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According to research experts from Qurate Research, “Global Cash and working capital management services Market 2022 Insights, Size, Sharing, Growth, Opportunities, Emerging Trends, Forecast to 2028.” The study is an anthology of in-depth studies on many aspects of the global Cash Management and Working Capital Services industry . It is an admirable effort to offer a true and transparent picture of the current and future conditions of the global Cash Management and Working Capital Services market, based on credible facts and exceptionally accurate data.

“Global Cash and Working Capital Management Services Market Overviews, Size, Share, Growth, Opportunities, Emerging Trends, Forecast to 2028,” according to a report by Qurate Research. Several in-depth research studies on various facets of the global Cash Management and Working Capital Services market are included in the report. It is a commendable effort to present a true and transparent view of the current and future status of the global Cash Management and Working Capital Services market based on reliable facts and extraordinarily accurate statistics.

The main players profiled in this report are:

SAP Ariba
Grant Thornton UK LLP
The Hackett Group, Inc.
CapActix Business Solutions Pvt Ltd
Bain & Company, Inc.

Key Segmentation of the Cash Management and Working Capital Services Market:

Segmentation of product types

Working capital and cash flow planning
Cash forecast
Cash leak

Application segmentation

Big business

Scope of Cash Management and Working Capital Services Market Report:
The research examines the major players of the global Cash Management and Working Capital Services market in detail, focusing on their market share, gross margin, net profit, sales, product portfolio, news applications, recent developments and other factors. It also sheds light on the vendor landscape, helping players to forecast future competitive moves in the global Cash & Working Capital Management Services industry.

This study estimates the market size in terms of value (million USD) and volume (million units) (K units). Both top-down and bottom-up techniques have been used to estimate and validate the market size of the Cash & Working Capital Management Services market, as well as the size of various other dependent submarkets in the overall market. To identify significant players in the market, secondary research was used, and both primary and secondary research were used to determine their market shares. All breakdowns and percentage breakdowns have been calculated using secondary sources and verified sources.

The updated market report is available at the link below: @ https://www.qurateresearch.com/report/buy/ICT/global-cash-and-working-capital-management-services-market/QBI -BIS-ICT-1141315/

COVID-19 pandemic had a major influence on the Cash Management and Working Capital Services industry. In the second quarter, the sector showed signs of recovery around the world, but the long-term recovery remains a concern as COVID-19 cases continue to rise, especially in Asian countries like India. series of setbacks and surprises. As a result of the outbreak, many shifts in buyer behavior and thinking have occurred. As a result, the industry is even more stressed. As a result, market expansion should be limited.

Cash and Working Capital Management Services Market Region Majorly Concentrating:
— European market for cash management and working capital services (Austria, France, Finland, Switzerland, Italy, Germany, Netherlands, Poland, Russia, Spain, Sweden, Turkey, United Kingdom),
– Cash management and working capital services market Asia-Pacific and Australia (China, South Korea, Thailand, India, Vietnam, Malaysia, Indonesia and Japan),
– The market for cash management and working capital services in the Middle East and Africa (Saudi Arabia, South Africa, Egypt, Morocco and Nigeria),
– Cash management and working capital services market in Latin America / South America (Brazil and Argentina), – Cash management and working capital services market in North America (Canada, Mexico and United States), United)

A sample free report from Qurate Research includes: FREE PDF SAMPLE
1) Introduction, Overview and In-Depth Industry Analysis for 2021 Updated Report
2) Impact analysis of the COVID-19 outbreak
3) A research report of more than 205 pages
4) Upon request, provide chapter-by-chapter assistance.
5) Updated regional analysis for 2021 with graphical representation of size, share and trends
6) Includes an updated list of tables and figures.
7) The report has been updated to include business strategies, sales volume, and revenue analysis of key market players.
8) Methodology of facts and factors for research

The main questions answered by this report are:
• How do I get a free copy of the Cash and Working Capital Management Services Market Report Sample and Company Profiles?
• What are the major drivers for the expansion of the Cash Management and Working Capital Services market?
• What is the expected size and growth rate of the cash management and working capital services market?
• Who are the leading companies in the Cash Management and Working Capital Services market?
• What market segments does the cash management and working capital services market cover?


Chapter 1 Cash Management and Working Capital Services Market Introduction
Chapter 2 Executive
2.1 Synopsis of the 3600 Cash Management and Working Capital Services Market, 2018-2028
2.1.1 Industry trends
2.1.2 Material trends
2.1.3 Product trends
2.1.4 Operating trends
2.1.5 Distribution channel trends
2.1.6 Regional trends

Chapter 3 Cash and Working Capital Management Services Market Overview
3.1 Industry Segmentation
3.2 Industry Ecosystem Analysis
3.2.1 Component Suppliers
3.2.2 Producers
3.2.3 Profit Margin Analysis
3.2.4 Distribution Channel Analysis
3.2.5 Impact of COVID-19 on the market value chain
3.2.6 Vendor Analysis
3.3 Technology landscape
3.4 Regulatory landscape
3.4.1 North America
3.4.2 Europe
3.4.3 Asia-Pacific
3.4.4 Latin America
3.4.5 Middle East and Africa
3.5 Price Analysis (including impact of COVID-19)
3.5.1 By region North America Europe Asia-Pacific Latin America Middle East and Africa
3.5.2 Cost structure analysis
3.6 Industry impact forces
3.6.1 Drivers of growth
3.6.2 Industry Disadvantages and Challenges Focus on weight reduction
3.7 Innovation & sustainability
3.8 Growth Potential Analysis, 2020
3.9 Competitive landscape, 2020
3.9.1 Company Market Share
3.9.2 Main players
3.9.3 Strategy Dashboard
3.10 Porter’s analysis
3.11 PILON analysis

