updated and gives the buy / sell currency rate of major currencies in pairs. Forex dealers or traders also maintain fixed spreads on major currencies across the world, which are constant irrespective of the changing financial markets. Most of the trading stations will provide the following
Real time streaming of the major currencies in pairs.
Pricing which is competitive
Fixed spreads in 3-5 pips
Certainty of price for the currencies in buy and sell position
Another factor in the forex trade is that the more creditworthiness an institution or a forex trader is, the better access they have to market information and competitive pricing. This is then reflected also in the trading sessions that the subscribers and the investors utilize. They would have better access to interbank prices and therefore the cost of the execution for the trade in currencies would be better. The currency trade software’s provide the following in most cases
Real time streaming currency pair rates. One can click the suitable boxes provided to confirm the sale or the purchase of the desired currencies.
They allow the linkage to currency margin account, which means that you can have more purchasing power with less of investment.
Immediate confirmation of the sale / purchase of the currencies. Of course the cost would be debited to your account. This is done almost simultaneously and in real time.
These currency trade software will also show you the real time profit / losses that you have made in the currency transactions.
Investors must make sure that when they subscribe to these currency trade software’s, they read the terms and conditions as many trades may be subject to regulations and the agreement that may be drawn between the client and the websites / currency trade companies.
There are options provided whereby one can also limit or stop the open orders. These can also be cancelled or modified at a later stage in these forex trades. Reports on all forex and currency transactions can also be generated. These reports can be in the form of monthly / weekly reports. One can print these records or download them for later. There are many combinations and permutations, which are possible. Depending upon forex trading packages that each forex trader or financial company may provide, the forex trading stations may differ in features provided.

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Abstract: People buy for their reasons, not yours. This article covers the key elements that prospects want to hear you talk about.
Always, but especially during lean times, effective sales professionals know the importance of communicating value. Budgets - if they ever were discretionary - are tighter. Business customers are being asked to do more with less. Decisions are increasingly less on WHERE to spend the money and more on WHY we need to spend the money.
Value is the customer’s perception of your worth, excellence, usefulness, or importance with respect to them or their business. Value addresses the customer’s question, “What can this person or company do for me?”
Even spending time on the phone with you must return something of value to the customer. You must initially and continually earn the right to have the customer invest their time and money with you.
Position value by explicitly answering these questions throughout the sales cycle:
- How much? (What can the customer expect to gain by doing business with you in terms of increased sales, lower costs, etc.?)
- How soon? (When will the customer be able to receive the value? This is a critical question in today’s economy.)
- How sure? (Where is the proof that the customer will in fact attain the value stated? References and examples are critical.)
How would YOU answer these questions for each of your prospects or customers? If you don’t have the answers, expect resistance. If you do have answers and your solution is directly linked to your customer’s articulated needs, you will be successful even in these difficult times.
Successful reps tell their customers what the value to them is - customers shouldn’t have to work to figure it out themselves. If you don’t explicitly quantify the value your customer can expect to receive, and your competition may be doing this work for your customer, who is going to win the business?

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When I ask people to describe characteristics of successful people, they often identify characteristics that they associate with others but not themselves. This never ceases to amaze me.
In a recent Red Ladder survey, respondents indicated that the top two drivers for success were 1) having a strategic vision (87.5%) and 2) having written goals (50.0%). Further, 62.5% indicated that their definition of success was “work that is both challenging and rewarding.” Interestingly, no one indicated that their definition of success was “being financially secure.”
We all have the capacity to be successful. The question is, how successful do you want to be? Here are some key characteristics exhibited by successful people. Most successful people:
1. Have clearly identified their core values/ mission/ vision. These comprise the compass by which key life decisions are made. If a mariner didn’t have a compass, how successful do you think she would be navigating the world’s oceans? You need a compass too.
2. Create a personal definition of success. This is not what society defines as success. Your personal definition of success becomes your map and it goes hand-in-hand with your core vales/ mission/ vision. If you don’t define success, how will you know when you achieve it?
3. Have clearly defined, written goals. According to a Yale Study, 3% of the graduating class of 1953 identified goals and 20 years later, those who had written down their goals appeared happier and more content. Further, the same 3% that had written down their goals had achieved more wealth than the remaining 97% of their classmates put together! Need I say more?
4. Develop competency in negotiation. During interviews with successful women in business, negotiation was cited as the most critical factor in getting what was wanted both personally and professionally. Successful people understand that negotiation is not only about getting what you want, but getting what you deserve. If you can’t or won’t negotiate the results and outcomes you want for yourself, then who will?
5. Embrace risk-taking. People who are comfortable taking risks typically experience increased autonomy, heightened self-esteem, a more positive attitude toward life and an increased sense of personal power. Most successful people I speak to, see and seize opportunity. They recognize that taking risks typically involves personal growth. Those with an aversion to risk often link risk with failure. What is failure? Simply a judgment about events. So, instead, view risk as a learning opportunity. Remember, no risk, no reward!
6. Engage in continuous learning. One successful man I spoke to indicated that, “continuous learning is key if you want to get ahead in life.” Does that mean formal education? It might, but for most, it simply means staying current in their field or maintaining expertise in an area of passion. And if your field of expertise also happens to be your area of passion, then you are really onto something!
7. Think big. Successful people aren’t afraid to think big. During a recent seminar, I asked participants to write down one goal they would like to accomplish and to think big. One woman shared with the group that she was a professional speaker and that her goal was to replace Oprah Winfrey when she retires in 2008. I followed up with her recently and discovered that she is currently in discussions with a local broadcast company is being considered for an afternoon TV program. That’s the power of thinking big.
Woody Allen once said “eighty percent of success is showing up.” To inflate your success, it’s the other twenty percent that is most critical, that is, hard work combined with the desire to succeed. If you do nothing else, carve out time to craft a strategic vision for yourself, write down your goals and remember, think big!

