Introduction:
Since those who will be employed by the Proprietorship are being considered as professionals deserving of the type of “awards” that are made available to staff, this post will address the type of remuneration more commonly known as “benefits”, provided in return for their service as well as the type of “pension benefit” that will be offered for their years of continuous, merit worthy service. Please follow below for details regarding this discussion.
Here are the Background Issues of Interest:
For those offered employment, these types of benefit “awards” can be expected: 1) Relocation Assistance will be made available that will include a standard cash payment in addition to paid travel. For those who travel by car (recommended), the standard amount used by the IRS with regards the per mileage reimbursable rate will be paid (ex. .50/mile), those who submit documentation in support of their travel requests, that can include food and lodging on the route towards their destination; 2) Subsidized Rents for those Coordinators and Marketing/Sales Consultants stationed in National Base and similar distant locations, which is essentially an increase in salary (the difference between what would normally be paid and what is actually paid in rent in these pricey locals) for those in such locations, which is not available to others directly in the same manner but, which they (staff not in such locations) will also receive in different ways. The subsidized rent/income increase will be reflected on the annual tax-related documentation; 3) Equally Share d Royalty Payments for those staff members who excel at being innovative and develop unique designs worthy of pursuing patent protection for these ideas and for, which successful patent claims are obtained. As a result, all royalties obtained will be shared at a rate equivalent to 50/50 percent (%) with the applicable staff member and where multiple individuals share the innovation, they will all share the royalties collected equivalent to the staff 50% split. The remaining 50% will be the Proprietorship’s share of the royalties collected; 4) Incentive Cash Payments will be made available to those staff members who submit written suggestions that result in efficiency savings by the Proprietorship. For example, if a staff member submits an idea for conducting business more efficiently regarding a specific activity (carried out by the Proprietorship), and savings are realized when the alternate method of conducting the same task suggested is implemented, the staff member will receive a cash award equivalent to the following criteria. If cash savings of up to $1000.0 are realized, then a cash payment equivalent to $300.00 will be paid to the staff member. If savings equivalent to $1001.00 and $5000.00 are realized when the suggestion is implemented, a cash payment equivalent to $400.00 will be paid to the staff member. On the other hand, if savings equivalent to $5001.00 and $10,000.00 are realized when the suggestion is implemented, then a cash payment of $500.00 will be paid to the staff member. Finally, if savings of greater than $10,001.00 are realized, then a cash payment of $600.00 will be paid to the staff member. This will be the “Holding Base” Proprietorship’s avenue to encourage staff to make recommendations regarding methods that can improve their working conditions by conducting business more efficiently. 5) The “Holding Base” does not offer a Pension Plan as such, but will for those note worthy staff members completing years of continuous meritorious service, the following will be offered in lieu of such, assistance with the establishing of their own proprietorships with terms and similar arrangements and a defined unique service area as discussed in the post HOW BUSINESS COLLABORATION BETWEEN THE INDEPENDENT PROPRIETORS AND THEIR DISTRIBUTOR IS INTENDED TO FUNCTION. Those few with the most outstanding service will be assisted with Independent Distributorships and the other notables, Independent Sales/Marketing proprietorships. The main difference (or caveat) between these two arrangements is that these who are assisted and succeed will be required to contribute an amount equivalent to 2% of their profits toward a fund to be established by the “Holding Base” that will go towards assisting others it the same way, while the “Holdung Base” will contribute an amount equivalent to 3% from its share of all profits from these Independent Proprietorships, towards this fund annually.
Conclusion:
The “Holding Base” neither is nor will become a “giant” corporate entity with huge “stock payments” being made to “executives” and others, but it will remain a Proprietorship, which values the worthwhile efforts of its staff as they ethically and professionally carry out their required tasks, all with the aim of delivering successful products and services. It is hoped that those with the most successful, consistent work records will be those who will earn these in lieu of pension benefits as the Proprietorship’s way of expressing thanks to the appropriate worthy staff. Furthermore, as the Proprietorship becomes the type of outstanding investment “vehicle”, desired and consistent with the description in its Blog Pages Header, it is possible to envision that similar type “benefit awards” may be added to these described here. Nevertheless, this will not take away from the fact that what is prized most in its staff, is their commitment to providing professional, ethical service to assist the Proprietorship achieve its critical objectives and for that the, most notable be “awarded” the applicable benefit in addition to all the others described. It is my hope that these “awards” will be go a long way towards assisting the professional staff members of the “Holding Base” and its subsidiary Proprietorships with their financial needs as we collectively work towards achieving all our critical objectives.