Chapter 4 Disclaimer

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ICRISAT-AGRA collaborate on value chain development of drought-tolerant crops – World https://urabandai-ss.com/icrisat-agra-collaborate-on-value-chain-development-of-drought-tolerant-crops-world/ Tue, 05 Jul 2022 01:57:48 +0000 https://urabandai-ss.com/icrisat-agra-collaborate-on-value-chain-development-of-drought-tolerant-crops-world/

ICRISAT and the Alliance for a Green Revolution in Africa (AGRA) have announced a new partnership that synergizes their strengths. ICRISAT’s improved crop varieties and value chain development technology will be leveraged alongside AGRA’s extensive seed systems networks to fill gaps in market access for early maturing varieties , high-yielding and nutritious drought-tolerant crops in Africa.

Speaking at the AGRA-ICRISAT partnership meeting, Dr. George Bigirwa, Assistant Vice President for Program Development and Innovations, AGRA, noted that the partnership will focus on four areas:

  1. Climate change: ICRISAT is working on Drought Tolerant Crops (DTC) such as sorghum, pearl millet, finger millet and pigeon pea which are important crops to cope with climate change;
  2. Diversification: AGRA plans to integrate TTTs into their value chains;
  3. Nutrition: This is a daunting challenge in most countries given the civil wars, conflicts and global economic downturn caused by the COVID-19 pandemic. The situation calls for the incorporation of robust DTCs.
  4. Gender inclusion: Some of the crops under ICRISAT’s mandate play an important role in achieving gender inclusion, especially for women who consider TTTs as their main source of income and nutrition.​ ​ ​

Dr. Arvind Kumar, Deputy Director General-Research, ICRISAT, reiterated Dr. Bigirwa’s statement on the four areas of partnership that will be strengthened through knowledge and capacity development, technology dissemination, land systems intensification drylands, natural resource management, seed systems and value chain development. , trade linkages, precision and digital agricultural technologies and agricultural mechanization. “The visit of ICRISAT’s Director General, Dr. Jacqueline Hughes, to AGRA’s office in Nairobi indicates the institute’s desire to work closely with AGRA,” said Dr. Kumar.

During the discussion, AGRA presented its strategic plan which emphasizes climate adaptation and resilience to help farmers cope with climate change, and inclusivity so that women and youth can benefit from agricultural development. They also highlighted that their areas of work include seed systems, sustainable agriculture, and inclusive markets and trade.

ICRISAT highlighted its focus areas in accelerated crop improvement (breeding modernization and cultivar improvement); Nutrition-sensitive integrated initiatives (biofortification, smart food initiative, food processing techniques and food security); Climate change adaptation and mitigation (climate-smart options, timely weather information and resilient varieties); reframe agro-food research systems (market linkages, mechanization and value addition); Expand scaling-up approaches through agribusiness and agri-tech entrepreneurship; and Scaling up landscapes and community livelihoods.

In addition, ICRISAT has invested in knowledge and capacity development through an Inclusive Learning Academy for Drylands (iLEAD) model and has strategically positioned itself for South-South collaboration in agricultural technologies, digital agriculture for the transformation of food systems, mechanization, agro-industry and water and soil management.

The team agreed to initiate the collaboration by disseminating available technologies to farmers as they work on other opportunities. Technologies include improved varieties developed by ICRISAT, aflatoxin management, mechanization, reduction of post-harvest losses, capacity building and targeting of DTCs in crop network groups.

The team also plans to leverage Kenya’s Ministry of Agriculture’s ongoing work for millers to mix maize meal with crops like sorghum, millet and sweet potato, which will ensure sufficient food production. , will promote the production and marketing of local cereals as well as DTC, to improve farmers’ incomes. The initiative is part of the president’s Big 4 agenda, aimed at contributing to “100% food and nutrition security by 2022”. This is also in line with the 2012 World Declaration on Nutrition which Kenya endorsed by passing mandatory legislation on food fortification, intended to reduce the prevalence of vitamin and mineral deficiencies.

With the UN declaring 2023 the International Year of Millet, the two institutions have agreed to work with national governments in Africa to raise awareness about millet.

Nearly a Quarter of US Investors Have Used Loans to Buy Crypto https://urabandai-ss.com/nearly-a-quarter-of-us-investors-have-used-loans-to-buy-crypto/ Mon, 04 Jul 2022 17:08:19 +0000 https://urabandai-ss.com/nearly-a-quarter-of-us-investors-have-used-loans-to-buy-crypto/

A large number of retail investors in the United States took out loans, often at exorbitant interest rates, to buy cryptocurrencies, and more than half of those investors ended up losing money, according to a recent investigation by DebtHammer.

DebtHammer surveyed over 1,500 people in the United States to learn about their crypto investing habits and how they affect the already indebted nation.

