Find out more about the power of affirmations at the Affirmative Contemplation website at http://www.AffirmativeContemplation.com . You can receive Dr. Rebbie Straubing’s Free e-Course, 7 Secrets for Manifesting Your Heart’s Desire, at http://www.yofa.net/7secret.html . Dr. Rebbie Straubing is a workshop leader, Abraham Coach, and inspirational writer.
Point of Sale Hardware – Your Own Branded Point of Sale Terminal
Point of Sale Hardware Bundle
A CPU, motherboard and memory will form the PC unit of the POS Hardware bundle, with the combination of POS input device like POS keyboard, smart card or credit card reader and barcode scanner; and output device, like customer pole display, LCD screen or touch screen, and receipt printer, all bundle together to form a proper Point of Sale machine.
Most POS vendor would provide PC POS solution to their customer for the low cost and high availability of hardware replacement. However, this would open the opportunity for other vendors to compete, although you can get any components easily, but your customer will be able to look for the same source, and they will not rely on you to provide the support and services.
The better solution is using a point of sale terminal, a truly integrated solution with proper hardware mounting, all 3 units are tightly integrated together, saving spaces and eliminates the messy wiring! Most of the integrated POS terminals are expensive, the needs of better and cheaper solutions are in the market.
Types of Point of Sale Hardware Systems
Retail POS Hardware and Restaurant POS Hardware are almost the same, but differentiate by the touch screen and software that manage the business. See below for detail description.
Retail Point of Sale Hardware and System
For single terminal, only 1 set of POS hardware needed, including a proper LCD display, the CPU unit, pole display, receipt printer, barcode scanner, card reader and POS keyboard. For multiple terminals, additional PC server will be needed to consolidate all sales data and provide more sophisticate reporting to management.
Restaurant Point of Sale Hardware and System
There are two main components in restaurant pos hardware and system, the front desk and the back kitchen. The front desk will have a touch screen pos system that receive order and send the order to the back kitchen, and a receipt printer at the kitchen will print the order for the chef.
Depending on the software design, some will support remote data transferring back to the HQ for sales consolidation and control.
Cheap Point of Sale Hardware
One of the best ways to get an integrated point of sale terminal is through used hardware. Some vendors or POS hardware store might have such a solution, however, used point of sale hardware is always a bit old and outdated, might not be suitable to run the new software, and you might need to live with the older software and using the older management method provided by the software!
Do you know that EInspire POStar series with a matching price of normal PC POS, also allows you to rebrand the machine together with your point of sale solution? Not only provide the professional sense and compactness, it help you promote your brand in the market with a minimum price!
Quickbooks Point of Sale Hardware
POStar series are fully compatible with Quickbooks point of sale hardware requirement, and the customizable touch screen allows you to extend your market from retail into restaurant, food and beverages industries, and you can easily rebrand the hardware to your own name.
Point of Sale Hardware – Your Own Branded Point of Sale Terminal
If you want rebrandable POS hardware solution for your company, feel free to visit our website: http://www.e-inspirecomputer.com, we provides all kind of customizable Point of Sale Terminal at the very affordable price, visit our website: POS Terminal for more information.
What does affirm mean? It means to assert positively; to tell with confidence; to maintain as true; opposed to deny. I really love the meaning of this word. We really could stop this article at this point because the definition is so exact and so clear.
Affirmations are popular and powerful because they are simple, easy and they work. Affirmations reprogram your thought process, they change the way you think and feel. With affirmations you can replace negative beliefs that have been sabotaging you and no longer serve you with new beliefs that are positive and effective in making real changes in your life.
With affirmations you can turn failure into success, you can turn a sour and negative attitude into a great and joyful attitude. You can change bad health into vibrant good health. In other words affirmations can enable you to achieve the life you have always dreamed of having.
There are many ways to affirm. Affirmations can be verbal, mental or written but there is a certain format that make them work.
· The statements must be positive. When your subconscious connect with the statement “I don’t have money to pay my bills.” It picks up the “don’t have” and gives you more of what you “don’t have.” The goal here is to target subconscious negative beliefs and replace them with positive nurturing beliefs.
· They must be formatted in the present as if they already exist. You would not say, “I plan to have money to pay my bills.” Plan is a future event.
· You must include yourself. I am, I Jane or I in the first person.
· You must be consistent with repeating your affirmations
Keep your affirmations short, clear and so simple a child would understand them.
