What Are FSA Employment Checks?

The pre employment background checks are the standard procedure for hiring in almost every successful organization. The FSA checklist is a useful tool to use for verification and better assessment of the potential employees.

The Key FSA Employment Checks include the following areas

1- Past Employer Reference

2- Education Document Authentication

3- Character Reference

4- Identity and Address verification

5- Credit History and similar issues

6- Criminal History

7- Directorship History (where applicable)

The FSA Employment checks include some few key steps like the cross verification of the references being provided. It depends upon the nature of the job for which person has been selected to really seek the back ground reference checks. For the person being considered on sensitive jobs, this reference can be started right from the first employment.

The verification of the Education credentials is done too; the universities or the institute where the person has graduated is asked for the authentication of documents too. This is important step if you are hiring a person from another country. Although there are certain degrees that might be accredited for being equal to U.S. degree, but most of the time gaps can be there regarding the whole study curriculum being out dated.

The FSA Employee Checklist is important also as the CVs tend to over state and include a lot of information that might not be true, so better find out this before hand then later. The checking of relevant professional qualifications and licenses is important step for assessing the candidate capabilities in true light.

The character checks has significance too, as this verification alongside the criminal record or ID background can confirm the social standing of the employee easily. The directorship information can determine the candidate ability in so many others light also. There are some important clauses that can affect the selection process very easily in case of the director ship being involved so it’s important where applicable.

Wholesale Fashion Jewelry – 5 Shortcuts to Retail Success

Something in the human spirit is always itching for independence and this itch translates to a constant flow of new entrepreneurs that so often gravitate towards fashion jewelry. What is so irresistible about this accessory? Beyond the high profit margins that wholesale fashion jewelry can open for retailers lies an intrinsic beauty that creates truly wearable art. Yes, wholesale fashion jewelry offers plenty of profit potential that enables retailers to turn small investments into the longest mark-up in the fashion industry, but the magic of fashion jewelry’s beauty stops consumers in their tracks and this magnetic attraction, more than anything else, brings the entrepreneur into retail sales specializing in jewelry.

Many of these new fashion jewelry businesses begin on the simplest level with retailers buying wholesale fashion jewelry and presenting it to friends and co-workers. Easy sales and new found profits ignite a fire to grow the business, but what step comes next? As a twenty-five year veteran of the wholesale fashion jewelry industry, I have seen business after business start in this way and often grow to become the major supplier of fashion accessories in a community. The learning curve never ends as fashion jewelry evolves as well as retail tactics, but some things never change and these key techniques will have positive impact on your fashion jewelry business.

But first, how are you going to sell your treasure of wholesale fashion jewelry? Outgoing personalities love the active sale. Visit businesses, do parties, set up in flea markets or craft shows, and bubble over with enthusiasm as you introduce stunning fashion jewelry to consumers. All they need is a crowd and permission to set up. Bingos, festivals, school picnics, car shows, sporting events-the list is endless. Overhead is low and actually stops when not engaged in sales activities. But so does sales, so many prefer brick and mortar businesses with a higher overhead, but continuing business even when you’re not there.

The quieter, methodical personality may not be up to this bubbling enthusiasm and choose a passive sales mode. Successful businesses often build without the entrepreneur ever engaged in active sales to the consumer. They connect with beauty shops and other locations to provide fashion jewelry on consignment with the owner profiting as well as the entrepreneur. Methodical personalities think out the details like how to handle shrinkage of missing items with no sales recorded. Increasing price and lowering consignment fees compensates for losses when fashion jewelry has open exposure that can result in more shrinkage. The flip side is reduced sales in secure environments like showcases or behind the counter, which reduce shrinkage, but unfortunately, also sales.

Okay, both personalities have a selling method they are comfortable with and both can expand their business with online marketing by working on websites while their sales support them as the websites grow, climbing higher in the results of major search engines. But what about the 5 shortcuts to retail success? They boil down to pricing, selection, presentation, knowledge, and benefits.