Loans for Crypto Investments

Over 21% of crypto investors said they used a loan to pay for their crypto investments, according to the survey.

Personal loans seem to be the most popular choice among investors, as more than 15% said they used one to fund their crypto purchases. Many have also used payday loans, title loans, mortgage refinances, home equity loans, and even leftover student loan funds to acquire crypto.

crypto investors loan
Chart showing the percentage of investors who have used loans to invest in cryptocurrencies (Source: DebtHammer)

About 1 in 10 investors who have used a payday loan have used it to purchase cryptocurrencies. Most borrowed between $500 and $1,000 to invest in crypto, the survey showed. However, DebtHammer researchers noted that these were risky purchases despite the low amount borrowed, as payday loans averaged around 400% APR.

Retail investors who have used loans to purchase crypto have said their purchases have not always been successful. Nearly 19% of respondents said they had trouble paying at least one bill due to their crypto investments, while around 15% said they were worried about eviction, foreclosure or destruction. a car repossession. Payday loan users appeared to have suffered slightly less, with only 12% saying they had trouble paying a bill or worried about evictions, foreclosures or foreclosures.

crypto investors loan
Chart showing the percentage of crypto investors at risk of seizure, eviction, or vehicle repossession due to loans used to purchase cryptocurrency (Source: DebtHammer)

Loans aren’t the only way investors used to buy cryptocurrencies when they ran out of money.

According to the survey, over 35% of respondents said they used a credit card to purchase crypto. While about 20% of them paid it off when the bill was due, 14% said they were paying it back gradually with an introductory offer at 0% APR or full interest.

All the borrowed money went to a handful of cryptocurrencies. The survey showed that more than half (54%) of respondents used borrowed money to buy Bitcoin (BTC). Dogecoin (DOGE) came in second, with nearly 35% of respondents saying they bought the token with loans, while just under 30% said they bought Ethereum (ETH).

crypto investors loan
Chart showing which cryptocurrencies retail investors bought with borrowed money (Source: DebtHammer)

Just under 23% of those who borrowed money to buy cryptocurrency said they did so because crypto prices had fallen sharply. About 15% said they consider cryptocurrencies a good long-term investment, while 17% said crypto prices are “historically low.”

A notable percentage of respondents (18.5%) said they borrowed money to buy cryptocurrency because their credit card company or bank offered them a promotional interest rate of 0%.

However, not everyone who plays wins.

Of those who borrowed money to invest in cryptocurrencies, around 60% lost money. And while more than a third of them lost $1,000 or less, 6% said they lost between $50,000 and $100,000 and 5.5% said they lost more than $100,000.

Investing in cryptocurrencies with borrowed money also does not result in significant gains. The majority, 27%, earned up to $1,000, while only 7.5% earned between $1,000 and $5,000.

crypto investors loan
Chart showing how much money investors have lost or gained investing in cryptocurrencies (Source: DebtHammer)
How to Gain a Competitive Advantage with a Results-Driven Mindset https://urabandai-ss.com/how-to-gain-a-competitive-advantage-with-a-results-driven-mindset/ Mon, 04 Jul 2022 02:32:33 +0000 https://urabandai-ss.com/how-to-gain-a-competitive-advantage-with-a-results-driven-mindset/

To create a sustainable competitive advantage, it is essential to adopt a results-oriented mindset, which allows a company to focus on long-term goals while executing on short-term strategies. This means keeping the goal and desired outcomes as a North Star rather than as processes. Here’s how a company can implement this type of targeted strategy to innovate more effectively.

Last year, Microsoft’s CEO said the company had seen two years of digital transformation in two months. While much of this is undoubtedly pandemic-related, it’s no secret that technology is advancing at an ever-increasing rate. for years now. This exponential rate of change has made it increasingly difficult, if not impossible, for existing businesses to simply stick to what they do best in order to succeed. Instead, businesses of all sizes must continually innovate if they want to stay alive.

Of course, saying that and actually doing it are very different things. Many companies aren’t very good at developing innovation-focused business growth strategies, preferring instead to rock the boat. Even in organizations where innovation programs exist, the majority of them are still in their infancyfar behind where they need to be to deliver competitive advantage.

Fortunately, it is possible for virtually any company to become an innovation-driven company. They just need to be ready to change their way of thinking.

How a Results-Driven Mindset Enables Innovation and Gives Business a Competitive Advantage

In a traditional environment, teams often find themselves building products or features of dubious value that nonetheless continue to be supported and maintained because so much time and money has already been spent creating them. Without a willingness to experiment or learn from failure, companies can quickly stall, getting nowhere fast with their products.

A results-oriented mindset, on the other hand, is a skill that allows a company to focus on long-term goals while executing short-term strategies. Field teams are deployed to conduct experiments, learn from the data, and continue to inform the company of the next best step to take.

This type of strategy is especially useful today because it also ensures that customer experience becomes a top priority. Companies focused on the customer experience are 60% more profitable than those who are not. A results-driven mindset, by its very nature, must consider the user experience in order to understand the true impact of a feature. In other words, it’s a strategy designed to make a business smarter and friendlier every step of the way.

