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global marketing

Posted: May 02, 2009 | Views: 534 |

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Global marketing The Oxford University Press defines global marketing as “marketing on a worldwide scale reconciling or taking commercial advantage of global operational differences, similarities and opportunities in order to meet global objectives. ” Global marketing Advantages and Disadvantages Advantages Economies of scale in production and distribution Lower marketing costs Power and scope Consistency in brand image Ability to leverage good ideas quickly and efficiently Uniformity of marketing practices Helps to establish relationships outside of the “political arena” Helps to encourage ancillary industries to be set up to cater for The needs of the global player The benefits of marketing over traditional marketing Reach The nature of the internet means businesses now have a truly global reach. While traditional media costs limit this kind of reach to huge multinationals, marketing opens up new avenues for smaller businesses, on a much smaller budget, to access potential consumers from all over the world. Scope Internet marketing allows the marketer to reach consumers in a wide range of ways and enables them to offer a wide range of products and services. E-. Marketing includes, among other things, information management, public relations, customer service and sales. With the range of new technologies becoming available all the time, this scope can only grow. Interactivity Whereas traditional marketing is largely about getting a brand’s message out there- marketing facilitates conversations between companies and consumers. With a two way communication channel, companies can feed off of the responses of their consumers, making them more dynamic and adaptive. Immediacy Internet marketing is able to, in ways never before imagined, provide an immediate impact. Imagine you’re reading your favorite magazine. You see a double-page advert for some new product or service, maybe BMW’s latest luxury sedan or Apple’s latest I Pod offering. With this kind of traditional media, it’s not that easy for you, the consumer, to take the step from hearing about a product to actual acquisition. With e-Marketing, it’s easy to make that step as simple as possible, meaning that within a few short clicks you could have booked a test drive or ordered the Pod. And all of this can happen regardless of normal office hours. Effectively, Internet marketing makes business hours 24 hours per day, 7 days per week for every week of the year. By closing the gap between providing information and eliciting a consumer reaction, the consumer’s buying cycle is speeded up and advertising spend can go much further in creating immediate leads. Demographics and targeting Generally speaking, the demographics of the Internet are a marketer’s dream. Internet users, considered as a group, have greater buying power and could perhaps be considered as a population group skewed towards the middle-classes. Buying power is not all though. The nature of the Internet is such that its users will tend to organize themselves into far more focused groupings. Savvy marketers who know where to look can quite easily find access to the niche markets they wish to target. Marketing messages are most effective when they are presented directly to the audience most likely to be interested. The Internet creates the perfect environment for niche marketing to targeted groups. Adaptively and closed loop marketing Closed Loop Marketing requires the constant measurement and analysis of the results of marketing initiatives. By continuously tracking the response and effectiveness of a campaign, the marketer can be far more dynamic in adapting to consumers’ wants and needs. With e marketing, responses can be analyzed in real-time and campaigns can be tweaked continuously. Combined with the immediacy of the Internet as a medium, this means that there’s minimal advertising spend wasted on less than effective campaigns. Maximum marketing efficiency from Marketing creates new opportunities to seize strategic competitive advantages. The combination of all these factors results in an improved ROI and ultimately, more customers, happier customers and an improved bottom line. Disadvantages Differences in consumer needs wants and usage patterns for products Differences in consumer response to marketing mix elements Differences in brand and product development and the competitive environment Differences in the legal environment, some of which may conflict with those of The home market Differences in the institutions available, some of which may call for the creation of entirely new ones (e. g. infrastructure) Differences in administrative procedures Differences in product placement.

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Real estate investment in Bulgaria ( tax detail ) by:- omega invest bulgaria

Tuesday, June 21st, 2011

Real estate investment in Bulgaria ( tax detail ) by:- omega invest bulgaria

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Home Page > Finance > Taxes > Real estate investment in Bulgaria ( tax detail ) by:- omega invest bulgaria