-First comes pricing the wholesale fashion jewelry. New entrepreneurs often feel shock waves as they see the wholesale cost compared to retail prices they paid as consumers. The first temptation is undercut all the competition. Stop there!-because fashion jewelry is cyclical and low prices generate low profits that don’t carry retailers through the tough times. Do you want to spend all your earnings on restocking wholesale fashion jewelry and covering overhead? Of course not, you want to grow your business and make a profit and pricing is important.

Retail uses a term called keystone-a nice word for doubling the wholesale price. Make keystone the minimum for mark-up in fashion jewelry and look for the items that give you room for far longer mark-ups. The upside has no rules. Let your intuition guide you because prices can always come down, but it is difficult to go up.

-Next comes selection and this is a factor that major retailers like fine department stores are always struggling to get right. Stroll through one and you will see they have reduced staff on the floor so selection often has to sell itself. The fine department stores need “no miss” choices and have resources, forecasts, statistics, and trained buyers to make these decisions. Small retailers don’t need to be discouraged because this isn’t rocket science and you are closer to the clientele in your location than any major retailer.

Making the perfect selection rests on the age and demographics of your main customer base. Add this to the fashion trends of the season and you are close to perfect. How do you keep up with all those rapid changing fashion trends? Well rapid change is a myth. Trends change very slowly-often over a decade. Yes, colors and subtle adjustments occur every season, but today we are in the midst of classic trends that started in the early 21st century and have a promising future. More on this when we cover knowledge.

-Now for presentation-making the fashion jewelry look special. Ever notice how necklaces clumped together on a tee bar on top of a showcase seem to scream “I’m on sale” while the stuff in the showcase whispers “I’m special”. That’s presentation and how it has changed even for fine department stores.

Teri Agins in The End of Fashion details how department stores that were once “the first visual contact with fashion” and “introduced merchandise concepts to customers” changed in the late 20th century to a collection of brands. Agins quotes one upscale shopper who “was appalled when she discovered $19.99 Nine West shoes displayed right next to $350 Chanels” in her favorite department store that was compromising its image of elite fashion. Make an item look special and it takes on the perception of higher value.

-Next comes knowledge that is worth more than price. Don’t believe it? Think of items you bought because the sales person impressed you with a deep understanding of the product. That was worth more than price. I personally experienced this lesson when I did a trade show with a colleague. I told my customers the fashion jewelry was a real value at the price. His sales person painted a word picture of the wholesale fashion jewelry with the season’s apparel and wrote more orders without the customers even knowing the price.

Knowledge is knowing the trends and knowing the item. Consumers trust a well-informed source and when you know what is today’s style and why it looks right on the customer, you remove the burden of choice from the buyer.

Knowledge today goes deeper because classic trends in fashion jewelry bring gemstone components, shell, Murano style glass, Millefiore, and more to jewelry designs. A story is worth volumes in explaining glass jewelry and knowledge of gemstones that removes the doubt about whether it is real. Don’t be overwhelmed about understanding the trends and knowledge of today’s components because everything is detailed in a report, Wholesale Fashion Jewelry-The Magic of Trends (find a link to the report at the foot of this article).

-Finally there are benefits. Think of benefits as vision-what the customer envisions. Anyone that buys fashion jewelry wants to make a positive statement. They want a look that is flattering and appropriate. So like the car commercial running on the radio, features describe the details like length, color, texture, and shape while benefits say “matches apparel while complementing your complexion”, “draws attention to your slender neck”, or “creates a youthful look that is so you”. The old adage of sell the sizzle, not the steak, gets to the point. Pick the right item for the customer, be sincere, and sell the sizzle.

Will all this work in a slowing economy? Absolutely! In worrisome times women appreciate an escape valve of some small new purchase. What fulfills this better than fashion jewelry? Apply the five shortcuts and lift your customers’ spirits with a feel-good experience.

Health and Its Dimensions

The most common theme of most cultures is fitness but there are different concepts of health as a part of their culture. Earlier health was considered as "absence of disease" which is not true. Health is not only the absence of disease it has various aspects. According to the latest definition wellbeing is a state of complete physical, mental and social wellbeing and not merely an absence of disease or infirmity.