James F. Brazant
Proprietor
Conservery/Cosvry/ClChs Bakery
5/20/2015
(see the Conservery Blog Page for the Proprietorship’s new mailing address)
Introduction:
As pointed out in the post, REORGANIZATIONAL SUCCESSION THOUGHT PROCESS/DECISION, a different role would be considered for Elin Nordegrin as she was being reassigned from the Cosvry Regional Manager position for another role and the purpose of this post is to announce the position she has been considered for and will be offered. Please follow below for details.
PERSONAL FINANCE MANAGER TO THE PROPRIETOR:
This full-time position involves the management of the personal investments of the Proprietor excluding the “Holding Base” Conservery and associated Proprietorships activity to ensure that sound financial maintenance is being carried out regarding the personal investment vehicles of the Proprietor, which could include but not be limited to such instruments as real estate holdings etc. In this instance, the Manager’s responsibilities will be to ensure that rents are collected from those properties being rented and all real estate taxes due are brought to the attention of the Proprietor when appropriate, etc., whether those properties are held nationally or internationally. Since this position is specific to the investments carried out, only general examples can be made here to provide a generic idea of what the Manager will be required to effect. For example, in the case of the Independent Proprietorships, the Manager will be required annually to determine with the individual Proprietors the profits realized to adequately determine the 60/40 percent profit sharing split to be divided with the Proprietors, for the purpose of obtaining the Proprietor’s annual 40% return from this investment activity. However, in this instance where her (the Manager’s) Proprietorship is concerned, Elin who will hire her own Manager to implement this business successfully, will refrain from overseeing that Proprietorship’s profitability. In all other instances however, the Manager will ensure that adequate attention is directed to these instruments that will serve to enhance personal income tax activity, which will be overseen by the Manager in concert with the avenue determined to effect such activity. The Manager will also oversee the financial activity regarding ClChs Bakery with the associated Independent Proprietorships involved to ensure adequate financial activity is being undertaken and realized from these mobile only operations.
Conclusion:
Since the attention of the Proprietor will be directed to many different activities to ensure that the main investment realizes outstanding returns, the Manager will serve as the “eyes” and “ears” with regards these personal investments to ensure that order and proper payments/rates-of-return where applicable are effected in these critically important vehicles. I’s confident that in Elin Nordegrin, the most thoughtful individual has been selected for this very important function, which I’m confident she will affect and implement professionally; so please join me in congratulating Elin as she will use her management skill to successfully execute this critically important position.
James F. Brazant
Proprietor
Conservery/Cosvry/ClChs Bakery
5/18/2015
(see the Conservery Blog Page for the Proprietorship’s new mailing address)
Introduction:
This opportunity is being taken to remind all about the basic reason why this approach was pursued instead of a more inefficiently run and “bloated” organization because it’s vital for achieving a successful and sustainable Proprietorship, which is my primary objective as Proprietor. Therefore, from a “big picture” perspective, if any activity is discovered to be operating outside its intended design, swift action will be initiated to alter such a divisive course for the long-term functioning of the business, which should be shared by all, but unfortunately this is not always typically the case. Please follow, to discover what will be the expectation in the new business model less it‘s taken for granted.
