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Friday, June 15, 2007

Household money saving secrets

I receive this email newsletter from bottomlinesecrets.com. Had a nice summary on cost cutting and cost controlling moves for any household (including mine). This articles title and authors are:
Money-Saving Secrets from America's Cheapest Family

Steve & Annette Economides
The HomeEconomiser Newsletter


Many people think it is stressful to keep an eye on spending, but being frugal reduces the stress in our house. Unexpected financial setbacks, which rarely occur, can be remedied without major lifestyle changes. Our family members have learned to work together toward common goals. Our favorite strategies...

Plan and save in advance for all expenses. We divide our checking account into 20 subaccounts on paper -- though it could be done using a computer -- to save for all regularly occurring household expenses, such as mortgage and auto insurance payments, as well as such categories as recreation, gifts, home repair, savings and even pets.

Every other week, we spend two hours recording our expenses and dividing our total paycheck into the subaccounts. For instance, we anticipate the cost for gas and maintenance on two cars is about $2,700 a year, so we set aside $103 per paycheck for those needs. Money in a subaccount that is not completely spent accumulates with each paycheck. This way, it's never a financial strain when the car needs new brakes -- we have the money saved to cover it.

This system takes discipline, but it gives us peace of mind. We know exactly how much money we have to spend in each category. No more robbing Peter to pay Paul.

Plan how to spend large sums. People often squander large payouts, such as work bonuses and tax refunds. Instead, determine the most effective use for the money before it comes in. For instance, when we were paying off our first house (within nine years), we decided that extra money would be divided as follows -- 30% to extra payments of our mortgage principal, 30% to retirement and other savings accounts, 20% for house projects, 10% for charitable giving and 10% for recreation. We always allow some money for fun while working toward a goal. It makes it easier to stick with the plan.

Budget and pay bills together as a couple. Many financial experts suggest that spouses keep their money separate. We don't. Working together has built incredible unity in our marriage, as we have worked toward and accomplished our financial goals. We both know exactly where we stand financially. There are fewer arguments and more determination to persevere.

Avoid the ATM. This cash usually evaporates as quickly as ice on a hot griddle. Instead, to take control of the most common areas of overspending -- food, recreation and clothing -- we withdraw predetermined amounts in cash from each paycheck. Putting a set amount of cash into three separate envelopes minimizes overspending. When the cash is gone, the spending stops. It is amazing to see how easy it is to get control of your money this way.

Plan dinner menus for the coming week. This habit will encourage you to eat dinner at home more often, rather than at restaurants. With practice, a weekly menu can be created in as little as 15 minutes. You will make fewer trips to the grocery store and will save time and money. We have a list of more than 90 different dinner meals that we rotate from month to month. A favorite resource is The Good Housekeeping Illustrated Cookbook, which includes pictures of many of the dishes.

Give up your "sacred cows" for a month to reach your goals. Sacred cows are the little extravagances that you refuse to forgo even when you're under financial pressure. If you're comfortable enough without your sacred cows for 30 days, consider giving them up for good. For many people, these include premium cable channels, bottled water and Sunday brunches at restaurants.

We had a friend in financial trouble who insisted on continuing his newspaper subscription for $30 a month. He couldn't imagine living without it. We challenged him to give it up for 30 days, just to see what happened. When you let go of something, you often find a creative way to meet that need. In this case, our friend discovered that someone at his office brought in the paper each day and left it in the break room.

Make a game of being thrifty. Find a creative solution that costs less than the obvious one.

Example: We saved $400 for a dishwasher. After consulting Consumer Reports, we called several appliance stores in our area looking for a particular brand and model. We discovered that most large distributors have "scratch and dent" and discontinued units, so we called more stores looking for these deals. We struck pay dirt at Maytag and walked out of its downtown warehouse with a brand-new, $800 stainless steel dishwasher (in an open box) for $400. We stayed within our budget and got a much better quality dishwasher than we expected.

Keep your eyes open -- deals are everywhere. Most Sam's Club warehouses have discount/closeout areas in the back of the store. We always check there for deals. One day, we found a twin pack of Xerox Toner cartridges for our copier. They retail for $130 each. We have bought them on eBay for as little as $60, but Sam's Club had discontinued this particular item and marked it down to $10. Of course, we scooped them up. The deal got even sweeter when we remembered that inside each box was a certificate for a $5 rebate when we mailed in our empty toner cartridge (postage paid).

Decide on your "time versus money" threshold. If one phone call will resolve a small error on our bank statement, we go for it, but we're always careful to balance our drive to save money with our time for family and friends.

Our rule: If the resolution of an issue can't yield us at least $10 to $15 per hour of our time, then it probably isn't worth pursuing.

