|
Published 6th Feb 2009 Posted by admin |
|
Copyright 2008 IPS – Inter Press Service / Global Information Network BEIRUT, Lebanon, Feb 6 2008 The year 2008 has been grim for most Lebanese businesses: Struggles of the nation, with a permanent protest movement, security problems, a brief war in a Palestinian refugee camp and sporadic bombings have brought the nation of knees. More recently, a bomb tore through the bustling Chevrolet area on the outskirts of Beirut on January 25, killing Captain Wissam Eid of the Internal Security Forces. As the political situation tips further in the direction of widespread insecurity, however, Lebanese companies across the country are clinging to the motto “the show must go on.” Expansion seems to be the word on the street in Beirut, no matter what the uncertain future may hold. ABC, a major department store and mall with seven outlets, two flagship stores and a workforce of over 1000 is now a renewal of its main branches in Dbayeh. “In March, also launched a new section on the expansion of a plant of 8000 square meters dedicated to children, called Kidsville. Also included are 500 square feet of games, a set of accessories for children and a cafeteria, La Mie Doree, “said Robert Fadel, CEO of ABC. A second large store in the Ashrafieh district of Beirut is adding an extension of a park that fills an area of 800 square meters. The group of Johnny R. Saade is also jumping on the trolley expansion. Its travel and tourism arm, Wild Discovery, will be the creation of shop in Kaslik in northeast Lebanon in a few months. “We decided to move forward with the opening of new branches in Lebanon despite the prevailing situation, following the simple strategy is to invest and position oneself in times of relative crisis to prepare for the inevitable economic and political recovery that can be foreseen, “said Sandro Saade, one of the owners of the company. “This opening is also justified by a strategic objective to cover the area north of Beirut, where there is a demand for high quality travel services.” The company has a real estate arm of $ 30 million residential project in expanding 18,000 square feet in an elegant suburb of Beirut. In addition, the group is developing a winery in the Bekaa Valley near the villages of Kefraya and Tell-Denoub, covering a strip of 50 acres of land. The project is estimated at $ 25 million and employ 50 people, excluding seasonal workers. “The Lebanese company also integrate two other complementary projects, namely, a wine museum and a boutique hotel, or” h “tel de charme” with 30 to 35 rooms, said Karim Saade, another company owner. This is not just big names that are taking a leap of faith in the Lebanese waters murky. Nehme Lebbar, founder of Iloubnan, a news portal for Lebanon, left his home country in 1991 and worked as a consultant for 12 years in France before returning. “I wanted to go back since I left. IIoubnan started in March 2005 with the help of my wife, a French journalist,” said Lebbar. “It is a web magazine well with a side of electronic commerce.” The young entrepreneur has poured all his savings into this company, based on a bank loan, too. The recent success of the company has allowed an increase in operations, with four journalists employed full time and a network of 20 independent journalists worldwide. A shared vision of Lebanon seems to cement together the diverse business figures. “Lebanon is our homeland and we believe in our country,” said Fadel. Moreover, Lebbar is aware of the risks they might incur, but is nevertheless determined to promote change in their country of origin. Although most companies are investing in Lebanon, many have also considered the adoption of its business abroad. ABC will be opening in Jordan in March. “The company will provide the Jordanian market the spirit of Lebanon, and aims to become a leading fashion and shopping destination,” said Fadel. Similarly, the Saade brothers are based on an international network of travel agencies for their operations, and launching a new winery in neighboring Syria. The group is trying to counteract the negative business environment, emphasizing the quality of their services. Discovery of a wild and is investing in a sales training program provided to improve their knowledge of computer and technical skills. For most entrepreneurs, the essential rationale linking their projects is supporting Lebanon as a brand in the region. Lebbar believes that this can not be done without the help of young Lebanese. “They need to travel, study abroad, graduate and experience foreign countries,” he said, “then re-invest in Lebanon.” |
|
Published 6th Feb 2009 Posted by admin |
|
In the current dynamic business environment that is growing or go … business that is! If you’re part of that quota and have made the decision to exit a business, but are unable to transition their business or sell a house as an intact entity, total or partial liquidation of the assets may be an appropriate strategy output. The liquidation of assets can provide cash assistance and the rapid diversification of the equity. However, before the end of your lease, sell a key piece of equipment, or disconnect the utilities, make sure you have a well thought out plan. Getting out of business successfully requires careful planning from start to finish. If you’re looking for in the liquidation of assets as part of its exit strategy, consider incorporating the following recommendations in its plan to increase your chances of success. 1. Talk to your lawyer and accountant. Understanding and incorporating these steps into your exit plan will not only help you recover as much money as possible can also help you gain the freedom to pursue new initiatives. It is important to note that the recommendations discussed above are intended to serve as an overview to assist with the asset liquidation process. It is not a substitute for specific advice that only your attorney and / or accountant can provide. Also, depending on the situation and the need for divestitures of companies, the cooperation of creditors may require consideration. Cover your bases and meet with experts before the liquidation of assets that may be in question. Starting the process of preparing an updated inventory of the assets of your business. Includes photographs, serial numbers and a brief description of the condition of each item, if possible. A thorough inventory will save considerable time and expense as you navigate the sales process and can be very valuable if you are asked to provide documentation for creditors or the Internal Revenue Service. Finally, do not overlook your intangible assets. For example, your lease is assignable? Åre business licenses, permits, patents or trademarks that have on demand? Can be transferred? Is there a market for its customer list, contract rights or accounts? You may need to check with your lawyer or accountant to determine what information and agreements are transferable, but once cleared these assets can also provide a substantial return. |