This is a simple, clear and positive example of an affirmation: If you weight 180 pounds and your goal is to weigh 155 pounds you would state this: “I, Jane Doe, am healthy and I weight 155 pounds.”
Don’t concern yourself about what diet you will use, what exercise program you will use. Those things will open up for you. You add the word “healthy” because you could get sick and lose the weight. This would not be good. State what you want and not what you do not want.
The example above happened to me. I found it so interesting that I suddenly began to walk more, I watched what I ate, not dieting, I love swimming so I did that as much as possible. Suddenly my clothes fit and people began to comment about my weight loss. It was easy and so much fun. Almost automatic. No stress. I was delighted.
If you want money to pay your bills you would state this: “I, Jane Doe, have more than enough money to pay all of my bills.”
When you affirm these statements over time you really begin to believe them as true and your subconscious has no choice but to make this happen for you. It also helps to add this statement at the end of your affirmation. ” I accept this or something better.” This shows you are not trying to control how you get what you intend to have.
An affirm statement goes like this: ” I have a wonderful job in sales that pay me $75,000 a year. I accept this or something better.”
When first using affirmations go easy on yourself. If you weight 300 pounds and want to lose 150 pounds affirm the weight lose in 25 pounds increments. If you earned 30,000 in your last sales job consider affirming $100,000 a year.
Affirming $1,000,000 could happen but only if your belief system is in place. Continually repeating affirmations with conviction will chip away at the strongest resistance. If you use affirmations correctly they can manifest real and positive change in your life.
When you affirm your statements you believe they are true. Your mind cannot hold two conflicting thoughts.
You can speak your affirmations out loud and in front of a mirror. Try saying, “I like myself” in front of a mirror and not smile. Look yourself straight in the eye and affirm your message with emotion. The more emotion you exhibit the faster they will appear for you.
You can sing your affirmations. Make a tune to hum and sing throughout your day. This is fun. You may choose to write your affirmations. Write them (10-20) times. Write them down each morning when you first get up or in the evening before you go to sleep. This imprints them on your brain. You can record your affirmations on your recorder or MP3 player. I use this approach.
No matter which way you choose to affirm I know for a fact they work. I have used affirmations for many years to change bad habits and to get from life exactly what I want. With affirmations you can live your life by design not by default. So get started and have fun. Start with something you really want and affirm it in the present tense as if you already have it.
No matter what you are dealing with or what problems you would like help with affirmations can make you feel better about yourself and your life. Affirmations work well with visualizations. Check that out.
Love, tolerance and peace
Harriette is a wife, mom, successful internet marketer, registered respiratory therapist, former General Motors car dealer, started and operated her own successful staffing agency and advertising weekly newspaper, writer, public speaker, artist, and Baby Boomer, and she is doing it her way.
The Point of Budgeting In Small Business
Too many small businesses operate without budgets. And many small businesses that do have budgets aren’t getting as much out of them as they could. We’ve seen it time and again.
It isn’t because the mechanics are difficult to manage. Everyone knows the basics of how budgets work: you track money coming in, you track money going out, and you do your best to plan for the future. In fact, the very simplicity of that formula is what leads some small-business owners to consider budgets not worth the trouble.
Therefore, what we’ll discuss here isn’t what budgeting entails, because if you don’t already know that, you can find it out with ease. We’re more interested in why you should budget in the first place. Our suggestion, to put it plainly, is that budgeting is a way to amplify the very creativity and adaptability that allow small businesses to thrive.
You don’t become an entrepreneur because you have a burning love of spreadsheets. At least, not usually. Being an entrepreneur isn’t supposed to be about budgeting. It isn’t supposed to be about paging through endless columns of variable costs or putting caps on spending. It’s supposed to be about having the freedom to blend innovation and risk-taking with passion and expertise. It’s supposed to be about removing barriers, not building them.
That being the case, small-business owners often see budgets as antithetical to the very spirit of entrepreneurship. According to this perspective, budgets impose stifling limitations. They’re artifacts of mega-corporate culture devised by clammy-handed people in windowless rooms with poor lighting. They may be necessary evils for sprawling, inhuman conglomerates, but when it comes to organizations that rely on individual personalities and individual decision-making, budgets are more burdensome than helpful.
You might say the constraints imposed by budgeting make small businesses less nimble. Since nimbleness is one of their main advantages over larger rivals, budgets actually decrease small businesses’ ability to compete.
Or so the story goes.