Thursday, June 14, 2007

Cash Flow

Steps to monitor and control cash flow:
  1. Do at least a summarized cash flow out to 12 months. I do a highly detailed cashflow for 2 months.
  2. Offer customers incentives for early payments (sometimes the cash discount lost is worth the quicker pay...especially if vendors are pressing you).
  3. Lease equipment instead of buying. Allows cash outflow to be spread out.
  4. Monitor your inventory. Only keep on hand that which is needed for the short term.
  5. Monitor spending...goes without saying.
  6. Postpone hiring until absolutely necessary.
  7. Avoid waste; recycle wherever possible.
  8. Cap owners salaries to that which is reasonable for work done.
No one likes to do it; but whether it is a lean year or a good year, take a look and plug leaks before it is too late.

Home Business - Is it a Hobby or a Business?

Everyone likes the word write-off, but especially in the case of home based business', care should be taken. The IRS is kind enough to allow deductions for expenses which are ordinary, necessary and reasonable. In Treasury Reg. 1.183-2 are listed 9 factors that the IRS uses to determine whether an activity is a hobby or a business. Nicely summarized on the tax almanac website, the 9 factors are as follows:
1) Manner in which the taxpayer carries on the activity. The fact that the taxpayer carries on the activity in a businesslike manner and maintains complete and accurate books and records may indicate that the activity is engaged in for profit. Similarly, where an activity is carried on in a manner substantially similar to other activities of the same nature which are profitable, a profit motive may be indicated. A change of operating methods, adoption of new techniques or abandonment of unprofitable methods in a manner consistent with an intent to improve profitability may also indicate a profit motive.

(2) The expertise of the taxpayer or his advisors. Preparation for the activity by extensive study of its accepted business, economic, and scientific practices, or consultation with those who are expert therein, may indicate that the taxpayer has a profit motive where the taxpayer carries on the activity in accordance with such practices. Where a taxpayer has such preparation or procures such expert advice, but does not carry on the activity in accordance with such practices, a lack of intent to derive profit may be indicated unless it appears that the taxpayer is attempting to develop new or superior techniques which may result in profits from the activity.

(3) The time and effort expended by the taxpayer in carrying on the activity. The fact that the taxpayer devotes much of his personal time and effort to carrying on an activity, particularly if the activity does not have substantial personal or recreational aspects, may indicate an intention to derive a profit. A taxpayer's withdrawal from another occupation to devote most of his energies to the activity may also be evidence that the activity is engaged in for profit. The fact that the taxpayer devotes a limited amount of time to an activity does not necessarily indicate a lack of profit motive where the taxpayer employs competent and qualified persons to carry on such activity.

(4) Expectation that assets used in activity may appreciate in value. The term profit encompasses appreciation in the value of assets, such as land, used in the activity. Thus, the taxpayer may intend to derive a profit from the operation of the activity, and may also intend that, even if no profit from current operations is derived, an overall profit will result when appreciation in the value of land used in the activity is realized since income from the activity together with the appreciation of land will exceed expenses of operation. See, however, paragraph (d) of §1.183–1 for definition of an activity in this connection.

(5) The success of the taxpayer in carrying on other similar or dissimilar activities. The fact that the taxpayer has engaged in similar activities in the past and converted them from unprofitable to profitable enterprises may indicate that he is engaged in the present activity for profit, even though the activity is presently unprofitable.

(6) The taxpayer's history of income or losses with respect to the activity. A series of losses during the initial or start-up stage of an activity may not necessarily be an indication that the activity is not engaged in for profit. However, where losses continue to be sustained beyond the period which customarily is necessary to bring the operation to profitable status such continued losses, if not explainable, as due to customary business risks or reverses, may be indicative that the activity is not being engaged in for profit. If losses are sustained because of unforeseen or fortuitous circumstances which are beyond the control of the taxpayer, such as drought, disease, fire, theft, weather damages, other involuntary conversions, or depressed market conditions, such losses would not be an indication that the activity is not engaged in for profit. A series of years in which net income was realized would of course be strong evidence that the activity is engaged in for profit.

(7) The amount of occasional profits, if any, which are earned. The amount of profits in relation to the amount of losses incurred, and in relation to the amount of the taxpayer's investment and the value of the assets used in the activity, may provide useful criteria in determining the taxpayer's intent. An occasional small profit from an activity generating large losses, or from an activity in which the taxpayer has made a large investment, would not generally be determinative that the activity is engaged in for profit. However, substantial profit, though only occasional, would generally be indicative that an activity is engaged in for profit, where the investment or losses are comparatively small. Moreover, an opportunity to earn a substantial ultimate profit in a highly speculative venture is ordinarily sufficient to indicate that the activity is engaged in for profit even though losses or only occasional small profits are actually generated.

(8) The financial status of the taxpayer. The fact that the taxpayer does not have substantial income or capital from sources other than the activity may indicate that an activity is engaged in for profit. Substantial income from sources other than the activity (particularly if the losses from the activity generate substantial tax benefits) may indicate that the activity is not engaged in for profit especially if there are personal or recreational elements involved.

