Finance and Insurance - The Profit Center I would like to make myself clear on a few items of interest before I get too deep into the sales processes at any dealership, including: automobile, recreational vehicles, boats, motorcycle, and even furniture or other big ticket items. A business has to turn a fair profit in order to stay in business. I believe that they should make this profit and use it to pay better quality employees a premium wage in order to serve you better. The financial strengths or weaknesses of any business can definitely have a dramatic effect on your customer service and satisfaction. I do not, in any shape or form, wish to hurt a dealerships profitability, as it is essential for his survival. I merely want to advise people how to negotiate a little better in order to make the profit center more balanced. Let's get right down to this! Every dealership has a finance and insurance department. This department is a huge profit center in any dealership. In some cases, it earns more money than the sale of the automobile itself. Profits are made from many things that most buyers do not understand. You as a consumer should understand the "flow" of the sales process to understand the profit centers that are ahead of you. Most negotiating from the consumer seems to stop after the original price is negotiated and agreed upon. Let's examine just a small portion of what leads up to that point. The first thing that every consumer should understand is that when you go to a dealership several things come into play. One of the most important things that I could point out to you is that you are dealing with a business that has been trained to get the most amount of money from you as they can. They are trained and they practice these tactics everyday, day after day, week after week, month after month, and year after year. Let me point out a couple of important facts that I have said in this paragraph. First, you'll notice that I said a dealership and not a salesman and secondly, I emphasized times of day after day, week after week, etc. etc. This was done to let you know that the salesman is working very closely with the sales managers in order to make as much money as he can. Your interests are really not their objective in most cases. One tactic that is used heavily in the business is that the salesman says he is new to the business. This may be true or not, however; keep in mind that he does not work alone. He is working with store management, who gives him advice on what to say and when to say it. These guys or gals are very well trained on how to overcome every objection that you may have to buying from them. They have been trained in the psychology of the buyer and how to tell what your "hot buttons" are. They listen to things in your conversation that you may say to one another as well as to the salesman. They are trained to tell their desk managers everything that you say and then the desk manager is trained to tell the salesman exactly what and how to answer you. A seasoned salesman does not need as much advice from his desk and may negotiate a little more with you directly without going back and forth. The process of negotiation begins the moment that you walk into the front door or step foot out of your car and begin to look at vehicles. Different stores display inventory in different ways. This is done for crowd control or more commonly known as "up control". Control is the first step in negotiating with a customer. Ever who asks the questions controls the situation. Let me give you an example: A salesman walks up to you and says "Welcome to ABC motors, my name is Joe, and what is yours?" The salesman has just asked the first question- you answer "My name is George." He then asks you what you are looking for today, or; the famous "Can I help You?" As you can see, step after step, question after question, he leads you down a path that he is trained to do. Many times a well trained salesperson will not answer your questions directly. In some cases, they only respond to questions with other questions in order to avert the loss of control. An example of this could be something like you asking the salesman if he has this same car with an automatic rather than a stick shift. Two responses could come back to you. One would be yes or no, the other could very well be something along the lines of: 'don't you know how to drive a stick shift?" In the second response the salesman gained more information from you in order to close you. Closing means to overcome every objection and give your customer no way out other than where do I sign. The art of selling truly is a science of well scripted roll playing and rehearsal. We have established that the negotiating process begins with a series of questions. These questions serve as two main elements of the sales process. First and foremost is to establish rapport and control. The more information that you are willing to share with you salesman in the first few minutes gives him a greater control of the sales process. He has gathered mental notes on our ability to purchase such as whether you have a trade in or not, if you have a down payment, how much can you afford, are you the only decision maker (is there a spouse?), how is your credit, or do you have a payoff on your trade in? These are one of many pieces of information that they collect immediately. Secondly, this information is used to begin a conversation with store management about who the salesman is with, what are they looking for, and what is their ability to purchase. Generally, a sales manager then directs the sales process from his seat in the "tower". A seat that generally overlooks the sales floor or the sales lot. He is kind of like a conductor of an orchestra, seeing all, and hearing all. I cannot describe the entire sales process with you as this varies from dealer to dealer, however; the basic principals of the sale do not vary too much. Most dealerships get started after a demo or test drive. Usually a salesman gets a sheet of paper out that is called a four square. The four square is normally used to find the customer's "hot points". The four corners of the sheet have the following items