3 Ways to Implement an Effective Goal-Based Strategy

Best of all, a results-driven mindset isn’t too complicated or expensive to implement. This can be achieved in just a few steps:

  1. Ask why?” then repeat four times.
    While a successful results-driven mindset is closely tied to end-user experience, that doesn’t mean you should just take customer feedback at face value and use it to guide your strategy. It’s common wisdom that customers will tell you what they want; it’s our job to find out what they really need. To create a lasting competitive advantage, you must determine the primary reason (or reasons) behind a particular request or complaint (often through direct observation of the work they are trying to do). After all, what’s the point of fixing the exterior of a house if the foundation is cracked?

    The five whys strategy is designed specifically for this type of root cause analysis. When faced with a particular problem or need, the first step, of course, is to ask “why?” “: why is this a problem? Or why does the customer want this particular feature? You then need to follow the answer to that “why” with another “why” and repeat this process two more times. You will quickly find that your picture of the problem becomes more detailed and your countermeasure becomes more effective.

  2. Determine how you define success.
    To pursue a results-oriented approach, you must first define what the desired outcome looks like in practical terms so that you can then determine how to measure true success. In some ways, this process is similar to the Five Whys. Start by looking at the overall goals you’re aiming for—this list of 10 universal lenses might come in handy, then dive into the why of those lenses.
    Lasting value, for example, is better for supporting the fundamental value of your product, while a higher profit target will support lower costs and allow you to get the most out of your existing assets. Once you know which goals are most important to you and why, then you will be able to accurately measure the success or failure of each outcome.
  3. Be comfortable with experimentation.
    When it comes to transitioning to a goal-driven strategy, one of the biggest challenges for established companies is accepting the idea that failure is not only acceptable, it means that the strategy works. Your expected result should basically serve as a hypothesis, while your development process should serve as an experiment. It is through this experimentation that your competitive advantage is forged.

    Before creating a solution, ask questions about what you expect. Gather a baseline to measure change and let the data guide your next steps. It may seem strange to put money and time into a bunch of projects that will fail, but that’s exactly what the most successful companies do. It’s important to build the right thing, but eliminating the bad stuff from taking up valuable time is infinitely more valuable to the business in the long run.

Bosch Acceleration Program is a prime example of the spirit of experimentation in action. The program does not have a pitch concept; instead, it offers “lessons learned” presentations whose purpose is to assess the evidence and give teams an opt-out or no-go opportunity. Seventy percent of teams never make it past discovery phase one, while 70% don’t make it past phase two. And that’s exactly what Bosch expects. Finding the right opportunity is only possible by eliminating the bad ones along the way.

Technology will continue to evolve at a breathtaking pace in the years to come. In order to not only keep pace, but stay ahead of the game, companies need to move away from old rigid strategies and embrace something that focuses on results rather than process. A goal-oriented strategy will provide your business with exactly what it needs to satisfy its customers and cope with whatever comes next.

Written by Kim Stearns.
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Dockers’ labor contract expires at vital link in US supply chain https://urabandai-ss.com/dockers-labor-contract-expires-at-vital-link-in-us-supply-chain/ Sun, 03 Jul 2022 10:00:28 +0000 https://urabandai-ss.com/dockers-labor-contract-expires-at-vital-link-in-us-supply-chain/

Jimmy Monti, a stevedore at the sprawling Los Angeles-Long Beach port complex, has seen economic booms and busts in his 24 years on the job. But the third-generation docker had never experienced anything like it in the past two years.

The onset of the pandemic in 2020 virtually paralyzed port activity. But in the summer of 2020, “the expedition reopened, and it was crazy, like a water tap that had dripped all of a sudden was running full blast.”

The increase has resulted in record amounts of cargo – 10.7 million containers passing through the Port of Los Angeles last year – as Americans shopped during the pandemic.

It has also led to unprecedented congestion, with more than 100 container ships anchored at sea in January as they waited for a quay to be unloaded. The back-up at ports, which handle about 40% of US imports, has become a symbol of supply chain issues that have contributed to higher inflation.

Now Monti and 22,000 other US West Coast port workers are in contract negotiations with the Pacific Maritime Association, a group representing global shipping lines and terminal operators, such as Maersk, Cosco Shipping Lines and Evergreen Marine. . Stevedores are seeking a 10% wage increase and protection from automation in exchange for extended dock hours, according to academics who follow the industry. The workers say they deserve more money given their performance over the past two years.

“There was a lot of pressure to come to work day and night, to work faster and harder to deal with the overcrowding and congestion at the terminals,” Monti said.

Monti and his colleagues, members of the International Longshore and Warehouse Union, say shipping companies can afford to be generous. With freight rates hitting record highs, companies including Maersk made total profits of more than $190 billion in 2021, more than 15 times their 2019 levels. full-time jobs are good, ranging from over $100,000 to over $130,000 a year, according to a recent study by the Economic Roundtable. Clerks, the highest paid group, earn more.

The contract expired on Friday, but both parties agreed to keep talking. “Although there is no contract extension, cargo will continue to move and normal operations will continue at the ports until an agreement can be reached,” the PMA and the ILWU in a joint statement, adding that they were “aware of the need to finalize a new coastal contract as soon as possible”.

Contract disputes between the ILWU and the PMA have disrupted the flow of goods in the past. In 2002, the George W Bush administration had to intervene after dockworkers were locked out by the PMA, costing the US economy an estimated $1 billion a day. In 2015, when the current deal was signed, the Obama administration stepped in to end a year-long contract fight.

