Paying too little.

During my early as a young man selling engineering product the maxim of John Ruskin has been drummed into our mind by the Senior Sales Engineer.

 “It is unwise to pay too much, but it's worse to pay too little.

When you pay too much you lose a little money - that is all.

When you pay too little, you sometimes lose everything, because the thing you bought

was incapable of doing the thing it was bought to do.

The common law of business balance prohibits paying a little and getting a lot;

it cannot be done.

 If you deal with the lowest bidder, it is well to add something for the risk you run,

and if you do that you will have enough to pay for something better"

John Ruskin (1819 - 1900)

 

Too many disasters occur because the customer wants to have something very good for very little cost. All too many public sector procurements end up as lemons (to be polite) because they insist on the lowest price as being the main discriminator. Price is important, but so are:

• the track record of the supplier - which includes their reliability.
• the experience of the supplier in this area of requirements and their quality regime.
• the facilities available in the product(s) or service(s) offered.
• their product support, training and maintenance services.

It is easy to mistake price and cost. The price is what you pay for an item. Cost has many dimensions and many of them are intangible, ongoing costs which can potentially cripple a business. Which brings me to the most important point.

 Do not buy for fashion, or appearance, or whim - buy because it brings to your business clearly identifiable and quantifiable benefits. You should write down what you intend to achieve, because at the end of the process you should be able to check that you have indeed achieved the benefits you expected.  

The cost of any product or service must be proportionate to the business benefit to be derived. If the benefit is high, then some risk is likely to be involved too. There are very few cheap, quick and effective fixes. You rarely get great benefit for no effort.
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 “There is hardly anything in the world that someone can’t make a little worse and sell a little cheaper – and people who consider price alone are this man’s lawful prey”.

John Ruskin (1819 - 1900)

 

Project Management for Accountants

Project management is a client-focused process that significantly increases the probability of providing the desired results to the client. It can help an accounting firm plan its resources more effectively and ensure that work is delivered to clients in a timely manner. The project management methodology enables an accounting firm to manage its engagements prospectively, not retrospectively, such as through time sheets. When properly implemented, project management can provide your firm with a competitive differentiation by defining the success of your firm the same way your clients do—through results. This article explains the important tools and objectives underlying project management.

For complete article follow this link : Project Management for Accountants

ONE (1) SOLUTION

CAREWARE launched the One (1) Solution Concept.

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No doubt about it, the Multi user Software has become essential! But the right product choices must be made and all the elements unit function together harmoniously and efficiently


It has now become obvious that designing an Enterprise Wide system involves half a dozen different firms, each supplying any of the items or services described above. Every one of the components is essential for the support of your computer system.


Recognizing these enormous disadvantages of dealing with several different firms and point of responsibilities which could prove detrimental to the Enterprise System, Careware put together a team of experts, a group of TOTALLY dedicated, specialized and trained personnel to offer the CAREWARE ONE (1) SOLUTION and TOTAL SUPPORT for our customers..


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CAREWARE's One (1) solutions include:-


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