Some of it is accurate. For instance, it’s true that passion and innovation go hand in hand with entrepreneurship. It’s true that small businesses should strive to leverage their size into a competitive advantage. And it’s true that budgeting for small businesses is much different from budgeting for colossal corporations.
What’s not true is that budgets impose constraints. Budgets don’t actually impose anything. They merely describe constraints that are already present. Perhaps more importantly, they describe a business’s ability to cope with and even manipulate constraints placed on it by forces internal and external.
Constraints and Entrepreneurial Creativity
If you’re an entrepreneur, you’re aware that your business doesn’t operate in a vacuum. It’s part of a staggeringly complex system. For instance, you have your relatively immediate concerns, such as your employees and your local government. You also have your relatively big-picture concerns, such as national debt and foreign trade policy. No matter what, when you start a small business you’re going to be hemmed in by laws, regulations, and unavoidable economic realities, all of which will have a major impact on how you operate.
In other words, no small business starts out in a position of unfettered freedom. The very conditions that allow small businesses to exist also impose a variety of constraints. Working capital, interest rates, the minimum wage, the minimum competitive salary for professional employees-there are countless factors that limit what you can do and how much money it takes to do it.
You can acknowledge the reality of these factors, but if you don’t have a budget, then you might not know the exact ways they’re affecting you. What particular constraints does a business in your industry have to deal with? Are there some that have a disproportionate impact on you because of the way your business functions? Can you make changes to reduce their impact? Are there constraints that you handle in an especially productive way? Can you turn this productivity into an advantage over your competitors? Do you approach some constraints the way everyone else does, even though you could be doing a better job with them?
These are the sort of questions a budget helps you answer. It doesn’t create limitations that weren’t there before. Rather, it gives you a way to assess the pre-existing limitations that every small business in your industry has to deal with. The more thorough your assessment of those limitations, the greater your ability to work within them, work around them, or in some cases, make them work for you.
Making limitations work for you is where entrepreneurial creativity comes into play. If you have enough details on your business’s limitations, then you’ll be better able to turn those limitations into innovations. A budget will help you marshal your creative energies and find the opportunities for profit embedded in the market’s constraints. It tells you exactly what assets you have to work with, and helps you map out how those assets can be put to the most productive use given the rules of the industry.
After all, most of the market-based constraints you experience will be shared by your competitors, who also have limited amounts of money and freedom. Which of you comes out on top won’t be determined by who has the fewest constraints, but by who does the best job of manipulating common constraints to find the possibilities they hide.
Speed, Spontaneity, and Profit
Small businesses, precisely because they’re small, tend to be better than their larger competitors at taking quick, decisive action. It’s one of their vital advantages. By the same token, it’s one of the challenges that all entrepreneurs are bound to face. You’ll be forced to react on a moment’s notice to emerging opportunities or perils in the market-that’s a given.
What’s less certain is the profitability of your reactions. Obviously, acting or adapting fast doesn’t do much good if it yields a loss.
So what information will you use to make your quick decisions? Do you have a detailed, practical breakdown of your business’s strengths and weaknesses? Do you know exactly how many resources you can afford to redeploy at a moment’s notice? Do you know how efficiently different aspects of your business tend to use the resources you devote to them? Are certain aspects of your business already strained? Are certain aspects flush with the potential for expansion?
A budget gives you a diagnostic readout of your organization. It tells you how much stress the business can handle and which areas can handle it. Hence, it helps you decide whether acting conservatively or aggressively in the short term will enhance your performance over the long term. Without a budget, you’ll be relying too much on guesswork, and many of your quick decisions may be needlessly risky.
A budget not only helps you assess yourself, but also helps you assess your relationships with other entities, like vendors and subcontractors. This will be especially important when the market is in flux.
As you know, successful entrepreneurship entails evaluating the vast array of forces that constitutes the market and determining where-for someone in your industry, someone with your passion and expertise-the opportunities and roadblocks lie. But no one can predict with any certainty how the market will behave tomorrow. There will be surprises. Sudden chances and sudden setbacks.
We’ve already noted that the way you respond to these inevitable surprises will play a critical role in the profitability-or survival-of your business, and that your ability to make the right call at the right time will be drastically greater if you have a budget in place. This is not only because a budget tells you about your own resources, but also because a budget helps you deal with other organizations that affect you.
Let’s say you experience a sharp increase in demand for your product. It’s good news, but it brings up questions: Do you have enough working capital to provide your product to a large number of new customers/clients? What are the current resources of each division of your business? How many more resources does each division need if it’s going to ramp up its activities? How efficiently does each division tend to use its resources?