Real estate investment in Bulgaria ( tax detail ) by:- omega invest bulgaria

Posted: Jun 14, 2009 |Comments: 0
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Bulgarian taxes at a glance Corporate income tax 10% Personal income tax up to 24%1 Social security and health insurance 36. 4%2 of an insurance base between BGN 160 and BGN 1,400. VAT rates 20% (0% for exports; 7% effective rate for certain tourist services). Withholding tax 7% on: • dividends or liquidation quotas distributable to non-residents3,4, resident individuals or non-profit entities; 10% on: • interest, royalties, technical and management service fees and some other incomes payable to non-residents3. One-off taxes on certain expenses • 10% on representation expenses, some expenses related to usage of v ehicles for management purposes, as well as on social expenses provided in-kind. Bulgarian taxes at a glance Local taxes and fees Relate mainly to real estates, vehicles, donations, inheritance, and garbage collection. Excise duties Apply to alcohol, tobacco, some fuels and others. Customs duties Due on the customs value upon importation of goods. Environmental fees Include product fees on waste from packaging and fees on heavy fuel oil. Specific corporate income tax regimes Apply to collective investment schemes, licensed investment companies, specia l purpose investment companies, gambling businesses, and some others. Taxation of corporate profits Corporate income tax rate 10% on the taxable profit. Taxable profit Statutory accounting profit/loss adjusted for tax purposes. Statutory accounting Maintained in BGN on accrual basis. IFRS are gradually introduced as a basis for preparation of the financial statements of the companies6. Adjustments for tax purposes Expenses not related to the business activities or not duly documented, expenses related to impairment of assets, provisions for liabilities, revaluation reserve in certain cases, and others. Tax residency Companies are deemed to be tax resident in Bulgaria if they are registered in Bulgaria. Permanent establishments of non-resident entities in Bulgaria are taxed like resident companies. Tax allowed depreciation 4% to 50%, depending on the type of the asset under the straight-line depreciatio n method. Thin capitalisation Interest expenses may not be fully deductible if the debt/equity ratio of the company exceeds 3:1. Taxation of corporate profits Carry forward of tax losses Tax losses can be carried forward over the following five consecutive years. Foreign source losses may be offset only against taxable profit from the same source. Relief is introduced with respect to EU source losses, which may be offset against other source profits in certain circumstances. Returns To be submitted annually by 31 March of the following year (the tax year is the calendar year). Payment The tax under the annual tax return is due by 31 March of the following year. Advance payments are due on a basis determined by the law. Taxation of dividends and liquidation quotas Subject to 7% withholding tax when distributed to resident individuals, resident non-profit entities and non-residents (there is an exception relating to dividends distributed in the form of additional shares or increase of the nominal value of the current shares). Dividends distributed by a Bulgarian resident company to a tax resident entity in a EU Member state shall not be subject to Bulgarian withholding tax, under certain conditions. Profits distributed by a Bulgarian branch to its parent company abroad shall not be subject to Bulgarian withholding taxation. Generally, dividends distributed to resident companies are not considered as taxable income (except for dividends distributed by special purpose investment companies). Withholding taxes – non-residents Taxable income • dividends and liquidation quotas (please also see section Taxation on c orporate profits); • interest, royalties, franchising and factoring; • technical and management services fees; • income from usage of movable and immovable property; • capital gains from transfer of local real estates; • capital gains from transfer of financial assets issued by the State, a m unicipality or a local company7. Withholding tax rate 10% on the taxable income (7% on dividends and liquidation quotas, and exemption in certain cases). The withholding tax rate may be reduced under an applicable double tax treaty. Dividends distributed by a Bulgarian resident company to an entity – tax resident in a EU Member state shall not be subject to Bulgarian withholding tax, under c ertain conditions (including holding of more than 15% of the shares in the B ulgarian companies for at least 2 years). Payment When the payer is a Bulgarian resident entity or a sole trader or a permanent establishment of a non-resident, the tax should be remitted to the budget within three months after the month of accrual of the income by the payer (or the month of the decision for distribution of dividends and liquidation quotas). If the payer is neither of the above, as well as in case of capital gains from transfer of local real estates and financial assets, the tax should be paid by the beneficiary within three months after the month of receiving the income8. Withholding taxes – non-residents Application of double tax treaties A non-resident may benefit from a double tax treaty relief provided that an a dvance clearance certificate is obtained from the Bulgarian tax authorities f ollowing a specific procedure. Bulgaria has more than 60 double tax treaties in force, including with most E uropean countries, which generally follow the OECD Model. The Double Tax Treaty with the USA is signed and is expected to enter into force, as of 1 January 2008. Taxation of expenses 10% one-off tax is due on: • “social” expenses provided in kind to the employees (e. g. fringe b enefits p rovided to employees), except for food vouchers up to BGN 40 per e mployee monthly and voluntary insurance contributions (pension, health, unemployment and/or professional qualification, life insurance and life i nsurance related to an investment fund) up to BGN 60 per employee monthly; • representative and entertainment expenses; • some expenses related to use of vehicles for management purposes. Generally, the above expenses and the tax on them are tax deductible for the companies. Corporate tax incentives Reduction of the corporate income tax The corporate income tax due may be reduced: • by 10% of certain acquired fixed assets (applicable for companies operating within regions of high unemployment); • with the mandatory social security contributions paid by the employer with regard to the hired new employees within regions of high unemployment; • by 60% – applicable for agricultural production entities; • by 50% – applicable for social security and health insurance funds established by law, state schools and universities; • in other cases. Full granting back of the corporate income tax The corporate income tax due is fully granted back for investments and production activities in high unemployment regions, and in other specific cases determined by law. Restrictions for application of the incentives The application of the incentives listed above may be subject to additional conditions, including state aid admissibility restrictions. Specific corporate income tax regimes Scope Applicable for: • special purpose investment companies; • collective investment schemes; • licensed investment companies; • persons engaged in marine commercial shipping; • gambling businesses; • and some others. Exemption from corporate income tax Special purpose investment companies, licensed investment companies of c lo s e-en d type and collective investment schemes, authorised for public o ffering in Bulgaria, are not subject to corporate income tax. There are also some other exemptions determined by law. Personal income taxation Rate The maximum marginal tax rate is 24%, applicable to annual taxable income exceeding BGN 7,200. Scope Generally, taxable income includes received monetary income, “social expenses” provided in cash and benefits in-kind. Bulgarian tax residents are taxed on their worldwide income, while non-residents are taxed on their Bulgarian source income only. Tax residency In general, tax residency is determined on the basis of permanent domicile, more than 183-day stay in Bulgaria in any 365-day period and centre of vital interest in Bulgaria. The centre of vital interest is determined with regard to the individual’s personal and economic ties to Bulgaria and a number of factors are c onsidered in this respect, such as the family, possession