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Simon Property Group agreed to modify its gift-card fee in New York that was misleading and costly for consumers. Gift card users faced a $2.50 “administration” fee per month for unused gift cards beginning on May 18th.
Simon agreed to only charge the fee if the card hadn’t been used in one year. They did extend the expiration date of the cards out from 1 year to 18 months. And they made the customer service hotline a free call instead of 50c per call.
If you aren’t in New York, be mindful of your gift cards you may have received from Simon Property Group. They are still good cards and the stores are great, its just they can’t expect consumers to leave the cards in a drawer for 3 years.
The Simon card includes full disclosure of all fees. They are also putting an adhesive label to the front of the card that clearly spells out any charges. That way if a consumer gives a gift card, they will also be aware of the terms.
Check out their actual terms:
http://www.simon.com/giftcard/terms_and_conditions.aspx

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A budding company or one facing major financial crisis can find solution to all its financial hurdles with Venture Capital. Unlike banks, Venture Capital firms are an important source of long-term growth capital.
Venture capital firms and individuals are interested in many of the same factors that influence bankers in their analysis of loan applications from smaller companies. Though banks look at the immediate future of a small company, they are most heavily influenced by its past. Venture capitalists look at the long-term future of the company. Banks are creditors while venture firms are owners. They hold stock in the company, adding their invested capital to its equity base. Therefore, they examine existing or planned products or services and the potential markets for them with extreme care. They invest only in firms they believe can rapidly increase sales and generate substantial profits. Venture capitalists look more closely at the features of the product and the size of the market than do commercial banks.
Venture capitalists invest in long-term capital and not for interest income. They look for three to five times their investment in five or seven years. The job of the venture capitalists is to find venture projects with this appreciation potential to make up for investments that aren’t successful.
It’s difficult to forecast the productivity of an early stage company. Hence, these venture capitalists set rigorous policies for venture proposal size, maturity of the seeking company, requirements and evaluation procedures to reduce risks, since their investments are unprotected in the event of failure.
Most venture capital firms’ investment interest is limited to projects proposed by companies with a sound operating history. Profits made by those companies aren’t given much precedence before an investment decision is made. Companies that can expand into a new product line or a new market with additional funds are particularly interesting. The venture capitalists provide funds to enable such companies to grow in a spurt rather than gradually as they would on retained earnings. There’re a large number of and#8220;start upand#8221; companies that get financial help from venture firms. Venture capitalists see that capital investment analyses and capital source studies are planned 5 years ahead. The investment analyses should compare rates of return for product, market, or process investment, while the source alternatives should compare the cost and availability of debt and equity and the expected level of retained earnings, which together will support the selected investments. These analyses and source studies should be prepared quarterly so you may anticipate the financial consequences of changes in the company’s strategy.
But a structured financial planning doesn’t guarantee that you’ll be able to get capital from a venture firm. Not making them, will virtually assure that you won’t receive favorable consideration from venture capitalists.