(9) Elements of personal pleasure or recreation. The presence of personal motives in carrying on of an activity may indicate that the activity is not engaged in for profit, especially where there are recreational or personal elements involved. On the other hand, a profit motivation may be indicated where an activity lacks any appeal other than profit. It is not, however, necessary that an activity be engaged in with the exclusive intention of deriving a profit or with the intention of maximizing profits. For example, the availability of other investments which would yield a higher return, or which would be more likely to be profitable, is not evidence that an activity is not engaged in for profit. An activity will not be treated as not engaged in for profit merely because the taxpayer has purposes or motivations other than solely to make a profit. Also, the fact that the taxpayer derives personal pleasure from engaging in the activity is not sufficient to cause the activity to be classified as not engaged in for profit if the activity is in fact engaged in for profit as evidenced by other factors whether or not listed in this paragraph.


Note that the IRS will disallow:
-personal residence operation costs
-salaries paid to children for 'chore type' work
-excessive car and truck expenses.
-personal furniture, home entertainment equipment, toys, etc.

Thursday, June 7, 2007

Health Care - Rudy Giuliani's Plan

Well, with an election year coming up we will, without a doubt be seeing some new ideas to improve government and the economy. Rudy Giuliani proposed his solution to health care reform. It basically came down to the individual handling the small day-to-day stuff and the health care plan handling the big/non-routine items.

Rudy's quote: “Health insurance should become like homeowners insurance or like car insurance: You don’t cover everything in your homeowners policy. If you have a slight accident in your house, if you need to refill your oil in your car, you don’t cover that with insurance. But that is covered in many of the insurance policies because they’re government dominated and they’re employer dominated.”

Like any idea, it has its merits and its pitfalls. A problem with this idea is that different people will have different definitions of the routine items. A $300 bill to individual A might be nothing; but a $300 bill to individual B could set them back heavily.

I guess from my point of view, I'm always willing to 'raise my deductible' to save some bucks; but there is a lot to be defined in Rudy's proposal. It is an intriguing idea, though. Considering that health care costs are spiraling out of control and us employees may find ourselves paying more of the monthly bill for the service if the costs continue to skyrocket.

Wednesday, June 6, 2007

Most Overpaid CEO's in America

Just don't know what to say to this...

The most overpaid CEOs in America


CompanyCEOs20052006

Dell (DELL, news, msgs),

Kevin Rollins,

Michael Dell*

$39,314,839

$153,223,079

Eli Lilly (LLY, news, msgs)

Sidney Taurel

$16,643,068

$10,799,582

Ford Motor (F, news, msgs)

William Ford Jr., Alan Mulally**

$7,905,158

$19,501,100

Time Warner (TWX, news, msgs)

Richard Parsons

$12,668,761

$13,095,627

Wal-Mart Stores (WMT, news, msgs)

H. Lee Scott

$10,610,858

$8,956,062

*2006 = Michael Dell's pay; 2005 = Kevin Rollins' pay.

**2006 = Alan Mulally's pay; 2005 = William Ford's pay.

Pay = base salary, bonus, other pay, gains from exercising options, value of incentive stock that vested and increases in the value of pension plan.

Source: The Corporate Library


blog it

Monday, June 4, 2007

MapQuest Still Competing With Google


MapQuest tries new direction - The Denver Business Journal:

This article states that MapQuest still attracts 49 million unique visitors compared to Google Maps 30 million.


In 2004, MapQuest, uLocate, Research in Motion and Nextel launched MapQuest Find Me, a service that operates on GPS-enabled mobile phones.


On May 29, the company announced the beta launch of a new product, MapQuest Advantage, a suite of mapping tools that it developed with San Jose, Calif.-based Adobe Systems Inc.


The hope is to attract more developers to use its software.


Just wanted to mention it...can’t help rooting for the underdog.

Friday, June 1, 2007

What Not To Bring To An IRS Audit

I came across this little article in a sample issue of Bottom Line magazine titled, 'What You Should NEVER Bring to an IRS Audit'. The article states that the most common audit mistake is to bring (and provide) to the auditor past years tax returns. Doing so, the article says, expands audit risk because you are giving the auditor more to look at and thus allowing him to see patterns in income and expenses that might exist. People often supply past returns because the audit notice says to.

Apparently there is an IRS rule that states that you are required to provide only the information which pertains to the tax year being audited unless there is an issue with carryover items or the like.

I looked at a couple publications briefly on the IRS webpage (Pub #1 and #556) and I didn't come across anything to support this. I'll have to look into it further because I would like to know for certain if this is the case (not that I'm planning on getting audited, but it is always helpful to know what the playing field is like just in case). If anyone has an immediate answer, please comment.