Here are the Critical Issues of Importance:
Efficiently run business units, at every level will be the expectation, from the farthest Base where an individual Representative is located to the “Holding base” itself, will be expected to be run very,very efficiently if the desired objectives are to be realized; namely effecting an outstanding investment vehicle, which at its core is focused on the delivery of notable goods and services that are second to none. To achieve this eventuality, a consistent focus will be on routing out inefficiency and if any type of questionable activity is suspected that could result in such, unscheduled audits targeting the suspected area(s) of concern will follow since this could potentially be an indication that errors in product pricing are taking place and only an audit will reveal what exactly has been taking place . As a result, the goal of the audits will be to match expenditures to corresponding actions taken and where impropriety is discovered (including staff who cannot justify their output) throughout the various Divisions, those involved will be replaced and if needed these replacements will also be replaced until those found are cognizant of the importance of sound business management.
These audits will be aimed at determining if in fact the pricing managers are being “fed” accurate input data in their attempt to price the various products even with “Holding Base” margins applied. Furthermore, every single activity effecting the design, development, manufacturing and production of the products and services will receive scrutiny to be assured of thoroughness in product pricing is occurring and any inefficiency discovered will be routed out (including non-producing staff members). Nothing will be off limits including from the actions and activities of senior Management and the activities of the Coordinators and Marketing/Sales Consultants stationed in the various National base locations, for the purpose of ensuring that all decisions executed can be justified in support of final product output to how supplies are used, discarded, lost and/or unaccounted for by those with whom such responsibility lie. Therefore, it will make the task much easier if all records are maintained and not disposed for traceability purposes as any other course of action will make this process much more “painful” for all those involved. Towards this end, if any type of condoning of ineptitude or “codling” as well as quid pro quo activity has been made among staff using the Proprietorship’s resources as the basis for such arrangements, ALL those involved will be replaced to eliminate unsound business practices with the potential to cause inefficiency to be introduced and result in an unsuccessful enterprise due to lax practices on the part of staff with little no concern for whether or not success is achieved as an end product.
The Outcome of these Developments for Further Application:
I will also take this opportunity to encourage those in the Independent Marketing/Sales & Distribution Proprietorships to routinely conduct self assessments to determine if and where your operations could use or benefit from assistance if for example: 1) you are wearing many “hats” and don’t have the time needed to devote to the primary Marketing/Sales business activity where consistency of involvement is crucially required to achieve satisfactory and above results, then give consideration to hiring outside part-time assistance with the appropriate skills to effect the results needed, 2) even with your effort you are not achieving the type of returns needed for the sales targets set, then, also in such a scenario, consider hiring either full-time or part-time assistance to effect the results required to achieve the goals set and 3) even if over the years habits have been adopted and/or deficiencies have been overlooked that do not exactly translate into what’s needed to effect the right mix required to achieve the best output, and personal area(s) for improvement would be beneficial to assist in achieving the best skills required, take action to seek out and obtain what would best benefit you individually as it’s never too late to learn new “tricks” to prepare for the task ahead and if I can be of an assistance in effecting such, please do not hesitate to seek me out, after all, this is what is preferred as opposed to not seeking any assistance and then finding yourself overwhelmed later if constructive action is avoided altogether and instead of preparing for what’s ahead, putting off needed action is maintained until too late.
Whenever the opportunity for honest self assessment is available, take it and if assistance is required of one form or another, seek it, you will be glad for having sought out this course of action as one success you never thought possible is gained and then another and so on but it will only start if that FIRST STEP IS TAKEN NO MATTER HOW LONG YOU HAVE WAITED.
Conclusion:
A skillfully managed and sound fiscally run Proprietorship is the desired objective in this “Holding Base” approach in case that fact has been lost on anyone caught up in their own agenda. That is why this opportunity is being taken to remind all that any and all actions not supportive of such a business approach will be eliminated. Improper pricing can be a “death nail” for a product, that is why the importance of this task cannot be overstated and/or those in whom this responsibility will be given realize how critical their functions are to their overall personal success specifically and the Proprietorship's generally as it cannot be stated any clearer. These individuals will come to realize that professional results are their primary objective, which will in turn be reflected in successful Proprietorship products and their duty is to bring any form of uncooperative conduct to the attention of senior management for follow-up action in order that their actions will be faultless in any follow-on action that is required. In closing, my recommendation is a reminder that all are involved in pricing either directly or indirectly and cooperation is required to achieve success, which is the ultimate objective. However, to those who will be involved in products Pricing specifically, adherence to strict professionalism will be your best course, knowing that following such a path consistently will lead to vindication in circumstances where others choose more questionable paths of conduct. To aid in this regard, if that business feature that can be utilized and was referenced in the previous organizational approach as a path to achieving a desired objective is required, (namely training), it will be utilized routinely to ensure that the importance of tracking ALL costs becomes second nature (or is instilled) to (in) staff.