addressed, not necessarily in this order. Number one is sales price, number two is trade value, number three is down payment, and number four is monthly payments. The idea here is to reduce three out of the four items and focus on YOUR hot button. Every person settles in on something different. The idea for the salesman is to get you to focus and commit to one or two of the hot buttons without even addressing the other two or three items. When you do settle in on one of the items on the four square, the process of closing you becomes much easier. One thing to keep in mind is that all four items are usually negotiable and are usually submitted to you the first time in a manner as to maximize the profit that the dealer earns on the deal. Usually the MSRP is listed unless there is a sales price that is advertised (in may cases the vehicle is advertised, but; you are not aware). The trade value is usually first submitted to you as wholesale value. Most dealers request 25-33% down payment. Most monthly payments are inflated using maximum rate. What this all boils down to is that the price is usually always negotiable, the trade in is definitely negotiable, the down payment may be what you choose, and the monthly payment and interest rates are most certainly negotiable. If you do your homework prior to a dealership visit you can go into the negotiation process better armed. You still need to keep two things in mind through this process. The first item is that you are dealing with a sales TEAM that is usually highly skilled and money motivated. The more you pay the more they earn. The second item to remember is that you may have done your homework and think that you are getting a great deal and the dealer is still making a lot of money. The latter part of this statement goes back to the fact that it is essential for a dealer to make a "fair" profit in order to serve you better. Once your negotiations are somewhat settled, you are then taken to the business or finance department to finalize your paperwork. Keep in mind that this too is another negotiating process. In fact, the finance manager is usually one of the top trained sales associates that definitely knows all the ins and outs of maximizing the dealerships profit. It is in the finance department that many dealers actually earn more than they earned by selling the car, boat, RV, or other large ticket item to you. We will break these profit centers down for you and enlighten you as to how the process usually works. Remember that finance people are more often than not a superior skilled negotiator that is still representing the dealership. It may seem that he or she has your best interests at heart, but; they are still profit centered. The real problem with finance departments are that the average consumer has just put his or her guard down. They have just negotiated hard for what is assumed to be a good deal. They have taken this deal at full faced value and assume that all negotiations are done. The average consumer doesn't even have an understanding of finances or how the finance department functions. The average consumer nearly "lays down" for anything that the finance manager says. The interest rate is one of the largest profit centers in the finance department. For example, the dealership buys the interest rate from the bank the same way that he buys the car from the manufacturer. He may only have to pay 6% to the bank for a $25,000 loan. He can then charge you 8% for that same $25,000. The dealer is paid on the difference. If this is a five year loan that amount could very well be $2,000. So the dealer makes an additional $2,000 profit on the sale when the bank funds the loan. This is called a rate spread or "reserves". In mortgages, this is disclosed at time of closing on the HUD-1 statement as Yield Spread Premium. This may also be disclosed on the Good Faith Estimate or GFE. You can see why it becomes important to understand bank rates and financing. Many finance managers use a menu to sell aftermarket products to you. This process is very similar to the four square process that I discussed in the beginning. There are usually items like gap insurance, extended service contracts, paint and fabric guard, as well as many other after market products available from this dealer. The menu again is usually stacked up to be presented to the consumer in a way that the dealer maximizes his profitability if you take the best plan available. The presentation is usually given in a manner in which the dealer wins no matter what options are chosen. With the additional items being pitched to you at closing, your mind becomes less entrenched on the rates and terms and your focus then turns to the after market products. Each aftermarket item can very well make the dealer up to 300-400% over what he pays for these items. Gap coverage for example may cost the dealer $195.00 and is sold to the consumer for $895.00. The $700.00 is pure profit to the dealer and is very rarely negotiated down during this process. The service contract may only cost a dealer $650.00 and is being sold for $2000.00. The difference in these items are pure profit to the dealer. You see, if you only paid $995.00 for the same contract, the dealer still earns $345.00 profit from you and you still have the same coverage that you would have had if you had paid the $2000.00. The same is true for the gap coverage. You are covered the same if you paid $395.00 or $895.00 if the dealers costs are only $195.00. The only difference is the amount of profit that you paid to the dealer. Another huge profit center is paint and fabric protector. In most cases the costs to apply the product are minimal (around $125.00 on average). In many cases the dealer charges you $1200-$1800 for this paint and fabric guard. As you can see, these products sold in the finance department are huge profit centers and are negotiable. I also have to recommend the value of most all products sold in a finance department. It is in your best interest to get the best coverage possible at the best price possible. Always remember this: The dealer has to make a fair profit to stay in business. It just doesn't have to be all out of your pocket.