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It occurred to me the other day, that so many people today liken their businesses to the way they eat - fast. Think about it. All over the web we are inundated with… make $1000’s of dollars a day, make $10,000 a month, make a million by the end of the year. Everyone is looking for the magic formula or the magic bullet to get rich quick…fast. They want their business to succeed in the time it takes to get their hamburger or chicken sandwich. No wait, no delay of gratification. I want it now, and I want it without having to work at it. I want to sit back and rake in the dollars, my way.
Those of us who have been on the web for the past six years, realize that just like the businesses we ran off the web, a web business takes time to grow. It is not fast food, but instead like an five course dinner. We start with the drink, the business idea, then go to the appetizer, the business name, mission statement and business plan, then the first course, formalized plan, the second course, the strategies to market our business, the main course, the everyday running of the business, and then comes the dessert, the moneys, we so richly deserve.
We know that it takes time to digest, and we have to go through several courses to get to the dessert. The dessert does not come first. One course builds upon the other, till you get to the end, however, this also allows us to savor our success. Going through the courses also allows us to take a good long look at things, so if we need to add a piece or entree (make small or big adjustments), we can do so immediately.
If you want to run a successful business on or off the web, remember your business is not fast food, but rather a nice long leisurely meal. Take the time to digest it, and savor it over several courses, and your just desserts will be realized in the end, but the dessert does not come first.
Copyright 2001, DeFiore Enterprises.

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In today’s fast-paced business world, CEO’s are trying to keep up with change and adapt to the global marketplace, constantly searching the horizon for an edge over the competition.
One thing they overlook is very close to home. In fact it is just down the hall from them.
It’s their very own employees.
By learning how to unlock the hidden potential of your employees and executives you can create multiple leverage points for your business that your competition cannot duplicate because it’s unique to you. Your employee mix is yours and yours alone. You owe it to your company to get the best from your employee’s; their minds, their strengths and their keen abilities.
Imagine if all employees utilized all their strengths and could know and understand the roadblocks that hold them back? Playing at the “top of their game” they would make better decisions for the company, help reduce expenses and contribute to higher profits.
So much can be achieved by simply knowing a person’s strengths. It can help build confidence in their ability to make and carry out decisions. It’s as critical to know the areas in which they need help. Create an atmosphere where people are not afraid to ask for help or guidance.
Employees become more willing to ask for help before a situation becomes critical if they accept, that like others, they are not perfect and nobody really “knows it all”. This fear of asking for help holds people back and stunts the growth of companies. When nothing holds a person back, he/she can surge forward with the power and confidence of someone on a mission.
So the question to ask is, “How do we structure a program for our people to discover their true strengths and their roadblocks to achievement?”
The answer is a little known science called Axiology, the study of values and judgments. The Value Profile is the tool of Axiology that unlocks a person’s hidden value. It reveals how you can make better decisions based on how you think and what you value.
Here is a scenario to give you an idea on how Axiology and the Value Profile help CEO’s obtain greater leverage from an employee’s strength.
The CEO, lets call him Richard, has to make a tough decision. He needs to expand his company in order to keep ahead of the competition. Richard decides to put someone in charge of a Special Projects team to determine where the company’s best opportunities for the future are.
Using the Value Profile, Richard can accurately measure and compare possible candidates for the position. There are 120 different critical areas with pinpoint and objective information that can be obtained from each individual.
The first section of the report determines a person’s skill in Deciding What Needs to Be Done. This report measures a candidate’s ability to decide what issues are relevant and what issues require attention. The findings would provide insight on the candidate’s ability to rely on analytical as well as “gut” instincts, both critical allies to executives making important decisions.
The profile also provides laser accuracy into how well a candidate “sees the big picture” and how the pieces of the picture fit together to make a whole.
Added insights include measuring ability to use practical thinking and the ability to project a goal into the future and develop a plan to attain it.
In the second section of the report, Developing a Strategy, Richard gains insights on the candidate’s ability to plan and manage the project. This is the only tool that provides you with specifics of how each candidate can plan for consequences of actions and decisions, and how he reacts to crises. As a CEO, it’s more important than ever for you to know which candidate best knows how to quickly identify the source of a problem and the factors relating to the problem.
You can know which candidate has the best combination of skills to manage the project and move your company forward if you know who has the ability to come up with alternative solutions for problems and who can control the flow of events.
But it doesn’t stop there. You can take an even closer look at your selection of candidates. In the third section of the report you take out your magnifying glass and see the management abilities of the candidates.
Utilizing this section of the report, Richard can benchmark each candidate’s ability to identify problems and critical issues. You know how well they can determine what needs to be done and whether or not they know how to do it in the most effective manner.
Another component of the report tells you if they can determine and understand what is needed to carry out your objectives, whether they are clear about potential problems and the abilities of their people to resolve those situations.
The last part of this section provides Richard with a clear picture of which candidates are best equipped to create an efficient process or manage a system that others can follow.
These are a few of the many insights Axiology and the Value Profile can provide Richard and other CEO’s who want to fulfill the vision they have for the future of their company.
There’s more to come; this is the first part of a three part article series. In the second article Richard, our CEO, will discover how he can assess the candidates’ organizational abilities, inner drive to succeed, and how much of a self-starter each candidate is.
(c) 2004, Team Results Inc. and Axelrod and Associates, All rights in all media reserved. Reprint rights granted so long as the article and the by-lines are reprinted intact.