James F. Brazant
Proprietor
Conservery/Cosvry/ClChs Bakery
5/18/2015
(see the Conservery Blog Page for the Proprietorship’s new mailing address)
Introduction:
This post updates and discusses details about the announcement regarding the “Holding Base” position of COMMUNICATIONS MANAGER to demonstrate and underscore the fact that unanticipated developments will not be allowed to impact the functioning of the Proprietorship because such developments, namely staff turnover typically takes place in all organizations and even though it would be ideal if all identified would consider themselves part of a larger “family”, regrettably we must part with some who choose to go their separate ways as is focused below,
COMMUNICATIONS MANAGER CHANGE:
Since it has been made clear that the former Maureen McDonald has chosen another assignment and has pointed out that she is committed to this “new” position, which will make it impossible for her to fill this role she was considered for and offered; this critical management position will be offered to one who was previously considered for and offered the position in the previous organizational approach, that is none other than the very talented, skillful and effective daughter of my late former colleague Fernando Tabak and his late spouse, Delia who was a very special and talented lady in her own right. Christine Tabak, the very skilled pianist who is at “home” with communications issues because this area of interest enabled her skill as a pianist to be more broadly disseminated to wider audiences, will be relied upon to design, development and implement the network required to ensure the smooth flow of information across all the “Holding Base” business areas, from its Main area of operation to those centers where the two main Divisions will be based up to and including all the Locations where the nationally based Coordinators as well as Marketing and Sales Consultants will be located. This very effective young lady who was being considered for the position of Marketing Manager In the new Organization will be replaced by another in order that she and her direct supports can assist the Proprietorship in this very critically demanding business area since the proper receipt and flow of unimpeded information is vital for the success of any efficiently run business in this information technology “driven” age. Christine will report to the Divisions Manager and will be considered part of the “Holding Base” staff but will be required to actively frequent all the area of operation and as needed the international Facility to implement the required network successfully.
Conclusion:
This post was focused on establishing that no unanticipated development, even when individuals choose to connect themselves to (or go after) other roles, will be permitted to impact the proper functioning of the Proprietorship because its in their own self interests“ to do so. The work of implementing and “fashioning” what is intended to be an outstanding investment business operation will continue until the desired objective is achieved, despite unplanned, potentially disruptive developments. Please join me in wishing Christine the best in this critical area of importance to the “Holding Base” business model.
James F. Brazant
Proprietor
Conservery/Cosvry/ClChs Bakery
5/18/2015
(see the Conservery Blog Page for the Proprietorship’s new mailing address)
Introduction:
After giving further consideration to some of the various announcements depicted in the posts INDEPENDENT MARKETING/SALES & DISTRIBUTION PROPRIETORSHIPS OPPORTUNITIES as well as SUPPLEMENTAL REORGANIZATION DETAILS, it has become clear that a change is in order to better reflect the Proprietorship's interests in effecting sound financial investment instruments as an end product, consistent with the critical overall objective, namely being known for outstanding investments as a whole. Please follow the below description for further details.