These are all internal questions that may well lead to others, such as: What do your vendor accounts look like? How much new inventory can you afford to purchase? What type of sales will you need if you’re going to pay off the new purchases on time? Can you afford to hire subcontractors to help with the push?
And, of equal or greater importance: What’s your plan for a downturn in demand? Will you find yourself in a precarious position with your vendors? Will you be able to keep promises to new customers? Will you be able to pay your subcontractors for the hours they’ve put in?
Indeed, budgeting can provide invaluable support for all your relationships. As noted on Inc.com, “your suppliers are in all likelihood mapping out their expectations for the year and you can help them do so by providing your outlook. As a best practice, you should share your budget and the variety of scenarios you might face to see whether they can handle each level of demand” (Field 2010).
Since your business is one element in a network of other businesses, it’s important for you to be able to communicate both your capacities and your expectations to the people you rely on. A budget serves as a tool for facilitating such communication. It gives you a concrete way of describing not only where you stand, but also where you will stand in a given scenario. Thus, it helps foster strong partnerships and avoid uncomfortable conversations.
This doesn’t mean sharing every detail of your budget, nor does it mean sharing some details with everyone. It simply means that guarding your budget like a state secret takes away some of its efficacy. You can use select portions of your budget to assist you in negotiating with critical partners-i.e., you can be prudent about the information you divulge without being obscure. How much do your current business partners know about your budget? Is it enough for them to understand your capacities and your needs?
Speaking of business relationships: you don’t want to mess around with the bank. Plain and simple. This is a relationship that should be as friendly and open as possible. And what do bankers like? Budgets. As the American Bankers Association (ABA) says, “You are flying in the dark financially if you don’t have a budget for all income and expenses.”
Come to them without a budget, and bankers are going to feel like you’re wasting their time. They’re certainly not going to be interested in loaning you money (or more money). “Prepare for your financial review with your banker,” says ABA. “Have current inventories, cash flows and balance sheets ready.”
When your banker asks you how your debt is structured, and whether you have an imbalance between long- and short-term debt, what are you going answer? Trust us: if you show up to that meeting with a budget, you’ll be glad you did.
Just as the market’s unpredictability makes budgets useful, it also makes them fallible. A budget is like any plan: it will contain inaccurate predictions and require ongoing revision. That’s simply a condition of commerce; some academic models are predicated on entrepreneurs having perfect foresight, but we all know that’s not the case. Businesspeople, even the world’s most celebrated financial prognosticators, get it wrong sometimes.
That doesn’t render planning completely useless. Even if your plans don’t entirely match the way reality unfolds, they serve as benchmarks against which you can assess your progress. They record where you wanted to go, where you actually went, and why the two didn’t coincide. In that way, they indicate which areas of your business are performing well, and which need to be modified in order to meet next quarter’s goals.
When it comes to small-business planning, certainty is off the table. Nothing is guaranteed, including budgets. But setting expectations and monitoring progress remain indispensible to long-term survival. They help small-business owners analyze why they’re drifting off course, and also help them formulate corrective measures.
How do you see a budget? As a static report that turns old news into flimsy predictions? Or as a series of living documents that records how you adapt to change?
Thorough budgeting calls for a great deal of effort, and many small-business owners can’t spare the necessary time or energy. Frankly, while the minutiae of budgeting are of interest to the entrepreneur, they are not the entrepreneur’s main job. If they were, then a good head for numbers and a background in financial analysis would be prerequisites for entrepreneurship. Yet plenty of small-business owners have succeeded without an affinity for mathematics or statistics. Entrepreneurs don’t all begin as certified public accountants.
That being the case, most small-business owners hire a bookkeeper. A bookkeeper collects and organizes your financial information, which, again, is time-consuming and requires close attention to detail. Too much time and too much attention for small-business owners to sacrifice. But even if you’re not involved with gathering and sorting your financial information, you needn’t remain aloof from it. To get the most benefit from budgeting, you’ll want to be accustomed to reading your financial statements and locating important data in your financial system. When you meet with your bookkeeper, are you talking about his or her methods? Is he or she showing you how your financial information is organized? Are you able to navigate your bookkeeping software on your own, so as to pull up specific pieces of data without your bookkeeper’s assistance?
