The Ghost of Christmas Yet to Come: Five Holiday Season Tips for Retail Landl...Allen Matkins
The holiday season brings many desirable things to a retail center: a fresh holiday look, a sense of excitement and anticipation, and the most important thing — more traffic and customers. Along with these benefits, the holidays also bring retail owners some legal and practical challenges.
Legal Issues In Real Estate Development Introduction to Environmental LawAllen Matkins
On March 27, 2013, Emily L. Murray presented, together with Eddie Arslanian of ENVIRON, a class on environmental law at USC, as part of a graduate class entitled ‘Legal Issues in Real Estate Development’ offered by USC's Masters in Real Estate Development (MRED) curriculum.
2011 Northern California Real Estate Women of InfluenceAllen Matkins
The awards program, co-sponsored by the Business Times and law firm Allen Matkins — recognized more than 50 women as Hall of Fame inductees, honorees and rising stars.
Private Shopping Malls - The "Not-So-Private" Private PropertyAllen Matkins
Every since the Pruneyard decision, public shopping malls have been seen as an extension of the public square. Although the property is private, protesters have free speech rights granted by the U.S. and California Constitutions. This can create problems for landlords who are trying to provide a pleasant retail environment for their guests and tenants.
Recent case law has changed the rules, but Allen Matkins has created a set of model rules for shopping center landlords. These rules address the time, place and manner issues upon which free speech can be limited in shopping malls.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
2. Different International Sales Strategies Do It Yourself Pay Someone Sell Help Someone Sell For You Let Someone Sell For You Let Someone Else Make/Sell & Own Part of That Someone Let Someone Else Make/Sell Direct Sales Sales Representative Franchise Distributor Joint Venture Licenses Hire Employees Commissioned Agents Solicit Orders Distributor Sells By Prescribed Marketing Plan Distributor Resells For Profit Licensee is Jointly Owned By You and Another Licensee Makes/ Sells Product, Pays Royalty AKA Manufacturer Representative AKA Supply or Marketing Agreement Can Be A: Corporation, Partnership, LLC or Other More Flexible Compared to Sale of Technology Special Cases: OEM Private Label Special Cases: Teaming Agreements Special Cases: Know-How Show-How $ $ As responsibility decreases, up-side opportunity decreases and need for financing decreases.
6. Manufacturing Strategies Additional key issues: Title to the WIP and products Bailment Technical assistance agreements Intellectual property negotiations Product development Minimum order quantities Level load/On-demand production Pricing arrangements Cost plus Fixed fee
9. Performance Risks: Pre-qualifications Business/Marketing Plan (Initial and Annual) Credit Checks References Distributor Growth History Success in Related Fields Clear with Social/Environmental Affairs Whether they work with competitors In-person meeting in their office
10. Performance Risks: Term Length of Initial Term Renewal Automatic (Evergreen) Unless not Renewed Expire Unless Renewed Affirmative Impact of Distributor/Manufacturer Investment
11. Performance Risks: Termination Grounds Breach Only? Cessation of Business? Insolvency/Bankruptcy? Change of Control? At Will? Notice/Cure Period Effective Date Liquidated Damages Non-payment Termination Provision
12. Performance Risks: Marketing Obligations Distributor Efforts Commercially Reasonable Best Efforts Distributor’s Expenditures Staffing Marketing Advertising Company Efforts Distribution Obligation Company Contribution
13. Performance Risks: Minimum Sales Exclusive vs. Non-Exclusive Penalties for Failures to Meet Inventory Levels Local modifications
14. Performance Risks: Training Kinds Sales Installation Support Expenses Locations Frequency Annual Sales Meetings
17. Performance Risks:Records, Reports, and Audits Records Sales Customer Information Warranty Information Reports Market Overview Competitive Reports Audit Rights
19. Channel Conflicts Manufacturer Two or More Channel Members Compete for the Same Business Examples Include: Direct Versus Channel Channel Versus Channel Destructive When Margins Erode Channel B Channel A Customer
20. Channel Conflicts:Exclusivity Limited Selective Saturation PROGRAMS TO MANAGE CHANNEL CONFLICT Limited Policy Few channel partners with exclusive or quasi-exclusive territories. Saturation Policy Many channel partners with relatively easy requirements for authorization. Limited Selective Saturation Selective Policy Moderate number of resellers. Specific requirements. Some territory overlap.
21. Channel Conflicts:Ex Territory Sales Territory Ex Territory Prohibitions Forbidding Sales Outside of Territory Forbidding Marketing Outside Territory Forbidding Transshipping/Gray Marketing Website prohibitions Manufacturer disclaimer as to grey market goods
22. Channel Conflicts:House accounts House accounts If Exclusive, Even as to Company? Specific Lists Channels Fields Distributor with retail outlets Competing products
25. Financial Risks: Prices Scheduled Prices Discounts Off List Changes to Price Schedules Unilateral vs. Mutual When Effective Frequency Most Favored Customer Clauses Resale Price Maintenance laws vary widely
27. Financial Risks: Taxes and Duties Customs Duties VAT, Sales, and Other Product Taxes Withholding Taxes May impact decision to manufacture instead of solely distribute
29. Supply Chain Management: Forecasts Frequency Coverage Binding vs. Non-Binding Component Liability
30. Supply Chain Management: Orders Format Minimum Order Size Frequency Lead Times Reschedules Cancellations Component Liability
31. Supply Chain Management: Delivery Carrier Selection Risk of Loss Warehouse Loading Dock In Transit FOB FCA EX WORKS Import and Export Licenses and Approvals Insurance Costs Broker Fees
39. Risk Allocations: Customer Support Installation Maintenance Support Tier 1/Level 1 Tier 2/Level 2 Tier 3/Level 3
40. Risk Allocations: Indemnification Indemnity by Manufacturer Intellectual Property(Except Combinations and Modifications) Manufacturing Defect Design Defects Indemnity by Distributor Intellectual Property From Combinations and Modifications Misrepresentations and Fraud Advertising Injuries Trademarks? Have the products been cleared from an IP perspective in the distributor’s country?
41. Risk Allocations: Disclaimers Customary and Typical Merchantability Fitness for Particular Purpose Atypical Non-infringement Error Free (software) Uninterrupted (software)
42. Risk Allocations: Limitation of Liability Exclusions Consequential Damages Punitive/Special Damages Lost Profits/Lost Revenues Loss of Data Caps Fixed Amount 1X to 3X Time Period
44. Dispute Resolutions: Governing Law What Governing Law Means What Governing Law Doesn’t Mean Which Jurisdiction? Dangers Drafter of Contract Compromise Benefits of International Arbitration
45. Dispute Resolutions: Venue Not Same as Governing Law Fixed Locations Alternative Locations Bifurcated Locations
46. Mergers & Acquisitions Termination Rights and Obligations Change of Control Distributors May Be Seen As a Cost Item by Strategic Buyers
48. Contact Ian KesslerOwnerSanukE-mail:ian@sanuk.com Amit KumarAssociate General Counsel; Head of Licensing and Business TransactionsTaylor Made Golf CompanyE-mail:amit.kumar@tmag.com Clark LibensonPartnerAllen Matkins Leck Gamble Mallory & Natsis LLP E-mail:clibenson@allenmatkins.com Ethna PiazzaPartnerAllen Matkins Leck Gamble Mallory & Natsis LLP E-mail:epiazza@allenmatkins.com