While both sides say they want to avoid anything that would make supply chain problems worse, Jake Wilson, a sociology professor at California State University Long Beach, notes that work has been more assertive since the start of the pandemic. There have recently been high-profile union organizing efforts at Starbucks, Apple and Amazon.

“Over the past year and a half, we’ve seen a wave of strikes across the country,” Wilson said. “I really think this is a key moment for [dockworkers] to stick to their guns and make sure they protect those jobs.

Any slowdown in ports would be a blow to the Biden administration as it struggles to contain the highest rate of inflation in 40 years. Biden has worked to ease supply chain bottlenecks, including securing commitments to expand port hours.

Last month, the US president touted port improvements during a visit to Los Angeles, noting that there were 40% fewer shipping containers stacked at the docks compared to last fall. He also attacked shipping companies for raising freight rates during the pandemic.

The automation of high-paying jobs such as crane operator will likely be the focus of the remaining negotiations. Many Asian ports that ship to the United States are highly automated and operate nonstop, unlike the ports of Los Angeles and Long Beach, which operate six days a week.

The ILWU argues that automation has already cost hundreds of port jobs, but shipping companies say it creates jobs by allowing ports to handle more cargo.

Christopher Tang, a professor at the UCLA Anderson School of Management, says the ILWU is seeking to block further automation at the Ports of Los Angeles, which already have two automated terminals.

“If you look at the ports of Rotterdam, Shanghai, the Middle East and Singapore, most of the cranes are automated,” he said. “Here we still use humans to do that, which is extremely inefficient and archaic. It’s really useless. It’s only for job protection.

More UK households are turning to high-cost lenders, charity says | Borrowing & debt https://urabandai-ss.com/more-uk-households-are-turning-to-high-cost-lenders-charity-says-borrowing-debt/ Sat, 02 Jul 2022 06:00:00 +0000 https://urabandai-ss.com/more-uk-households-are-turning-to-high-cost-lenders-charity-says-borrowing-debt/

Struggling British households are increasingly turning to high-cost lenders as the cost of living crisis prevents them from paying their bills, anti-poverty charities have warned.

It comes as subprime lender Amigo, which agreed to pay compensation to customers sold unaffordable loans, revealed plans to launch using a new brand called RewardRate. She wants to offer a personal loan with an annual interest rate of 49.9% and a guarantor loan at 39.9%.

The high-cost credit industry, which includes home loans, guarantors, and payday loans, lends to people with poor credit ratings who might not be approved by traditional lenders.

The loans have high annual percentage rates, which means people end up paying back a lot more than they borrowed.

Charities expect more people to become dependent on this type of debt, with high-cost borrowers already more likely to be in arrears or struggling to pay essentials.

Rachelle Earwaker, senior economist at the anti-poverty charity Joseph Rowntree Foundation, said more than one in 10 low-income households – a figure of 1.3 million – had ever taken out credit in order to pay their bills” but what we’ve also seen is that 870,000 households are planning to do so in the coming months”.

She said: “I think that gives you an indication of what’s to come. We are now seeing some of the impact of high prices, but much of that has yet to be felt, so I think the situation is absolutely going to get worse before it gets better.

Amigo, which nearly went bankrupt last year, stopped lending in 2020 to deal with mis-selling complaints. New loans require FCA approval before being made available. Borrowers can reduce the overall interest rate if they pay on time and can also freeze a payment once a year without penalty.

He argues that his loans should not be described as high cost, but rather that they cater to the mid-cost market. “Many vendors have exited the market in recent years, and there remains demand, which may increase due to cost of living challenges.

“As the Center for Social Justice reports, those unable to access legitimate lenders are turning to illegal lenders in greater numbers, making the role of companies like Amigo important to its customers,” the company said.

Some FCA-regulated short-term loan companies operating online offer loans with APRs of up to 500% and 1,200%.

A study by the Joseph Rowntree Foundation found that one-fifth of low-income households were indebted to an approved high-cost lender, and 84% of them were in arrears with at least one household bill.

A total of 90% of households with high-cost credit went without at least one essential item this year, or experienced food insecurity in the past 30 days, the data shows.

“I don’t think anyone chooses to loan out at this level unless they absolutely have to get out of it,” Earwaker said. “It’s a spiral: if you’re in a position where you have to take out that loan in the first place, chances are you won’t be able to meet the repayments attached to it.”

Debt charity StepChange said it expected to see a growing reliance on high-cost credit as rising prices stretched people’s financial resilience.

“Taking out high-cost credit is not a discretionary activity – it’s due to the lack of other options and is often taken out to pay for essentials,” said Sue Anderson, its media manager.

However, she added: “At a time when people are grappling with the cost of living crisis and many low-income households are struggling to make ends meet, further borrowing is unlikely to be forthcoming. the answer to the financial problems of many households”.

The FCA said it had made several reforms to the credit market since 2014, including capping the cost of payday loans and accessibility requirements for new loans.

“Where people are struggling financially, help is available,” a spokesperson said.

“Lenders need to provide tailored support, including ensuring repayment terms are sustainable. We recently reminded lenders of their responsibilities and that we will act if they fail to meet them.