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Ready to start playing with your money? Not interested in complicated businesses or boring bank C.D.’s? Here are some methods that aren’t quite a business because you can do them once, or just when you feel like it. Start small and the risk is small.
Loan Sharking
Years ago a friend got a good job when I loaned him $300 to buy the necessary tools. I charged a $6 per week loan fee (don’t call it interest) until he paid in full. That’s more than 100% annual interest, and yes, we’re still friends. Check the laws in your area if you try this, and take collateral. I don’t loanshark any longer, but in my early twenties I loaned as much as $2,000 at a time ($100/month loan fee), and only once was stiffed on a small loan.
Investing In Other’s Expertise
John showed me several car magazines before I understood why an old fiberglass car was a good deal at $2,300. What’s a Corvette? He convinced me to put up the money, and after a new transmission for $900, he sold the 1976 Corvette for $4,300, netting us $1,000. I took half the profit ($500) for putting up the money for the two weeks.
I’ve done this many times with friends who know cars but don’t have cash. Incidentally, if I had paid a $50 cash advance fee and 18% interest to raise the money with a credit card, my profit would still have been over $400, and John did all the work. I love playing with money. Do you have any friends who know about boats?
Buying Estates
My wife and I met a couple who buy out estates, sell some of it at flea markets, then run the rest through auctions. They’ve made a living at this for years. After negotiating to buy a whole house full of stuff, thay load up their trailer. If they don’t want to do the flea market thing, they auction everything on Sunday afternoon for a nice profit.
If you’re a good judge of value and have an auction nearby, you could also do this with rummage sales. Offer $100 for everything, then auction it off piece-by-piece. An auction near us lets anyone in, with no fee to enter - just a 25% commission on anything sold.
Playing With The Casino’s Money
When I worked the roulette wheel at a casino I saw many people foolishly writing down the numbers that came up. Their theories were mostly nonsense. Casinos welcome these players and even hand them the pen and paper.
One man, however, was actually scientific about it. He found a bias in the wheel, after “charting” it for more than 5,000 spins. A number pays 35 to 1, but one of the numbers, due to manufacturing imperfections or whatever, was appearing 1 in 27 spins, instead of the average 1 in 38 spins.
He bet $10 a spin, and he profited $80 for every 27 spins of the wheel in the long run, or about $100 per hour. Since the ups and downs are dramatic, this is not for the faint-hearted. Even though he made tens of thousands, I saw him lose as much as $700 in a night. Remember too that not all wheels have biases (the casino eventually replaced that wheel). Have you ever tried “card counting” in blackjack?…

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Michelangelo once said that his statue of David was embedded in the block of marble and he merely chipped away the edges to reveal it. Is your product idea inside your mind just waiting to come alive? Or, is your product already formed and you need only to smooth out the edges?
Using my Market-Step process your idea will come to life as we progress in the following steps from idea to launch:

Self-Evaluation
Concept Evaluation
Prototype Evaluation
Product and Market Planning
Product Development and Marketing Tactics
Product Launch, Marketing and Selling