of property, the place where the i ndividual performs his employment, professional or economic activity etc. H owever, if the individual has a permanent address in Bulgaria, but his centre of vital interest is outside Bulgaria, he may not be considered a Bulgarian tax resident. Relief Certain types of income are tax exempt, including incomes from specific o perations on the capital market, incomes from transfer of real estate under certain conditions, interest gained on deposits in local banks and branch offices of foreign banks, profits from gambling, payments received under the mandatory social security system, some benefits in-kind which are taxed at employer level, and others. Personal income taxation Some deductions apply to different types of income, e. g. mandatory national insurance contributions made at the expense of individuals, statutory deductions at certain rates (e. g. for free lancers, for rental income), and others. Some minor child allowances are deductible from the annual taxable base (BGN 420 for one child, BGN 840 for two children, BGN 1,260 for three or more c hildren). Donations to the Child Healthcare Fund are deductible up to 50% of the taxable income less other allowable deductions and mandatory payments. Donations r elated to culture are deductible up to 15% of the yearly income. Donations to other specific groups of individuals and entities/charities are deductible up to 5% of the taxable income less other allowable deductions and mandatory payments. Certain taxes levied abroad, may be credited in Bulgaria. There may be also relief for certain types of income under existing double tax treaties. Patent taxation Lump-sum taxation is applicable to certain small businesses run by individuals (with annual income below BGN 50,000). One-off taxes 7% one-off tax is due on: • dividends and liquidation quotas paid to a resident and non-resident i ndividual from a Bulgarian resident company. • dividends and liquidation quotas paid to a Bulgarian resident from a n on-resident company. • incomes from voluntary Life insurance schemes received after the t ermination of the Life insurance policy that has been contracted for 15 years or more. Personal income taxation 10% one-off tax is due on incomes receivable by non-Bulgarian tax residents from: • management fees and fees for technical services; • interest, royalties, franchising, factoring, scholarships; • rentals and disposal of real estate; • incomes from disposal of shares, bonds and other financial instruments. There are some exemptions from the above final tax for EU/EEA residents. 15% one-off tax is due on: • incomes from early redemption of voluntary Life, health and private pension insurance schemes. Personal income tax returns Submitted annually, by 30 April of the following year (the tax year is the calendar year). A 5% reduction of the outstanding tax is applicable when the return is filed before 10 February of the following year or is submitted electronically by 30 April of the following year. Individuals who have received only employment income from Bulgarian employers or income subject to one-off taxation are not obliged to submit annual tax returns. Payment The final payment of tax is due within the terms for submission of the tax return, i. e. 10 February or 30 April of the following year. Certain advance payments are due during the year depending on the type of the income and the status of the payer (e. g. on rental income, on management income, service fees). Social security and health insurance Contribution to the social security funds Generally, 36. 4%9 in aggregate – for the employer and the employee. This includes: • 18% – Pensions Fund • 5% – Additional Universal Pensions Fund10 • 3. 5% – General Illness and Maternity Fund • 3% – Unemployment Fund • 0. 5% – Guarantee Fund for Employees’ Receivables • 0. 4% – Occupational Accident and Professional Disease Fund • 6% – Health Insurance Fund Ratio of the contributions between employee and employer In 2007 the ratio remains 65% for the employer and 35% for the employee. The contributions to the Occupational Accident and Professional Disease Fund and the Guarantee Fund for Employees’ Receivables are fully for the account of the employer. Insurance base The gross remuneration less statutory expenses in some cases. The minimum insurance base varies between BGN 180 and BGN 851 per month depending on the economic activity of the employer and the profession and grade of the employee. The maximum insurance base is capped to BGN 1,400 per month. Social security and health insurance Social security treaties Under existing bilateral treaties foreign employees may be exempt from social security contributions in Bulgaria or contributions made in Bulgaria may be r ecognised in their home country, if particular conditions are met. As of 1 January 2007 the provisions of the EEC Regulation 1408/71 on social security are applicable to Bulgaria. The Regulation provides that the individual should be insured only in one Member State – in principle this should be the country where the individual physically works. In case of a temporary a ssignment/ posting abroad (in another EU – country) for up to five years the individual may continue to contribute to his /her home country social security system and be exempted from host country social security contributions provided he/she obtains an E101 form from his/her home country social security authorities. Value added tax (VAT) New VAT Act and Regulations for its application are in force as of 1 January 2007 following Bulgaria’s accession to the EU. Rates • 20% standard rate – applies to domestic taxable supplies carried out against consideration, intra-community acquisitions of goods and importation of goods from non-EU Member States; • 7% reduced rate – applicable only to accommodation provided by a hotelier as part of a tourist package tour. Exemptions • With credit (= 0% VAT rate) – including but not limited to: export supplies; international transport of goods and passengers including certain s upplies related to international transport; intra-community supplies of goods; sales of duty-free goods in duty-free shops, where such sale is considered export as per the Duty Free Trade Act; supplies of gold (except investment gold) to Central Banks of EU Member States; certain transactions related to i nternational trade, and specific supplies under international treaties; • Without credit – including but not limited to: transfer of land and limited property rights over land (excluding building land and attached land plots to new buildings), the rental of land and transfer of old buildings or parts thereof, the rental of buildings or parts thereof for residential purposes to individuals other than sole trader (an option to tax is available for these t ransactions); financial and insurance services; certain educational and cultural services; health services and some other specific supplies. There are also specific exemptions from import VAT and VAT on Intra-community acquisitions of goods. Transactions with place of supply outside Bulgaria that would be treated as t axable if performed on the territory of Bulgaria as well as provision of financial or insurance services to non-EU residents are entitled to VAT credit (related input VAT is recoverable). Value added tax (VAT) Reverse charge mechanism The range of supplies where the reverse charge mechanism applies is extended under the current Bulgarian VAT legislation. Some examples of supplies and services where the reverse charge mechanism applies where the supplier is neither registered for VAT purposes nor established in Bulgaria and the liability to pay tax is shifted to the customer which is VAT registered in the country are: • supplies of the so called “intellectual services” under Article 22 (3) of the VAT Act (e. g. supply of licences, patents, know-how, intellectual property rights, advertising services, consultancy services, provision and processing of information, etc. )12; • supply of intra-Community transport of goods, as well as services, related to intra-Community transport of goods by a supplier established in another EU Member State; • in case of a triangular transaction where the third party (acquirer) is r egistered for VAT purposes in Bulgaria and the conditions regarding t riangular transactions are met; • supplies of goods with assembly/ installation, provided by an EU resident supplier without a fixed establishment in Bulgaria; • supplies of natural gas or of electricity. Triangular transactions Triangular transaction is defined as a supply of goods between three persons