Asset Management Vs. Wealth Management – ​​Forbes Advisor https://urabandai-ss.com/asset-management-vs-wealth-management-forbes-advisor/ Fri, 01 Jul 2022 17:14:18 +0000 https://urabandai-ss.com/asset-management-vs-wealth-management-forbes-advisor/ Editorial Note: We earn a commission on partner links on Forbes Advisor. Commissions do not affect the opinions or ratings of our editors.

It’s safe to say that from time to time, everyone could use some help managing their money. But while many people can get by with limited help, some can benefit from a hands-on approach.

People with high net worth – in the millions or approaching it – may want to work with an asset or wealth management company. We’ll help you determine the type of professional help that’s right for you.

What is Asset Management?

Asset management is a service whose objective is to make your money grow.

An asset manager focuses on your investments and may be called an investment adviser, financial adviser, registered investment adviser (RIA), robo-advisor, or even an investment broker.

Your asset manager may work alone or as part of a larger asset management firm. You don’t have to be rich to work with an asset manager, you just need to want to start or optimize your investment portfolio.

An asset manager may or may not be a fiduciary – a financial professional bound to keep their client’s best interests in mind – so be sure to check before signing up.

What is Wealth Management?

A wealth manager is a financial advisor who specializes in working with wealthy clients. They also offer advice on a variety of financial aspects beyond your physical assets. As your wealth grows, your finances become more complex, this is where a wealth manager can bring his tailor-made expertise.

Wealth management can focus on saving for retirement and tax planning, as well as insurance protection, estate planning and trust management. These professionals can also offer more services than the typical financial advisor to meet the complex needs of their clients.

A wealth manager is likely to be a fiduciary, but be sure to ask before signing.

Should I choose asset management or wealth management?

Wealth management companies typically work with wealthy individuals or families. You probably don’t need wealth management unless you already have a significant amount of money in investments or are ready to invest a large sum.

A wealth management service may require $250,000; $500,000; or at least $1 million in investments to become a client. Minimums may vary by wealth management firm and service specialty.

If you have a lower net worth but want to grow your money, it may be worth considering an asset manager rather than a wealth manager.

Choose an asset manager

When choosing an asset manager, check the manager or platform credentials (if using a robo-advisor). It is important to determine whether a manager applies a fitness standard or a fiduciary standard, the latter method being the most beneficial to you.

Beyond that, cost may be your most important factor. Some investors may save by using passive management options, while others may want a more personalized approach that could cost more.

Choose a wealth manager

Not all wealth management companies have the same strategy for every client. Depending on your situation, you may want to focus on growing your investments, optimizing your tax planning, or creating a succession plan if you own a business. These are all valid strategies, but your wealth manager’s expertise and tactics should match your goals and concerns.

If you’re considering working with a wealth manager, you’ll want to ask many of the same questions you would ask before hiring a financial professional. You may also want to find out about the person or firm’s wealth management experience and the exact services offered by their practice.

As with the decision to hire a financial expert, be sure to check professional references. You can view a person’s Certified Financial Planner (CFP) credentials through the CFP Council. Or you can use the Financial Industry Regulatory Authority (FINRA) BrokerCheck to find advisers registered with the United States Securities and Exchange Commission (SEC).

The XY Planning Network also offers the possibility of searching for financial advisers specializing in wealth management.

How much does it cost to hire an asset manager vs a wealth manager?

Asset management costs

The costs of hiring an asset manager can vary depending on the type of relationship you want. If you use a robo-advisor or work with a wealth manager who charges passive management fees for portfolios that rely heavily on index funds, you can expect to pay between 0.25% and 0.50% the value of your portfolio per year. These fees are often described as a percentage of assets under management (AUM).

If you choose active investment management, your fees will depend on who you hire and the investments in your portfolio, but you can generally expect to pay 1% of your portfolio in annual fees.

Additional fees, such as account fees ranging from $25 to $100 per year or brokerage fees of up to $50 per transaction, may apply.

Wealth management fees

Since a wealth manager manages a broader view of your finances, you can pay them a flat fee by the hour, year, or by type of service. Their fees may also depend on how much of your money they manage, similar to the percentages an asset management service would charge.

Are you looking for a financial adviser?

Get started with a financial advisor with Personal Capital to build your financial strategy

Working Capital Trends • farmdoc daily https://urabandai-ss.com/working-capital-trends-farmdoc-daily/ Fri, 01 Jul 2022 16:21:01 +0000 https://urabandai-ss.com/working-capital-trends-farmdoc-daily/


Working capital is the cash available to a business to meet its short-term financial obligations. The amount of a company’s working capital is calculated by subtracting current liabilities from current assets. Current assets include cash, accounts receivable, grain and market livestock inventory, prepaid expenses (for example, feed, fertilizer and seed inventory), and investments in growing crops. Current liabilities include accounts payable, unpaid taxes, accrued liabilities including accrued interest, operating lines of credit and principal repayments due in the coming year on longer-term borrowings .

Working capital provides the short-term financial reserves a business needs to respond quickly to financial stress and take advantage of opportunities. It provides protection against financial downturns that could affect the farm’s ability to purchase inputs, pay off debts or follow through on its marketing plan. It also provides the financial resources to quickly take advantage of opportunities that may develop (eg, renting additional land, buying land, adding a family member to the operation).