|
Published 6th Feb 2009 Posted by admin |
|
Exit is a business process. The time needed to complete the process is directly related to the complexity of the business and the circumstances underlying the decision to leave. Planning how to exit your business is just as important as how we started. The output process, the schedule of events and associated tasks must be tailored to the nature and complexity of the business. Each case is individual and different reasons for the dissolution, and the problems are unique to each individual case. The following list contains the key elements that must be evaluated as early in the checkout process as possible to eliminate the stumbling blocks later. The process of exiting a business must include the assessment of the following: 1. Consultants and Professionals to participate as team members. 2. Prepare a list of assets and conduct a physical inventory. 3. Conduct a valuation of the company. 4. Prepare a detailed plan and assign responsibilities. 5. Announcements and Notices release. 6. Hold or transfer of obligations of the contract. 7. Have assets and transfer. 8. Accounts Payable and settle debt obligations. 9. Prepare final financial statements and tax 10. File articles of dissolution. 11. Special Edition and prepare presentations, announcements of information returns, and taxes. 12. Receive notice of Tax Clearance. 13. Closure of bank account. 14. Store Business Documents The process to exit with a successful company requires the same amount if not more as the start of planning for the company. While the process may be easier, it is probably more enjoyable and less stressful. The best advice for business owners is to incorporate the possible exit strategies in the early stages of building their businesses. Surveillance and monitoring of active management is needed to ensure that complications and problems that could affect the dissolution, and net worth, do not develop at the barricades. When the time comes to dispose of or sell the business, be sure to hire the necessary expertise relevant and prepare an action plan. |
|
Published 6th Feb 2009 Posted by admin |
|
For some, planning a business exit can be a predictable, methodical process. We know that competition, we understand the demands of the market, knowing when to sell and might even want to know the actual date. But for many business owners, leaving the company is a harsh reality and often unplanned event. Protecting your business assets against the dreaded six D’s sudden departure of a business may give new meaning to the term “disaster management”. While every business is experiencing unexpected difficulties, careful planning to ensure risk exposure is minimized can help keep the driver’s seat when it comes to managing your business. Familiarize yourself with the six D’s sudden departure of a business: debt, death, disability, divorce, departure and disaster. Know the enemy and look to address the six D’s in their operations and buy / sell agreements. The Six D’s of an Unplanned Business Exit Debt: Nobody goes into business plans and not succeeding in it, but not every month 40,000 companies in the United States. When the debt exceeds the income, is essential to leave on time in order to minimize losses. Limitations of the understanding and protection of critical assets are key to successful divestitures. Death: Many companies are solely according to the abilities of its owner, relationships, passion and drive for success, and when there is a death of an owner or partner of a company can have a significant impact on a company almost immediately. While not want to examine their own demise, the strength and longevity of a company depends on being able to plan for such criticism, even if it means the loss or reduction reorganization. The survival of a company relative to key people must be assessed and accordingly planned exit strategies. Disability: Unbelievably, death is not likely to end business as a disability. A disability to a business can put a significant drain on cash flow, working daily, and excessive downtime, all of which can be devastating. Insurance and financial planning to alleviate this impact must be evaluated carefully, especially when it comes to creating small businesses, where funding and resources are limited. Divorce: Nobody wants to plan a business or personal divorce, while still pre-nuptial agreements may be gaining in popularity with many people never look to manage such an impact on their business. What happens when the partners can not get along? Or worse still, that inherit the other partner because of a divorce settlement? Leaving the company might be the only alternative being provided. Output: It does not sound as bad as the death, but can cause the same results. A partner, key employees, or other resources to decide to go to competition, retire, burn out, or win the lottery. When they leave, how this impacts on the future of your business? Disaster: If the above five D’s not enough to impact your business, there is no limit to the other disasters that may occur that were never envisaged in the robbery, disease, theft from employees , rotation of employees, devastating natural events, etc. In the post Katrina world 911 the impact of chaos theory is still enough to keep the best minds awake at night. Plan for the worst, to seek the best and know when to quit, if necessary. For the typical business owner, each of the six D’s has special demands on family income, taxes, control of assets. An agreement, commonly called buy / sell agreements can be used for planning purposes associated with the feared six D’s. The success of a company is maintaining a separate entity from the personal and the risk can be reduced by the fair and equitable agreements among themselves before these events occurring. Business is an evolution and a different travel route. While some may appear in an unexpected departure as a failure that others may see an opportunity for growth and freedom. |