Positions/Business Opportunities Affected:
The previous Independent Marketing/Sales Proprietorship, based in the Hawaiian Islands and assigned to Michelle Obama is being reassigned to Jessie Mart, who will now become the Proprietor of this complex area and with her very direct professional style will be able to realize and produce the type of results desired in this unique market. As a result of this change, the position of REGIONAL MANAGER - COSVRY DEVELOPMENT (RM-CI) will now be filled by Michelle Obama who depicted in the post THE EXTREME IMPORTANCE OF THE COSVRY DEVELOPMENT (CD) DIVISION TO THE “HOLDING BASE” BOTTOM LINE, will bring the type of focus to the field based, Base Coordinators that will ensure their commitment to the primary role for, which they have been selected and assigned. Based on this assignment, the spouse of my former colleague, Curt Bock will now fill the critical role of GENERAL MANAGER - COSVRY DEVELOPMENT (GM-CD). She is very able to fill the void created by the previous reassignment and as a result bring the type of seasoned professionalism needed to this effect the type of attitudes needed to obtain the desired outcome for this business Division.
Conclusion:
It is hoped that with these changes, the type of commitment to the primary task at hand will be reflected a all levels throughout the “Holding Base” organizational structure to bring about the critical results required in order to bring the organization from drawing board to fully functioning business entity, efficiently and professionally by a attempting to match the best skills required with the available talents to best achieve the required results desired to effect outstanding investment vehicles that are second to none! Please join me in congratulating these very skilled individuals to the positions, which they have been selected for and assigned and I am confident that they will all strive to realize the best results for the Proprietorship goals as well as their personal development.
James F. Brazant
Proprietor
Conservery/Cosvry/ClCh Bakery
5/10/2015
(see the Conservery Blog Page for the Proprietorship’s new mailing address)
Introduction:
Even though it appears as if much more focus has been placed on the Cosvry investments (CI) in the postings, mainly due to the fact that a completely new product is being introduced versus a "known" entity, this does not in any way relegate its importance to the “Holding Base” business model. This post as indicted in the subject is intended to demonstrate why this area is indeed a very valuable and strategic asset, for this Proprietorship’s business model, please follow the below description.
The Intrinsic value of the CD Division:
The Basic structure of this division is completely different from that of the CI intentionally so, because in this section the delegation of responsibilities was intended to highlight the skills of those who was selected and entrusted with this leadership. The form of the organization selected, demonstrates that high regard exists for the abilities of those entrusted with senior management positions by the Proprietorship.
In Jessie Mart, a very seasoned professional was tapped to lead the day-to-day functioning of the development projects to be carried by the teams under her leadership in order that the focus of the Regional Manager would be dedicated primarily to ensuring that the strategically placed Base Coordinators throughout the contiguous 49 States are focused on the primary task at hand, namely securing additional bid projects, which can be translated into successful bid and eventually work projects for the teams. This expectation is still the main focus of these Coordinators, who for the most part will have the added responsibility of ensuring that the well-being of their dependents are addressed. It is for this reason the the roles of the Mobile Program Coordinators was envisioned and in this regard, their assistance should be utilized fully by those needing such resources.
When the teams are involved in their daily projects, it’s the Proprietorship’s expectation that Jessie’s role as the primary Manager will effect completed work that will be carried out efficiently, professionally and on schedule while exhibiting work output that demonstrates a very high standard of workmanship by her team members. The evidence of the success of this Division will be repeat bid opportunities from those for whom project work has been previously carried out. The role of these teams as “ambassadors” representing the CD’s “brand” can’t be underscored, because as their work output become more widely known and is known to be of a very high quality, this type of “advertising” can’t be purchased no matter how many dollars are made available for such activity by those whose work quality leaves much to be desired but who rely on “advertising” as the way to “purchase” reputations of being known for (or synonymous) with high quality products/workmanship. This type of track record will in turn translate into repeat bid offers for potential work projects that in turn will make the work of the Base Coordinators much more meaningful instead of more stressful if the CD teams were to become known for questionable workmanship.