r egistered for VAT purposes in three different EU Member States A, B and C, where the following conditions are simultaneously met: • a registered person in Member State A (transferor) supplies goods to a person registered for VAT purposes in Member State B (intermediary) who subsequently supplies these goods to a person registered for VAT purposes in Member State C (acquirer); Value added tax (VAT) • the goods are transported directly from A to C; • the intermediary is not registered for VAT purposes in Member States A and C; • the acquirer charges VAT as a recipient of the supply. The intermediary in the transaction is released from the obligation to register for VAT purposes in the EU Member State of the acquirer and is not required to charge VAT as the liability to charge VAT is shifted to the acquirer. VAT registration The mandatory VAT registration threshold is BGN 50,000 of taxable supplies c arried out in the last 12 months. There are no rules on group VAT registration. The threshold for registration based on intra-community acquisitions is BGN 20,000 in a calendar year. The registration threshold for distance sales is BGN 70,000 for distance sales with place of supply in Bulgaria carried out during the current calendar year or in the preceding calendar year. A taxable person performing distance sales of goods may choose to register before reaching the above threshold. Persons established in other EU Member States and supplying goods with a ssembly/installation in Bulgaria to customers non-registered for VAT purposes in the country are obliged to register irrespective of their taxable turnover. Each person that carries out independent economic activity can apply for v oluntary VAT registration before an obligation for registration on the above grounds arises (i. e. irrespective of thresholds). However, a voluntarily VAT-r egistered person may not deregister earlier than 24 months starting from the year following the year in which the VAT registration has taken place. Fiscal representation The appointment of a local fiscal representative is mandatory for foreign persons (including EU residents), except for those having a local branch. Value added tax (VAT) VAT returns and payments of VAT VAT is due monthly, by the 14th day of the following month. As of 2007 no a nnual VAT return shall be filed. Corrections of the VAT recovery coefficient for a r espective year are made in the VAT return for December. VIES declarations are due (by the 14th day of the following month) only in cases of effected intra-community supplies of goods and/or supplies of certain services during the respective month. Input VAT recovery VAT can be claimed in VAT returns and is recoverable within: • 30 days for persons who have effected zero rated supplies within the last 12 months exceeding 30% of the total value of all taxable supplies they have made in the same period, as well as by large investors that meet certain conditions; • 3 months (for offsets) and 45 days (for effective refund) – in all other cases. VAT refund to non-resident businesses Foreign entities with no legal presence in Bulgaria are entitled to VAT refund (according to Ordinances ? H-10 and ? H-11 of 24 August 2006). The scope of goods and/or services on which VAT is refundable has been considerably extended compared to the former rules. VAT incentive for large projects Investors authorised to apply the VAT incentive for big investment projects can account for VAT upon importation in the monthly VAT return (without effective payment of VAT). Intrastat An Act for the statistics of the intra-community trade in goods entered into force on 1 September 2006. New administrative requirements related to periodic filing of the so-called Intrastat returns were introduced. The physical movement of goods as a result of the s o-called “dispatches” and “arrivals” should be reported for Intrastat p urposes (i. e. movements and supplies of goods from/to the territory of Bulgaria, r espectively to/from EU Member States). The filing of Intrastat returns is obligatory only for persons that are VAT registered in Bulgaria and exceed the reporting thresholds for arrivals and dispatches. The filing deadline is the 10th day of the month following the month in which the arrivals or dispatches occur. The only exception is when the threshold is exceeded during the current year. In this case the deadline is 20th of the month following the first period for which an Intrastat return is due. The thresholds for 2007 are BGN 100,000 for arrivals and BGN 150,000 for d ispatches per annum. The thresholds are reviewed annually. Excise duties Scope Excise duties are applicable to certain products listed in the Excise Duties and Tax Warehouses Act (e. g. beer and spirits, tobacco products, petrol and diesel fuel, heavy oil, coffee, certain types of cars, and electricity). Rate Excise duties are charged as a flat amount in BGN per unit or as combination of flat rate and ad valorem component. Tax warehouses and deferred payment of excise duties The productions of some excise goods (tobacco products, alcohol and energy products, with small exceptions) should be carried out only in tax warehouses. Excise goods may be imported, processed and stored in tax warehouses, as well as transported, under a deferred payment regime. Customs duties As from 1 January 2007, Bulgaria is applying the EU customs legislation directly. The applicable rates are percentages of the customs value (the transaction value increased by certain costs). Reduced rates apply on imports of goods from c ountries to which EU gives preferential tariff treatment. Goods can be imported into Bulgaria under customs regimes with an economic impact (e. g. bonded warehouses, inward processing, processing under customs control). Procedures for post-clearance control aimed at facilitating the application of simplified customs procedures remain in place. Environmental fees Product fees on the waste from packaging Companies releasing on the market packed goods are obliged to utilise or burn in waste-to-energy plants at least 38% of the weight of packaging waste. The minimum part will gradually reach 60% by 2014. Certain quantities of the waste from packaging should be recycled (the q uantities are based on the type of packaging material). If the above requirements are not met, product fees based on the type of material and the weight of packaging should be paid. The Companies may fulfil their waste management obligations by participating in organisations for collective waste management. Waste from electrical and electronic equipment (WEEE) Ordinance for the requirements for release for circulation of electrical and e lectronic equipment (EEE), treatment and transportation of waste EEE (WEEE) implements EC Directive 2002/96/EC (also known as “The WEEE Directive”) in the Bulgarian legislation. The Ordinance prohibits the release for circulation of EEE not meeting the explicit requirements for contents of harmful substances. Producers and importers of EEE are obliged to reach certain targets for separate collection, recycling, reuse and disposal of WEEE. This obligation could be fulfilled individually or through c ollective schemes. In case the producers and importers fail to meet the targets they will be obliged to pay product fees, calculated on the basis of the weight and the type of the EEE released for circulation by them. Local taxes and fees Real estate tax 0. 15% on the tax value of the real estate annually. Transfer tax 2% on the value of the transferred real estate or motor vehicles (subject to certain exemptions, e. g. contributions in kind and acquisitions under the Law on p rivatisation and Post-privatisation control). Vehicle tax Depends on the type of vehicle (e. g. passenger car, bus, cargo truck, construction vehicle, ship, aircraft). The vehicle should be registered in Bulgaria. For example, the tax is BGN 112 annually for a passenger car not older than 5 years with engine power of 100 h. p. Donation tax 5% of the value of the donation or on a written-off liability (lower rates are a pplicable for donations to relatives; donations made to relatives of direct line and to a spouse, as well as common presents are exempt). Inheritance tax The tax is levied on property exceeding BGN 250 thousand (EUR 128 thousand) and amounts to 0. 7% for property inherited by brothers, sisters and their children, and 5% – for other heirs. Property inherited by a spouse or heirs of direct line is exempt. Local fees The fees for certain municipal services (e. g. garbage collection) are determined separately by each municipality and may vary.