This article discusses recent working capital trends and working capital differences between operations, and provides working capital benchmarks. Data from USDA-ERS as well as Minnesota’s Center for Farm Financial Management is used.

Working capital benchmarks

How much working capital does a farm need? The answer to this question depends on both the risk and size characteristics of the operation and the volatility of the business climate. In an unstable business climate and when a farm engages in ventures that have relatively higher variability in net returns, more working capital is needed. Large farms also need more working capital, so it is best to determine the amount of the working capital buffer relative to gross income, value of farm production, or total expenses. Working capital/gross income, working capital/value of agricultural production, or working capital/total expense ratios above 0.35 are thresholds commonly used by financial analysts and would be considered an adequate level of working capital for face a downturn of one or two years. . When working capital ratios fall below 0.20, a farm may struggle to repay loans. An individual can also measure working capital adequacy using the current ratio, which is calculated by dividing current assets by current liabilities. A current ratio greater than 2.0 is a commonly used threshold. When the current ratio falls below 1.0, a company does not have enough current assets to cover its current liabilities.

Working capital trends

Figure 1 illustrates the trend of working capital in the U.S. agricultural sector since 2012. Working capital grew from $165 billion in 2012 to an estimated $65 billion in 2016, then increased to $96 billion in 2021. Working capital is expected to be approximately $93 billion in 2022, down 3.3% from the 2021 level.

The working capital to gross revenue ratio for the US agricultural sector since 2009 is shown in Figure 2. From 2009 to 2014, the working capital to gross revenue ratio ranged from 0.22 in 2013 to 0.43 in 2010. The ratio was above the threshold of 0.35 in 2010. and 2012. Since 2015, the working capital/gross income ratio has been below 0.20. The projected ratio for 2022 is 0.18, which is below 0.20, indicating that some farms may have difficulty repaying their loans.

Figure 3 illustrates the average current ratio for the US agricultural sector since 2009. The current ratio was above 2.0 from 2009 to 2014. The current ratio bottomed out in 2016 at 1.59. As of 2020, the current ratio ranges from 1.85 to 1.89.

Obviously, the US data is very aggregated. FINBIN data summarized by the Center for Farm Financial Management at the University of Minnesota can be used to provide a more regional view of working capital trends over the past 10 years (i.e. 2012 to 2021 ). The average working capital to gross revenue ratio using FINBIN data increased from 0.431 in 2012 to 0.256 in 2018 and 2019, then increased to 0.326 in 2020 and 0.406 in 2021. Similarly, the average current ratio increased from 2.65 in 2012 to 1.58. in 2018. The average ratio in 2019 increased to 1.60, then to 1.97 in 2020 and to 2.43 in 2021. The strong net farm income recorded in 2021 improved liquidity to levels not seen since 2012.

Difference in working capital between farms

The ratio of working capital to gross revenue as well as other measures of liquidity vary widely from farm to farm. Using FINBIN data summarized by the Center for Farm Financial Management at the University of Minnesota, the median ratio of working capital to gross income in 2021 was 0.367 or 36.7%. About half of the farms had a ratio above 0.35. However, about one-third of farms had a ratio below 0.20. Of the farms that had a ratio below 0.20, about half of this group had a negative ratio, indicating that their current liabilities exceeded their current assets.

The current median ratio of farms in the FINBIN database was 2.32 in 2021. More than half of farms had a ratio above 2.0. About 15% of farms had a current ratio below 1.0.

The FINBIN results discussed above illustrate the huge differences in liquidity between holdings. Farms with lower levels of cash should be very careful when taking on more debt and when investing in fixed assets such as machinery, buildings and land.


This article has provided working capital benchmarks and discussed working capital trends and working capital differences between operations. Even with high net farm income in 2021, there are still farms with very low cash position (i.e. current ratio below 1.0 and/or working capital to gross income ratio below to 0.20). When working capital to gross income is less than 0.20 and/or the current ratio is less than 1.0, operations will have difficulty repaying loans. Equally important, when cash becomes very tight, farms have very little flexibility in terms of their input purchases or the timing of their produce sales. In this situation, it also becomes increasingly difficult to borrow funds to replace machinery and equipment, or to rent or buy land.

American Resources Corporation Says ReELEMENT Technologies Subsidiary Obtains $2 Million Working Capital Facility to Expand Battery Metal Production in Indiana https://urabandai-ss.com/american-resources-corporation-says-reelement-technologies-subsidiary-obtains-2-million-working-capital-facility-to-expand-battery-metal-production-in-indiana/ Fri, 01 Jul 2022 13:45:12 +0000 https://urabandai-ss.com/american-resources-corporation-says-reelement-technologies-subsidiary-obtains-2-million-working-capital-facility-to-expand-battery-metal-production-in-indiana/

American Resources Corporation (NASDAQ:AREC) (ARC) announced that its subsidiary reELEMENT Technologies has set up a $2 million independent working capital facility to expand its critical battery materials production facility in Indiana.

The funds will also be used to increase internal lab space and set up additional preprocessing to scale production of high-purity, durable critical elements and rare earths for batteries and magnets, the company said.

The working capital facility was set up by Maxus Capital and allows reELEMENT to build a credit history and provides low-cost, non-dilutive growth capital.