Proper bookkeeping is important, but it rarely goes far enough in the analysis department. You’ll notice that the bulk of our discussion has revolved around using budgets to orient yourself in the market-i.e., using them to take advantage of opportunities and to minimize risks. That requires more than tabulating numbers; it requires interpreting them. It requires fitting your numbers into a larger picture.
Is there anyone in your organization besides you who (1) monitors your finances on the close-in, detailed level, and (2) relates the details of your finances to your big-picture performance? If not, chances are you’d benefit from a dedicated financial person. Someone whose duties involve painting a comprehensive picture of your financial universe-more comprehensive, that is, than the picture you’re able to paint on your own, simply because you have other things to do.
As with most aspects of running a small business, getting the most out of budgeting requires skillful delegation. If a budget is going to inform your decisions at major turning points, then it’s a good idea to have someone to consult with, someone who’s been looking at the same numbers as you while also looking at the same problems.
The value of a budget doesn’t rest on the accuracy of its predictions or the stringency of its cost-cutting. Instead, the value of a budget rests on how well it articulates your business’s financial strengths and weaknesses. A budget exists to help you balance risk against opportunity, to help you determine whether aggressive or conservative action is the right thing for the moment. It also exists to help you communicate with your business partners-to, in other words, cultivate healthy, mutually beneficial relationships with the organizations you rely on.
Above all, a budget exists to de-mystify, or express in concrete terms, the limitations imposed on your business by the market. Thorough budgeting, especially when undertaken with the right personnel, can enhance your creative initiatives and merge adaptability with profit. In short, budgeting is a way to sharpen, not blunt, a small business’s advantages.
American Bankers Association. Ten tips for small business owners during tough financial times. http://www.aba.com/Press+Room/PR_Small_Business_troubledtimestips.htm.
Field, Anne. 2010. How to budget and manage inventory for 2011. Inc. http://www.inc.com/guides/2010/10/how-to-budget-and-manage-inventory-for-2011.html.
The Point of Budgeting In Small Business
Paul J. DelFino is a principal of the consulting firm Opportunity Inc. For nearly 15 years, he has assisted entrepreneurs within service and contracting businesses to increase their return on investment. Visit http://www.opportunity-inc.com to contact them or learn more about their services
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We All Need Cooking Tips At Some Point
We have all been there, you grow up and at some point need to start your young adult life on your own two legs. You get you own place to stay, sleep and, of course cook so you can eat. The first time was a very strange and maybe even a scary moment. People who had the biggest problem in this stage of their lives are the ones that were not given any cooking tips when they grew up. People who never got any advice on cooking when they were young could even a problem warming up some hot dogs. We need to make sure that our children learn how to cook so they won’t be surprised the moment they need to cook on their own. We don’t want to see them eating out in all kinds of, maybe fast food, restaurants.
Even if you didn’t get any cooking tips in your childhood and because of this hardly know how to cook for yourself, it is not to late. You just need to get good tips on cooking but you have to make sure that you learn from someone who has been giving lessons for a long time or who knows how to pass on this knowledge to others. Another option is to get a good book on the subject and try it that way, you could even consult the internet for good recipes and try it that way. The main thing is that you learn to do it your self so you can teach your own children then they don’t have to go down the same path that you gone. And isn’t the idea nice that maybe one day the recipes you thought your children will passed towards their children.
Trial and Error come before Success
We all would love to just learn something and then reproduce that in to a successful end result but we all know that almost never happens. The same goes for cooking tips you learn. The first time you will probably fail but by doing this and knowing what you did wrong you can perfect it for the next time you try it. When you teach your children the fine art of cooking and you them making a mistake let them make it. And after they see what went wrong they will learn from it. There is no harm in a little experimenting in the kitchen, great recipes were born from doing just that, probably it will taste less then is should but they will learn what happens if you mix certain things together and they will have fun in the kitchen. Always give some of your personal tips and secrets to the ones you teach so they will see it as a reward of their efforts. When we speak of letting them make mistakes we mean the kind that doesn’t burn the house down but only influences the taste of the recipe a bit.
It is important we know how to cook when we start living on our own, teach your children the fun of being in the kitchen. Make the kitchen a place the family likes to stay in when your cooking. That way you will interest them for cooking food and will benefit them once they become adults.
We All Need Cooking Tips At Some Point
Kenny Vanderburen loves to write about his one passion, cooking. If you need some open grill outdoor cooking recipes take a look at his website. When Kenny is not in the kitchen or writing articles he is probably behind his computer to look for a website that teaches how to make an outdoor cooking grids.
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