Conclusion:
The case for having highly skilled Managers at the helm of this Division is very significant because of the potential impact such types can have on the project output and ultimately on the reputation their teams become known for as they become better and better known in the industry that doesn’t typically cater to ladies performing these types of traditional male-dominated roles. Therefore, you will become “standard-bearers” of sorts by default, known for competing alongside of and performing the same tasks that traditional types are performing and who aren’t on the work sites, as teams to perform the type of “lunch-wagon” catering tasks some would expect those of your gender to be performing exclusively. Furthermore, don’t expect the traditional types to be encountered to “make it easy for you”, their respect will have to be earned, time and time again, who will only recognize your commitment to the task at hand by the consistency of your output/work quality. As a result, a great deal is being expected of this Division generally and its senior Management in particular and it ‘s for this reason that the individuals who were carefully chosen for the roles assigned were awarded them. Jessie Mart and the spouse of my former colleague, Curt Bock, will lead this Division to greater and greater heights as they build on success after success, with professionalism, courage, character and determination as they overcome obstacles and hurdles on the way to achieving the Proprietorship’s critical goal, namely being respected as a sound investment choice in a sector dominated by traditional types.
James F. Brazant
Proprietor
Conservery/Cosvry/ClChs Bakery
5/8/2015
(see the Conservery Blog Page for the Proprietorship’s new mailing address)
Introduction:
This post is intended to highlight and discuss how the Sales/Marketing Proprietors are intended to work with their Distributor, the “Holding Base” and customers in order to generate sales and provide continuous support to their clients for the purpose of assisting them in an on-going basis. This relationship if handled appropriately will turn them into repeat customers. Please follow below.
The Business Arrangement Between Proprietors:
Using the Laura Bush Distribution Proprietorship, which will be based in Lancaster County, Virginia as an example, she in her position will purchase a determined number of the Cosvry Investment (CI) section’s “flagship” product, (based on the Sales/Marketing Proprietors projections). The “Holding Base” will in turn sell these products to the Distributor at a price based on the Proprietors providing “out-of-pocket”, upfront marketing and ad support to generate the prospective wholesales their customers. In other words, the Independent Proprietors will offer their products to potential clients based on providing specific targeted advertising/marketing support to aid in “driving” the potential customer interest with the unique marketing/advertising effort that’s needed with this product. For example, the three (3) sizes, which this product will be available in if used in a marketing arrangement would require approximately $12,000.00 of continuous support to maintain them in such a manner annually, in addition to the initial and on-going costs of maintaining them in the public setting (rental display space) needed to showcase them.
The Independent Sales/Marketing Proprietors will make the type of arrangements with their customers to elicit their financial support to offset the on-going marketing/ad costs incurred by them, whenever a predetermined amount of repeat product is ordered. Based on this approach, eventually all of the continuing marketing/ad costs will be borne by all their customers when it’s successfully marketed and advertised as their businesses grow and sales increase.
Once the Proprietors are paid after Laura’s distributes the products to the wholesalers, she will in turn be paid by the Independent Proprietors to complete the cycle. When the wholesalers repeat orders and or new customers are generated, the business process is repeated, starting with Laura ordering/purchasing new products and ensuring that the needed deliveries are carried out from her business end to the waiting clientele as their respective businesses become successful (with some becoming more successful than others because in life developments of this type naturally occur but hopefully comparisons in this regard will not take place as no two districts are identical), but all doing their best to attempt to become the type of successful entities they are capable of becoming with their determination, hard work and skills they all have as unique individuals.
Conclusion:
It is hoped that once all the various details are worked out and as the product is introduced, marketed and sold that a system will be developed between the Distributor and the Independent Proprietors to make their business relations very well coordinated such that any potential “kinks” can be and are worked out to ensure that the customers are not impacted by any internal issues with the potential to negatively impact the business operations. It will be imperative that these Independent Proprietors and the Distributing Proprietor work professionally to ensure that prospective customers aren’t confronted with any unprofessional interactions that could result in lost of sales/customers, which could be disastrous for start-ups. I’m confident that all those carefully selected individuals can rise to the occasion and will assist themselves and the “Holding Base” in achieving the critical goals required by all businesses that expect to compete and become successful in their desired objective(s), which in the case of the “Holding Base” Proprietorship is to become known for providing outstanding investment “vehicles”.
Sincerely,
James F. Brazant
Proprietor
Conservery/Cosvry/ClChs Bakery
5/7/2015
(see the Conservery Blog Address Page for the Proprietorship’s new mailing address)