READ: American Resources says SPAC vehicle reaches merger deal with Royalty Management, plans Nasdaq listing

“We have had a positive relationship with the Maxus Capital team and are delighted to bring them on board as a partner in the reELEMENT business, as we bring innovative solutions as the premier and most efficient commercial producer of critical and separated and purified rare earth elements to support the growth of [electric vehicles] and the green energy movement and significantly build capacity in our home market,” ARC CEO Mark Jensen said in a statement.

Maxus also recently visited the company’s purification facility in Noblesville, Indiana. The facility has successfully completed the chromatography column preparation and system commissioning process for the first-of-its-kind rare earth element production train capable of producing high purity rare earth oxides of magnetic quality in the United States, the company said.

“After touring the facility and seeing the progress they have made, we were excited to set up this initial facility to allow reELEMENT to grow beyond its current rare earth production train,” said Mike Dance, COO of Maxus.

“We are impressed with the breakthrough technology they are bringing to market and believe our capital is a cost-effective way to leverage their asset base and expand their magnet and battery recycling capacity.”

Over the next few weeks, reELEMENT will begin producing pure neodymium, praseodymium, and dysprosium fractions and a high-purity mixed NdPr fraction from end-of-life rare-earth permanent magnets that can be used in the manufacture of new magnets and technologies. , the company noted.

The current Noblesville, Indiana facility will eventually be converted into a commercial-scale chromatography test and innovation center to continuously optimize the process for expansion and future capabilities, said the society.

Additionally, reELEMENT has a 7.5 acre site in Noblesville for future expansion. The current operating site is extended to three production trains for magnet recycling to isolate and purify neodymium, praseodymium and dysprosium into magnetic grades and two production trains for battery recycling as mass processing black in battery grade isolated and purified individual elements (cobalt, nickel and manganese sulphates and lithium hydroxide).

Contact Andrew Kessel at andrew.kessel@proactiveinvestors.com

Follow him on Twitter @andrew_kessel

Mary T. Boyle sworn in as CPSC Commissioner https://urabandai-ss.com/mary-t-boyle-sworn-in-as-cpsc-commissioner/ Thu, 30 Jun 2022 18:42:00 +0000 https://urabandai-ss.com/mary-t-boyle-sworn-in-as-cpsc-commissioner/

WASHINGTON, June 30, 2022 /PRNewswire/ — Mary T. Boyle was sworn in today as Commissioner of the Consumer Product Safety Commission. Boyle was appointed by the President Joseph R. Biden in July 2021.

Boyle has held senior positions at CPSC for more than a decade, including as general counsel. Most recently, she served as the agency’s general manager. Throughout her tenure, she led key initiatives to protect consumers from unsafe and dangerous products, including the agency’s safety efforts on safe sleep and strong magnets. Additionally, over the years, Boyle has been instrumental in advancing the agency’s law enforcement efforts.

Prior to joining Commission staff, Boyle developed affordable housing programs for the City of Gaithersburg, Marylandworked in private practice at a major international law firm and served on Capitol Hill as a staff member of the late congressman Stephen J. Solarz and for the Asia and the Pacific Subcommittee of the House Foreign Affairs Committee.

“Mary’s depth of knowledge, insight and commitment to public safety will serve her well in her new role and will be a tremendous asset to the Commission as we strive to protect consumers from unsafe products,” said declared the president of the CPSC. Alexandre Hoehn-Saric. “I am grateful to the Commission for continuing to benefit from Mary’s expertise and look forward to working with her, along with the rest of our colleagues, to improve consumer product safety for all Americans. “

Boyle spent more than a decade at CPSC in senior roles with the agency, most recently as executive director, and was a career member of the Senior Executive Service prior to her confirmation as commissioner. His work has covered a wide range of issues, including policy, administration, legal advice, budgets, product recalls, civil penalty negotiations, and rule and regulation development.

As executive director, Boyle was responsible for the agency’s programmatic, operational, and administrative functions. She developed the agency’s budgets and operating plans, managed its regulatory portfolio, and oversaw the agency’s efforts to identify and mitigate consumer risk. Her responsibilities also included compliance enforcement, import monitoring and international programs and she worked with both the Small Business Ombudsman and the Consumer Ombudsman to improve the agency’s outreach to citizens. .

Prior to being named executive director, Boyle served as the agency’s general counsel, the agency’s chief legal officer. His work included legal analysis and review of proposed product safety standards, determination of substantial product hazards, and administrative litigation. In addition, working with the Department of Justice, she was responsible for all federal lawsuits to which the Commission was a party.

Boyle earned his BA in English from Georgetown University in 1985 and his law degree University of Virginia in 1991. She is a member of the District of Colombia and Maryland Bars.

Boyle was born and raised in Brooklyn, New York. She now lives with her husband in Bethesda, Maryland. They have three adult children.


The U.S. Consumer Product Safety Commission (CPSC) is responsible for protecting the public from unreasonable risk of injury or death associated with the use of thousands of types of consumer products. Deaths, injuries and property damage caused by consumer product incidents cost more than $1 trillion annually. CPSC work to ensure the safety of consumer products has contributed to a decline in the rate of injuries associated with consumer products over the past 50 years.

Federal law prohibits anyone from selling products that are the subject of a Commission-ordered recall or a voluntary recall initiated in consultation with the CPSC.

For vital information:

Build number: 22-179

SOURCE US Consumer Product Safety Commission