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For An Effective Marketing Collateral

Sunday, June 19th, 2011

For An Effective Marketing Collateral

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For An Effective Marketing Collateral

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For marketing to be effective, you need to have a strong communication tool to convey your message to your target clients. The impact that you provide your target audience depends on how you design and package your offer so that they would be enticed to take it right away. It’s all about making it easy for your target clients to understand what you have to say. Here are some effective marketing strategies that you can employ for your marketing campaign such as your booklet printing:Limit and maximize your scope. This means working to maximize your space by limiting the scope of your message. If you want to emphasize an idea or information in your print booklets for example, the way to do it is to limit your message to one main idea or product. This way, you can better provide more information to stress your message in your booklet printing. By limiting your message to one idea, you can develop it in a way that you get the response you want from your target clients. You can emphasize the value of your offer by focusing and concentrating your design and information to support that particular message. Clarify your message. This should be every marketer’s objective – keep your message simple and sweet. Don’t make it hard for your target audience to understand your sales pitches. And don’t ever make the assumption that your readers will get to know your products and services with your words. Always when writing your message, consider how you’re going to make it easy for your readers to understand your message so they would want to buy your product or avail of your service right away. What’s the next step?Always define what your target audience should do after reading your message. Do they need to call you? Visit your shop or even click on your website? You need to make it clear to them the next step that will support your overall marketing campaign. A Strong Yet Realistic Call-To-Action. This then leads us to providing your target readers with a strong and clear call to action that is also realistic. This is the ultimate conclusion to your content in your print booklets. You tell your readers what to do next and getting them to move their butts to make that call. Hence, it’s crucial that you make it clear, simple and realistic. The objective is to help your readers to do an easy job of your expected action from them. The more you’re able to spell it out in the simplest way possible, the better it is in getting your readers to act right away according to your will. Finally, provide a tracking method to measure your impact constantly. You won’t know how well your marketing campaign is doing unless you test and measure the results. So make sure you’re utilizing the best strategy for your business by determining whether your campaign is successful or not.