Healthiness is a process of continuous adjustment to the changing demands of living and of the changing meanings we give to the life. It helps people live well, work well and enjoy themselves.

New philosophy of health regarding health as a fundamental right, it is an essence of productive life, it is an integral part of development and it is the central to the concept of quality of life and is a world wide social goal.

There are various dimensions of fitness it is not only physical factor corresponding to strength other factor included are mental, social, spiritual, emotional and voluntary.

Physical dimensions implying the notion of perfect functioning of body. Good complexion a clean skin, bright eyes, lustrous hair, firm body, sweet breath, good appetite, sound sleep, regular activity of bowels and bladder, smooth, easy and well coordinating bodily movements.

Mental dimension does not only include absence of mental illness. Good mental health is the ability to respond to various aspects of life of varying experiences with flexibility and a good sense of well understanding.

Social well-being exemplifies harmony and a good relation of an individual with the family members and the society. The interpersonal ties of a person and the involvement with the society are known as social well-being.

Spiritual dimension includes the search of an individual to find himself and to find the ultimate faith. Once a person has attained that ultimate faith it gives him a sense of fulfillment and satisfaction.

Emotional dimension includes the feelings and emotions and if a person is emotionally strong and satisfied he is safe from stress, depression and the person can perform all the roles of his life well.

Vocational dimension includes the work. It is believed that working is good for physical condition and work is sometimes fruitful in maintain both mental and physical condition of a human.

Restaurants Kinds and Characteristics

Broadly speaking, restaurants can be categorized into a number of categories:
1. Chain or independent (indy) and franchise restaurants. McDonald's, Union Square Cafe, or KFC
2. Quick service (QSR), sandwich. Burger, chicken, and so on; Convenience store, noodle, pizza
3. Fast casual. Panera Bread, Atlanta Bread Company, Au Bon Pain, and so on
Family. Bob Evans, Perkins, Friendly's, Steak 'n Shake, Waffle House
5. Casual. Applebee's, Hard Rock Caf'e, Chili's, TGI Friday's
6. Fine dining. Charlie Trotter's, Morton's Steakhouse, Flemming's, The Palm, Four Seasons
7. Other. Steakhouses, seafood, ethnic, dinner houses, celebrity, and so on. Of course, some restaurants fall into more than one category. For example, an Italian restaurant could be casual and ethnic. Leading restaurant concepts in terms of sales have been tracked for years by the magazine Restaurants and
Institutions.

CHAIN ​​OR INDEPENDENT
The impression that a few huge quick-service chains completely dominate the restaurant business is misleading. Chain restaurants have some advantages and some disadvantages over independent restaurants. The advantages include:

1. Recognition in the marketplace
2. Greater advertising clout
3. Sophisticated systems development
4. Discounted procurement

When franchising, various kinds of assistance are available. Independent restaurants are reliably easy to open. All you need is a few thousand dollars, a knowledge of restaurant operations, and a strong desire to
Succeeded. The advantage for independent restaurateurs is that they can 'do their own thing' in terms of concept development, menus, decor, and so on. Without our habits and taste change drastically, there is plenty of room for independent restaurants in certain locations. Restaurants come and go. Some independent restaurants will grow into small chains, and larger companies will buy out small chains.

Once small chains display growth and popularity, they are likely to be bought out by a larger company or will be able to acquire financing for expansion. A temptation for the beginning restaurateur is to observe large restaurants in big cities and to believe that their success can be duplicated in secondary cities. Reading the restaurant reviews in New York City, Las Vegas, Los Angeles, Chicago, Washington, DC, or San Francisco may give the impression that unusual restaurants can be replicated in Des Moines, Kansas City, or Main Town, USA. Because of demographics, these high-style or ethnic restaurants will not click in small cities and towns.