Please use this roadmap as a navigational tool to guide and monitor your progress. (See www.Product-Coach.com > Articles for a graphical flowchart.)
Getting Started
* Protect Your Idea (Chapter 4)
When you have an idea, you need to protect it. The first line of defense is to set the date of conception. Start by documenting your idea in an inventor’s notebook, but don’t file a patent until you evaluate its marketability.
Market Research and Evaluation
* Self-Evaluation (Chapter 9)
Start the Market-Step process by evaluating your product idea’s marketability. Your product idea is marketable if and when it solves a problem, meets a need or want, overcomes competition, and generates a profit.
* Concept Evaluation (Chapter 11)
The second step of the Market-Step process is to determine if people like the concept of your product idea. To test your invention, you’ll need to uncover which people or companies are your future customers. After identifying potential customers, ask them to evaluate how well your product idea solves a problem, or meets a need or want.
* Prototype Evaluation (Chapter 12)
The third is detailed evaluation by giving people a prototype to examine. A prototype is a working model that looks, feels, and functions similarly to the finished product. I’ll lead you through the process of creating a prototype that resembles what your customer wants. Then, I’ll show you how to get detailed feedback by interviewing potential customers.
* Funding Your Idea (Appendix F)
Do you need to raise money to develop and market your product? Initially, you’ll need money for expenses such as market research, equipment, and prototype development. Raising money is a normal part of doing business when you start, grow, and expand.
* Patent Review (Chapter 13)
You performed a preliminary patent search earlier. Now it’s worth your time and money to perform a detailed patent search and possibly file for a patent.
* Self-Market or License (Chapter 14)
What do you do with your new product? Your choices are to either self-market or license it. In some cases you can do both or sell the rights. Self-marketing means turning your idea into a marketable product that you intend to sell directly to an end-user, and/or through a distributor or retailer. Under a licensing agreement, a business will produce and sell your product in exchange for royalties.
Path A: Self-Market Development
If you’ve decided to self-market, follow the remaining steps on Path A. If you’ve decided to license your idea, see the next section for Path B.
* Product and Market Plan (Chapter 15)
Plan your work and then work your plan. The fourth step of the Market-Step process involves planning product design and marketing programs. Product design results from combining your innovation with needs and wants you’ve discovered through research. Market planning involves positioning, pricing, and communications.
* Product and Market Development (Chapter 16)
In the fifth step you’ll develop your product in stages (i.e., alpha, beta, commercial release). You’ll use the beta product to obtain feedback to confirm functionality and eliminate bugs before final production.
* Product Launch, Market and Sell (Chapter 17)
In the sixth step you’re ready to move into production and launch your product. This is the most exciting part of your project. You’ve given birth to your idea and are bringing it out into the world. And as you would with a child, you’ll need to nurture and grow your product, with marketing and sales strategies and tactics.
Path B: Licensing
You’ve determined that licensing is for you. Follow the steps in Path B to license your product idea.
* Licensing Proposal (Chapter 5)
Before approaching a company or product agent, organize your marketing research into a proposal. Some companies have their own forms to fill out; others ask to submit in your own format.
If you feel comfortable presenting and negotiating, seek companies on your own to license your product. Otherwise, find product agents who will seek companies and negotiate on your behalf.
If the company likes what you have, you’ll then negotiate a licensing agreement, then carry out the obligations, and collect royalties.
Going Forward
Now that you have an overview of the steps, my book Product Idea to Product Success, takes you through the details of the Market-Step process, one step at a time.
* This article can be freely published as long as it is not edited, author information is present, and copyright notice is posted.
Copyright 2004 Matthew Yubas. All rights reserved.

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Many people are frustrated by their current full-time jobs, but hesitate to take that first step toward independence out of fear.
When you’re used to a steady paycheck from a regular job, and have family and other financial obligations, stepping out of your comfort zone just seems too risky - no matter how miserable you are with your current situation. Your employer, however, could be your ticket to a successful freelance business. When I started my freelance copywriting practice 10 years ago, I negotiated a contract with my employer - a large advertising agency - for 50 percent of my time for the first year. This gave me the springboard I needed to go out and find other clients, while covering enough of my monthly expenses to take the fear out of starting my own business.
You’re probably wondering… “Why on earth would my employer agree to sign a contract for half my time?” There are a number of reasons, and they can result in a “win-win” situation for both of you.
If you’re on good terms with your employer, chances are they don’t want to lose you. It’s tough to find new staff these days. It takes time to train them and wait until they’re familiar enough with the agency’s style and processes to finally become productive.
Even if they decide to replace you, it can take months to gather resumes, interview candidates and hire the right person. During that time you can be performing job functions from your home office, perhaps even training your replacement, and providing your employer with an easier transition to the new employee and minimizing business disruption.
If you are not on good terms with your employer or boss, or if they’re thinking of eliminating your position, or if the company is downsizing, merging, or being bought out, you can help them avoid the unpleasantness (and cost) of firing you. You are actually doing them a favor by restructuring this in the form of a contract for services that can be “stretched out” for a period of time.
Frankly, if an employer has to choose between letting you go and paying severance and benefits, versus signing a contract for a period of time and getting tangible work and services in return, which do you think they’d prefer? The funds for your contract may even be allocated from a different budget category, making it more affordable for them.
There’s one more reason your employer may opt for a contract: your knowledge. You are already familiar with your company, its clients and services. You’re able to provide the services they need and you understand what has to be done.
It can be a win-win situation. Many creative people have used this logic in approaching their bosses to negotiate their first contract and go out on their own.
If you are really interested in starting your own business as a freelancer or independent consultant, or even thinking of changing directions with your work life, your current job can provide the security you need in your first year to get started on your dream.

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