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Modernizing Legacy Systems

Sunday, June 19th, 2011

Modernizing Legacy Systems

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Modernizing Legacy Systems

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INTRODUCTION Corporations have over the years, deployed a diverse mix of software and hardware applications to gain competitive advantage. Rapid advancements in IT, combined with evolving business needs, have resulted in contrasting IT environments across enterprises. At one end of the spectrum are open architecture applications that leverage on the potential of the of Internet, while the other end comprises traditional, close-ended, legacy software. corporate data still resides on legacy Some market research estimates indicate that more than 70% of systems. Hence the successful management and re-deployment of legacy systems to meet tomorrow’s business needs is the major challenge today. This white paper will help organizations understand the issues involved in effective management of existing legacy systems. LEGACY APPLICATIONS DEFINITION A legacy system typically consists of large applications that access voluminous data stored in legacy database management systems running on mainframes or mid-range platforms. These systems made economic sense when they were developed. The functionality of these systems was unquestionable at the time of installation. However, as technology and business needs evolved they have become complex and uneconomical to maintain. As the enterprise has invested a considerable amount of time and money in these systems, these investments cannot simply be written off. PROBLEMS ASSOCIATED WITH LEGACY APPLICATIONS In their current state, most legacy applications have several challenges associated with their functioning and maintenance. A few of the typical challenges are enumerated below: . Legacy systems are built for internal, enterprise-wide usage, while today’s business demands that they be exposed to new, external entities. The focus was almost always on internal business logic. . These applications are inflexible. They are not modular thus segregation of presentation, business and database logic consumes critical resources. . The lack of documentation and skilled manpower make any modification an ad-hoc process and not a holistic one. This can lead to crashes and breakdowns in unpredictable parts of the system. Efforts to address these challenges have been piecemeal, and have had limited impact. The combination of new systems and retrofitted older ones have ompounded the problem. Adoption of new technology and languages has often been only for technology’s sake. Finally, the need to deliver application functionality via new channels like mobile devices, with differing transaction approaches add to the problems of successful legacy modernization. BENEFITS OF LEGACY APPLICATIONS Organizations continue to use legacy applications on account of various reasons. Some of the benefits perceived by organizations are: . Legacy systems were developed for, and still run, mission-critical applications. . A large number of users utilize the system. They are very familiar with the functionalities of the applications, including look and feel. They have also gained a complete understanding of the strengths and limitations of the system. . The underlying hardware and software of such legacy systems is time-tested and very reliable. The applications themselves have evolved over a few decades and behave very predictably. These factors contribute to the continued usage of legacy systems. However, effective modernization of these legacy systems will ensure that these benefits can be amplified at minimal expense. CHANGING BUSINESS REQUIREMENTS AND LEGACY APPLICATIONS Economic and political conditions over the last few years have resulted in several emerging challenges for technology organizations. . Time to market is going down. Organizations are moving from 18-month project cycles to 6month project cycles. . New products and services are being introduced in rapid succession. . With globalization and deregulation, the need for flexible systems that can synchronize with rapid business shifts has become crucial. . Organizations are mapping cost controls to appropriate service expectations. Such dynamic considerations have made it imperative for organizations to assess the financial viability of their IT portfolio, so that they can leverage the advantages of new-age languages and optimize returns on investment on existing applications as well. Business leaders must consider following strategic issues when evolving beyond legacy systems: Total Cost of Ownership -Typically, the Total Cost of Ownership (TCO) of keeping a legacy system running can be very high as compared to the cost of running a more up-to-date system. The TCO of a system includes components like operations (hardware, system software), production support, and application maintenance. The lines of code, quality of documentation, and the way the application is structured directly influences costs of the system. Industry experience suggests that maintenance costs drop by as much as a factor of 3 after a legacy system is transformed. This is indeed possible if the newer system is better structured, better documented and has optimized code. Productivity -A legacy system typically owes its stability, scalability and reliability to the underlying mainframe platforms on which it is deployed. Any approach to modernizing the legacy system should recognize this and develop a solution accordingly. Modernizing legacy does not imply migrating away from the mainframe platform in its current manifestation, but optimizing the existing system for enhanced performance. Flexibility -The technologies used in a legacy application often do not integrate well with newer technology application components that have been subsequently developed. But the main flexibility loss arises from the fact that the applications are monolithic — unlike the more recent multi-tiered architectures where the presentation and business logic are separated. Multi-tiered architectures allow for greater flexibility and changes can be effected quickly. Architectural rigidity is one of the primary reasons that several organizations prefer to re-architect the legacy application, even while retaining the underlying platform and language. A transformed application makes for a multi-tiered, adaptable system, allowing easy integration of newer technology. Knowledge Availability -Programmers adept at COBOL, PL/1, Assembler and several other legacy languages are a vanishing tribe. These programming languages are no longer taught in computer science courses at schools and training institutes – hence, without considerable re-training, it is difficult to create these skills in-house. The same problem holds true for database technologies used. In the past, hierarchical and network databases were very commonly used, whereas recent applications work with relational databases. Last but not least, documentation in respect of the application’s functionalities is almost always inadequate, and only a few people possess complete knowledge of what the application does. Extinct Vendors -In many reported cases, the company that originally developed the application is no longer in business. That leaves their customers in a very precarious position because most often the language used to develop the system is already obsolete and no longer supported. Additionally, the system has usually been heavily customized, and there is no proper documentation maintained. This is also the main bottleneck to implementing enhancement and changes to the application. Hence, whenever such a system has to be taken over for maintenance, it requires a high learning curve. This period can vary from 2 months to 6 months depending on the complexity of the system. Only after getting familiar with the system can a third-party be able to carry out an effective maintenance job. Alignment with Business Goals -Some CIOs certainly do wonder whether it is worthwhile to spend on maintaining and upgrading a legacy system. In reality, such outlay can produce a healthy return on investment should not be considered as mere running costs. There are three distinct types of maintenance costs: preventive (e. g. Y2K, Euro), adaptive and breakdown. Preventive and breakdown maintenance expenses are necessary to keep the system running, so the costs allocated to these can be said to be running costs. Adaptive maintenance commonly refers to enhancements or upgrading. This maintenance, though piecemeal, does improve the functionality, accessibility, and provides good business value. Unfortunately, most enhancement requests take a back seat as most budget allocations being consumed by preventive and breakdown maintenance. Improved returns on investment can be obtained only by undertaking a sizable upgrade, and that too when the business needs it the most. Proper planning and Return On Investment (ROI) analysis should be done for legacy upgrade to know whether value accrues from increased returns or reduced TCO (maintenance, infrastructure and operational costs). ALTERNATIVE SOLUTIONS Organizations moving away from legacy systems must adopt a financial viable solution that meets strategic business needs. There are various options available to the CIO when metamorphosing from legacy systems to more contemporary platforms. Functional Extension -Functional Extension is useful when the legacy application possesses adequate business logic, but needs additional functionality. Functional Extension refers to closing the functional gaps in the legacy application by reengineering the existing application or by integrating it with other application. Technical Extension -Technical extension is useful when existing legacy applications have high operational costs and there is a strong need to share the business capabilities with partners/suppliers. One of the key drivers for technical extension is a need to web enable the legacy application. Technical extension covers activities like: . Code cleansing / optimizing . Componentization . Development of wrappers . Legacy Integration In both the functional and technical extension, the processes and business rules are preserved while critical components of the application are converted and adapted. Migration -Migration becomes an important modernization option when the legacy application has adequate business rules, but requires higher scalability and interoperability. This option is also useful, when it is difficult to separate logic from persistent data and presentation layers. . Selection of targeted programming language/platform/database . Code migration . Database migration . Deployment migration Replacement -Replacing the existing legacy application with a generic off-the-shelf product or rewriting it under a new programming environment is another option. Replacement would accrue benefits similar to re-engineering and is vulnerable to similar disadvantages. There is also the danger of overlooking important business rules that constitute the heart of the legacy application. SELECTING SUITABLE SOLUTION The selection of any of these four options would be based on an extensive analysis of the application portfolio around various application parameters, some of which include: . Functional suitability . Availability of various features . Scalability . Interoperability . Maintainability . Reliability . Availability of standard solutions (OTS Products) . Ease of use . Level of documentation available . Accessibility . Support available from platform/technology vendor . Applicability of Enterprise Architecture policies and standards Portfolio analysis around these parameters will help analyze the applications based on functional gaps and technical gaps within the applications. Once the portfolio analysis has identified the functional and technical gaps, each application can be placed in one of the 9 blocks, shown in the following analysis grid. This will help in identifying a suitable modernization strategy for the application. Portfolio analysis is the most critical aspect of the overall enterprise application modernization exercise and hence there should be a tool-based approach that would remove, to a great degree, subjectivity introduced by a pure manual approach. LEGACY EXTENSION (FUNCTIONAL AND TECHNICAL) WHAT IS LEGACY EXTENSION? Legacy Extension bridges the gap between legacy and strategic architectures. It augments noninvasive integration and other project options. Legacy extension is cost-effective, time-efficient and risk adverse. The extension process consists of understanding and documenting the existing system; decomposing the application into data, presentation and processing logic; creating and extracting reusable components; and if desired, converting the legacy code into Web compatible languages. ADVANTAGES OF LEGACY EXTENSION Extending a legacy system offers organizations a number of distinct advantages including: 1. Up to 40% reduction in maintenance costs, with enhanced understanding of the functionality of your applications. Optimized cost of ownership of transformed system and reduced overall costs (inclusive of new resources, training and maintenance). 