5. Will go for training from the bottom up and cover all areas of the restaurant's operation Franchising involves the least financial risk in that restaurant format, including building design, menu, and marketing plans, already have been tested in the marketplace. Franchise restaurants are less likely to go belly up than independent restaurants. The reason is that the concept is proven and the operating procedures are established with all (or most) of the kinks worked out. Training is provided, and marketing and management support are available. The increased likelihood of success does not come cheap, however.

There is a franchising fee, a royalty fee, advertising royalty, and requirements of personal personal net worth. For those lacking substantive restaurant experience, franchising may be a way to get into the restaurant business-providing they are prepared to start at the bottom and take a crash training course. Restaurant franchisees are entrepreneurs who prefer to own, operate, develop, and extend an existing business concept through a form of contractual business arrangement called franchising.1 Several franchises have ended up with multiple stores and made the big time. Naturally, most aspiring restaurateurs want to do their own thing-they have a concept in mind and can not wait to go for it.

Here are examples of the costs involved in franchising:

1. A Miami Subs traditional restaurant has a $ 30,000 fee, a royalty of 4.5 percent, and requires at least five years' experience as a multi-unit operator, a personal / business equity of $ 1 million, and a personal / business
Net worth of $ 5 million.

2. Chili's requires a monthly fee based on the restaurant's sales performance (currently a service fee of 4 percent of monthly sales) plus the greater of (a) monthly base rent or (b) percentage rent that is at least 8.5 percent of monthly sales .

3. McDonald's requires $ 200,000 of nonborrowed personal resources and an initial fee of $ 45,000, plus a monthly service fee based on the restaurant's sales performance (about 4 percent) and rent, which is a
Monthly base rent or a percentage of monthly sales. Equipment and preopening costs range from $ 461,000 to $ 788,500.

4. Pizza Factory Express Units (200 to 999 square feet) require a $ 5,000 franchise fee, a royalty of 5 percent, and an advertising fee of 2 percent. Equipment costs range from $ 25,000 to $ 90,000, with miscellaneous costs of $ 3,200 to $ 9,000 and opening inventory of $ 6,000.

5. Earl of Sandwich has options for one unit with a net worth requirement of $ 750,000 and liquidity of $ 300,000; For 5 units, a net worth of $ 1 million and liquidity of $ 500,000 is required; For 10 units, net worth
Of $ 2 million and liquidity of $ 800,000. The franchise fee is $ 25,000 per location, and the royalty is 6 percent.

What do you get for all this money? Franchisors will provide:

1. Help with site selection and a review of any proposed sites
2. Assistance with the design and building preparation
3. Help with preparation for opening
Training of managers and staff
5. Planning and implementation of pre-opening marketing strategies
6. Unit visits and ongoing operating advice

There are hundreds of restaurant franchise concepts, and they are not without risks. The restaurant owned or leased by a franchisee may fail even though it is part of a well-known chain that is highly successful. Franchisers also fail. A case in point is the highly touted Boston Market, which was based in Golden, Colorado. In 1993, when the company's stock was first offered to the public at $ 20 per share, it was eager bought, increasing the price to a high of $ 50 a share. In 1999, after the company declared bankruptcy, the share price sank to 75 cents. The contents of many of its stores were auctioned off at
A fraction of their cost.7 Fortunes were made and lost. One group that did not lose was the investment bankers who put together and sold the stock offering and received a sizable fee for services.

The offering group also did well; They were able to sell their shares while the stocks were high. Quick-service food chains as well-known as Hardee's and Carl's Jr. Have also gone through periods of red ink. Both companies, now under one owner called CKE, experienced periods as long as four years when real incomes, as a company, were negative. (Individual stores, company owned or franchised, however, may have done well during the down periods.) There is no assurance that a franchised chain will prosper.

At one time in the mid-1970s, A & W Restaurants, Inc., of Farmington Hills, Michigan, had 2,400 units. In 1995, the chain numbered a few more than 600. After a buyout that year, the chain expanded by 400 stores. Some of the expansions took place in nontraditional locations, such as kiosks, truck stops, colleges, and convenience stores, where the full-service restaurant experience is not important. A restaurant concept may do well in one region but not in another. The style of operation may be highly compatible with the personality of one operator and not another.