2. Leveraging current business processes and modern technology. 3. Improved access to the system through re-deployment and re-orientation of existing hardware and software resources. Anytime, anywhere, secured access to users and customers. Easy access to users over the Internet since no additional hardware or software is required to access the application. User-friendly interface that requires minimal training / re-training. 4. Shifts dependence of maintenance activities from few individuals to transparent processes and tools. Ease of maintenance from a Programming / Maintenance group perspective. 5. Comprehensive documentation of system with complete knowledge of processes. 6. Ease in deployment and enhancement of functionality. METHODS OF LEGACY EXTENSION Legacy systems typically consist of billions of lines of code in myriad traditional languages. The extension process involves scanning code, extracting business logic, removing dead code and arranging modules into logical components. Skilled programmers can execute these activities manually. However due to various time, cost and risk implications of manual intervention, tool-based extension is a faster, easier and more cost-effective option. TOOL-BASED APPROACH TO EXTENSION The demand for rapid application development, along with significant advances in software development automation, has resulted in the creation of tools that automate and aid in the process of legacy extension. In legacy systems, a single program performs multiple functions, or multiple programs may perform a given function. Understanding all operations executed by a function is a difficult task in terms of magnitude, effort and complexity. Several programs may have to be analyzed to completely understand a single function. This method is time consuming and prone to error. ADVANTAGES OF USING A TOOL Tool-based extensions can prove to be advantageous in: 1. Extraction of business logic – A tool can extract the business logic related to the functionality, from all the programs and make the entire functionality available in the form of a business rule repository. With the automation of functional analysis, the developer can spend more time in optimization and componentization of the code. 2. Extraction at system and functional levels – A tool can extract business logic at a system level as well as functional level. Deploying a tool ensures that the complete business knowledge is extracted from the system, while providing an accurate picture of the application(s) functionality. 3. Pictorial depiction of system flow – A tool can also provide a pictorial representation of the system flow, and highlight various modules in the program. This offers the developer a better understanding of the system. Tools can also be used for data migration efforts, whereby it is possible to model data for the target system. This is very useful in cases like VSAM to RDBMS conversion. Typically, a tool-based approach to legacy extension involves the following steps:Baselining the Inventory -1. Tool captures a module-wise inventory. 2. Missing routines, programs etc are reported. For example, program A invokes another program B, and program B does not figure in the program inventory. Program B can then be imported into the tool inventory. 3. The cycle goes on till the inventory is complete. 4. Redundant programs, i. e. the programs that are not referenced by any other programs are identified and ignored. Planning and Scheduling -1. Imported programs are analyzed for their complexity. Different tools use different algorithms for determining the complexity. 2. The complexity analysis helps in effort estimation for extension of the programs and further planning & scheduling of necessary activities. Generating the Process Flow -1. The tool generates a process flow for a transaction. 2. It highlights the cross-reference and interdependence between programs, batch jobs, modules, etc. 3. The visual representation provides a better understanding of the system at macro and micro levels. Data Modeling -1. The tool generates an “as is” data model of the current system. 2. This model can be further normalized and optimized to suit the client’s requirements. 3. This data model can be exported for direct utilization by standard tools such as Rational Rose, ERWIN, etc, to create the target database. 4. The model can also be used to create a DDL for the target database. This feature adds more value when transforming from VSAM datasets to RDBMS. 5. Dependencies and relationships between the various entities can be modeled using graphical interfaces. 6. In most cases, the back-end can remain unchanged. Knowledge Mining and Extension -1. Complex rules are split into independent atomic rules. The extracted rules are reviewed and validated against the code and the current functionality. Redundant code is weeded out. 2. “Use Cases” are designed and appropriate business rules are associated with them, thereby building up the components that get translated into software in the target language. A component can consist of more than one function. The design of the components is dependent on the target architecture and infrastructure. Deployment -1. The re-architected application is exposed to internal users for testing its functionality. 2. The software generated is implemented on the target platform. PATNI APPROACH VALUE-ADDED MAINTENANCE Patni believes that the best way to service a customer’s need is to imbibe the processes prevalent at the client’s site and blend them with Patni’ s development tools, processes and methodologies. This approach enables Patni to provide the “best-fit service processes” that add value to the client’s IT operations. Patni has a ‘Center of Excellence’ for Legacy Modernization. The focus of this group is to: 1. Provide in-house consulting and set benchmarks for a range of Legacy technologies. 2. Identify ‘value-add’ tools, processes and methodologies, and facilitate their usage at client sites. 3. Provide “proof of concept” and formulate solutions in e-Business, Legacy modernization and Application Management. 4. Provide cost-effective solution transfer services to Delivery Units, using a judicious mix of onsite-and offshore-based highly skilled IT professionals. The Legacy Modernization Center of Excellence possesses expertise in executing projects on a variety of legacy platforms such as IBM mainframe and AS/400, Vax/VMS, HP 3000/MPE. NON-INVASIVE Patni believes that any extension of legacy systems should be as “non-invasive” as possible. As described earlier, Re-facing, Re-engineering and Replacement are the three strategies of migrating from legacy to newer platforms. These range from the “cosmetic” to the “highly invasive” methods used by vendors of specific tools and technologies. SCOPE CUSTOMIZATIONBased on our extensive consultancy experience, Patni scopes out a cost-benefit classification. On the basis of their study, our analysts categorize applications into one of the four categories: Upgrade / Replaced -Application that do deliver strategically significant functionality, but have a high cost of retention, have to be retained. However, they are candidates for cost reduction through technology upgrades or through exploitation of other systems. If exploitation of Quadrant 4 (Export) systems makes it possible to replace these systems, these applications will effectively move into Quadrant 1 ( Retire) Retired -Applications that do not deliver any strategically significant functionality, but have a high cost of retention, are poor value for money. system that have been semiretired, or are used for historical data reference only, would be included in this category. Retain -Applications that do not deliver any strategically significant functionality, but have a correspondingly low cost of retention, are best retained on an “as is” basis. There’s not much to be gained from retiring them, as they have a low cost of retention — nor is there much to be gained from any further investment of time or effort. If exploitation of Quadrant 4 (Exploit) system makes it possible to replace these systems, these applications will effectively move into Quadrant 1 (retire). Maximize Utilization -Applications thet do deliver strategically significant functionality, and also have a low cost retention, appearto offer good “Valu for money ” and should be utilised as extensively as possible. Exploitation could result in making other (Quadrant 2 upgrade/ replace) and Quadrant 3 (Retain) systems redundant, thus effectively moving them to Quadrant 1 (Retire). High Low Strategic value High LEGACY APPLICATION EXTENSION PROCESS Steps: 1. Legacy Understanding: Documenting existing system. 2. System Decomposition: Application is broken into data, presentation and processing logic. 3. Componentization: Create and extract reusable components. 4. Extension: Convert legacy code into Web compatible languages. Any legacy extension will require the right tools and the right approach. Patni has strategic alliances with some of the leading “legacy modernization” and “Web-enabling” tool providers in the industry. Rich experience, customer-orientation, state-of-the-art development tools, processes and methodologies enable Patni to provide the “best-fit service processes” that add value to the client’s IT operations. CONCLUSION 1. More than 70% of corporate data still resides on legacy systems. 2. Large corporations have invested considerable resources on these systems. This investment cannot be written off. 3. Legacy systems were developed for, and still run mission-critical applications. 4. In their current state, most legacy applications have several challenges associated with their functioning and maintenance. 5. When evolving beyond legacy systems, business leaders must consider strategic issues such as: . Total Cost of Ownership . Productivity . Flexibility . Knowledge Availability . Extinct Vendors . Alignment with Business Goals 6. Various options are available to the CIO when migrating from Legacy systems to more contemporary platforms: . Functional Extension . Technical Extension . Migration . Replacement 7. Any extension of legacy systems should be “non-invasive. ” 8. The extension process consists of understanding and documenting the existing system; decomposing the application into data, presentation and processing logic; creating and extracting reusable components; and if desired, converting the legacy code into Web compatible languages.

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Tags: Legacy, Modernizing, Systems
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Problem with rifle scope?

Saturday, June 18th, 2011

I hаνе a simmons All Target Variable scope. I wаѕ adjusting fοr windage аnd elevation, bυt I noticed thаt thе cross hairs mονе іn reverse? If I want thе impact tο gο down, I hаνе tο mονе іt up. Cаn anyone tеll mе hοw tο fix thіѕ?
Momma – I hаνе tο give more details, wat уου ѕау іѕ trυе. Bυt whеn уου unscrew thе adjustments caps іt іѕ labeled wіth left οr rіght, up аnd down. Whеn I turn thе screws ѕау down thе cross hais mονе up???

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KOAT “Brands” the Tragedy … Poorly

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Article writing: Passion or Profession

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Writing is a passion for many people in this world. There is a vast scope for writers to show their skills and get published in the information arena of World Wide Web. One just need to find out what the market demands lately and deliver his passion with a direction in such a manner that it can serve to satisfy the passion as well as provide you cozy returns in terms of value of your time spent writing articles. In today’s world internet marketing there is an apt craze for finest quality articles which are to be used as a mean to generate quality back-links. Back-links to any website are considered precious and are the vital strings to provide reputation to websites. In the present world there is an apt demand for quality contents and websites are in regular search of professionals to get unique and qualitative contents to satisfy their demand. This accentuates a vast scope for quality article writers to earn a decent income. It can bring a world of opportunity for you if you have such a passion. Ask any website content writer about which is the most difficult article he has ever written? And the answer comes as the very first article which he has written and got published. Yes, pertinently this is the first article which is the most difficult one to come up to the expectations of the demands of the website or any online publisher. Writing for passion is just writing without any particular direction. You have a theme and you write around that idea to satisfy your thoughts. There is only one objective you want to satisfy your own thought. Such writings produce outcomes those may or may not be likes by others. The people who write to satisfy their passion are normally persons like poets, story and novel writers. Writing for profession is somehow writing with passion and with a particular direction. The professional writers provide a direction to their thoughts and write to satisfy their targeted readers. The basic difference between the former form of writers and the later is that one writes to satisfy his self and the other writes to satisfy others. This borderline of differential writing caters to a degree of professional approach. Many a times writing for passion can be reverberated with a professional approach. Any passionate writer need to search for people’s interest and write according to people’s choice. This creates uniquely different and qualitative writings those help the targeted audience to find their scope of knowledge and information. With a professional guidance to the structure and content preposition with knowledge of keywords and their use, any writer can bring out a professionally appreciable content. Writing is a skill that can be groomed with proper directives and guidance. The base remains same; you have to understand the words to write your whole theme. With a proper focus on clientele and the targeted readers’ choice you can draft out some unique and creative content. To sum up, article writing can serve as a passion as well as a profession. The passion is required for writing and without passion you can’t be self-motivated to write continually. If you can provide proper direction to your passion for writing with a blend of readers’ choice, you can be surely benefited as a professional writer. Writing is a creative task and every one on this earth is not burn with this skill. So if you have this skill you can utilize this become a professional writer with a little guidance and research.

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Tags: article, Passion, Profession, writing
Posted in target scope | No Comments »

What is a good ar15 scope for “sniping”?

Monday, June 13th, 2011

I want tο dο ѕοmе descent range target shooting аnd really improve mу accuracy wіth mу 5.56mm ar15. I hаνе a 16″ barrel. Whаt scopes ѕhουld I bе looking аt fοr ranges between 150-300 yards (οr more)? thanks!

Tags: AR15, good, scope, sniping
Posted in target scope | 9 Comments »

savage 93 17hmr

Saturday, June 11th, 2011

јυѕt gοt thіѕ. gοt іt frοm bass pro shops. іt hаѕ a red pursuit 4-16×40 target scope οn іt.

Tags: 17hmr, savage
Posted in target scope | 1 Comment »

sawed off 22lr

Saturday, June 11th, 2011

now whο’s gonna bе thе 1st tο test іt? NOT ME! haha іtѕ pretty safe,.. i thіnk.

Tags: .22lr, sawed
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