Most franchised operations call for a lot of hard work and long hours, which many people perceive as drudgery. If the franchisee lacks sufficient capital and leases a building or land, there is the risk of paying more for the lease than the business can support. Relations between franchisers and the franchisees are often strained, even in the largest companies. The goals of each usually differ; Franchisers want maximum fees, while franchisees want maximum support in marketing and franchised service such as employee training. At times, franchise chains get involved in litigation with their franchises.

As franchise companies have set up hundreds of franchises across America, some regions are planned: More franchised units were built than the area can support. Current franchise holders complain that adding more franchises serves only to reduce sales of existing stores. Pizza Hut, for example, stopped selling
Franchises except to well-qualified buyers who can take on a number of units. Overseas markets institute a large source of the income of several quick-service chains. As might be expected, McDonald's has been the leader in overseas expansions, with units in 119 countries.

With its roughly 30,000 restaurants serving some 50 million customers daily, about half of the company's profits come from outside the United States. A number of other quick-service chains also have large numbers of franchised units abroad. While the beginning restaurateur quite rightly concentrates on being successful here and now, many bright, ambitious, and energetic restaurateurs think of future possibilities abroad. Once a concept is established, the entrepreneur may sell out to a franchiser or, with a lot of guidance, take the form overseas through the franchise. (It is folly to build or buy in a foreign country without a partner who is financially secure and well versed in the local laws and culture.).

The McDonald's success story in the United States and abroad illustrates the importance of adaptability to local conditions. The company opens units in illegally locations and closes those that do not do well. Abroad, men are tailor to fit local customs. In the Indonesia crisis, for example, french fries that had to be imported were taken off the menu, and rice was substituted. Reading the life stories of big franchise winners may suggest that once a franchise is well established, the way is clear sailing. Thomas Monaghan, founder of Domino Pizza, tells a different story. At one time, the chain had accumulated a debt of $ 500 million. Monaghan, a devout Catholic, said that he changed his life by renouncing his greatest sin, pride, and rededicating his life to '' God, family, and pizza. ''

A meeting with Pope John Paul II had changed his life and his feeling about good and evil as '' personal and abiding. '' Monaghan's case, the rededication worked well. There are 7,096 Domino Pizza outlets worldwide, with sales of about $ 3.78 billion a year. Monaghan sold most of his interest in the company for a reported $ 1 billion and announced that he would use his fortune to further Catholic church causes. In the recent past, most food-service millionaires have been franchisers, yet a large number of would-be restaurateurs, especially those enrolled in university degree courses in hotel and restaurant management, are not very excited about being a quick-service franchisee.

They prefer owning or managing a full-service restaurant. Prospective franchisees should review their food experience and their access to money and decision which franchise would be appropriate for them. If they have little or no food experience, they can consider starting their restaurant career with a less expensive franchise, one that provides start-up training. For those with some experience who want a proven concept, the Friendly's chain, which began franchising in 1999, may be a good choice. The chain has more than 700 units. The restaurants are considered family dining and feature ice cream specialties, sandwiches, soups, and quickservice meals.

Let's emphasize this point again: Work in a restaurant you enjoy and sometimes would like to emulate in your own restaurant. If you have enough experience and money, you can strike out on your own. Better yet, work in a successful restaurant where a partnership or proprietorship may be possible or where the owner is thinking about retiring and, for tax or other reasons, may be willing to take payments over time.
Franchisees are, in effect, entrepreneurs, many of whom create chains within chains.

McDonald's had the highest system-wide sales of a quick-service chain, followed by Burger King. Wendy's, Taco Bell, Pizza Hut, and KFC came next. Subway, as one among hundreds of franchisers, gained total sales of $ 3.9 billion. There is no doubt that 10 years from now, a listing of the companies with the highest sales will be different. Some of the current leaders will experience sales Declines, and some will merge with or be bought out by other companies-some of which may be financial giants not previously engaged in the restaurant business.