5 Tempat Yang Harus Dielakkan Untuk Menyimpan Telefon Bimbit Anda. Letak Di Tempat Ini Boleh Mengundang Bahaya









Standing Armies in Modern Finance - A Global Credit Crisis "I sincerely believe... that banking establishments are more dangerous than standing armies, and that the principle of spending money to be paid by posterity under the name of funding is but swindling futurity on a large scale." - Thomas Jefferson, 1816 Jefferson's warnings almost two centuries ago about the pernicious banking establishments were indeed prescient. The seismic events of 2008 set off by the chicanery of the high priests in modern finance have borne out his suspicions as citizens of the world grapple with the sheer scale of the global credit crisis. In March 2003, as America's military was amassing on the borders of Iraq to uncover Saddam Hussein's phantom cache of weapons of mass destruction, America's army of investment bankers on Wall Street were quietly manufacturing its own arsenal, diabolically concocting an alphabet soup of financial sludge that masqueraded shaky mortgages and risky loans as AAA-rated investment grade bonds. At the click of a mouse, these toxic securities would transmit electronically over the trading terminals of the world and land on the doomed balance sheets of the unsuspecting buyers, where they would lie in wait to wreak maximum devastation. With copious amounts of liquidity from the Federal Reserve, collaboration from the rating agencies, an insatiable investor appetite for yield, and good old fashioned American ingenuity, enablers at every level in the financial food chain were about to be richly rewarded for their parts in the great American revolution called "Securitization". In a low interest rate environment, debt or income producing assets such as mortgages, consumer loans, car loans, credit card loans and student loans would be securitized and sold as high grade investments, boasting yields superior to those on treasury bonds. In the aftermath of 9/11, the world held its collective breath over the apocalyptic warnings of dirty nukes smuggled by terrorists in suitcase bombs. Concurrently, in the far-flung money capitals of New York, London, Sydney, etc, Saville Row suited bankers unfettered by regulators and trained in the dark arts of alchemy diligently sliced, diced and bundled credit derivatives for global distribution, setting the stage for carnage in markets and economies, while receiving eye-popping compensation for devising yet another amazing feat of financial wizardry. Emerging from the tech bubble and bust of 2001/2002, individual and corporate balance sheets became leveraged at a dizzying pace as America gorged on Chairman Greenspan's largesse of low interest rates and easy credit from lending institutions. Living within one's means, once a lauded personal virtue, lost its quaint charm in the age of hyper-consumption. Without good paying jobs, consumers struggling to maintain high standards of living tapped into home equity to supplement discretionary spending, and sank deeper into personal debt. Lenders took advantage of the credit binge and promoted variants of risky mortgages and facilitated their refinancing. Mortgage backed securities coveted by yield- starved investors enjoyed robust growth, and complicated derivatives engineered by former physicists fuelled rampant speculation on the trading floors of banks, broker dealers and hedge funds. Barely out of the ruins of the dotcom bust, America was ready to roll the dice again. Customized to the risk appetite of the investor, derivatives of asset backed securities called CDOs (Collateralized Debt Obligations) would consist of portfolios of fixed income assets divided into separate tranches. The higher quality tranche would offer risk averse investors a lower yield, while investors in the lower quality tranche would be the first to suffer any portfolio impairment in exchange for the highest yield. Mathematical models of financial engineers had shown that, in a perfect world, securities of varying credit qualities could be bundled together with the desired amount of risk and return allocated to each investor. Such models would soon be discredited in the ensuing turmoil of the current global credit crisis. Seeking the quickest and most attractive returns, vast amounts of liquidity poured into the housing market beginning in 2003, bringing dramatic changes to the status of housing in American society. The bricks and mortar of a residential home no longer provided just a shelter and a sound, long-term investment for the homeowner. Housing began to appeal to the speculative frenzy of the trader class, and runaway prices in California, Nevada, Florida, Arizona and other hot markets were enticing misinformed and unqualified buyers to take on mortgages they could not afford. While Congress preached the ownership society, unscrupulous lenders used predatory lending practices to sell the quintessential American dream of home ownership. Affordability was sidestepped as a critical issue for the individual homeowner because housing prices were projected to rise in perpetuity, a fatally flawed assumption which remained unchallenged until it was too late. Real estate was deemed a safe investment, and a setback in prices was unimaginable. Standard & Poor's model for home prices had no ability to accept a negative number, according to the cover story titled "After the Fall" by Michael Lewis in the December 2008 issue of Condé Nast Portfolio magazine. Eventually, the alchemists' gold would revert to lead, and clueless investors in all manners of ill-conceived derivatives and asset backed securities, from Norway to China to the Middle East, would begin the painful process of writing down billions in losses. Seven years after the World Trade Center attacks aimed at destroying American capitalism failed, the world has since dodged another major bullet from Osama bin Laden. However, the irony cannot be lost on anyone that, having risen from the ashes of 9/11, the titans of Wall Street would ultimately succumb to their own greed, hubris and incompetence. The global Credit Crisis now threatens the very survival of the global financial system and the real economies of the world. Since March 2008, storied names in banking, insurance and mortgage lending have collapsed from the rapidly imploding values of their sub-prime mortgage and derivative portfolios, while other lesser known, but similarly over-extended institutions on the brink have received taxpayer bailouts and written down close to US$1 trillion in losses. What has started as a U.S. housing crisis has evolved into a global credit crisis and has now morphed into a full-fledged economic meltdown that threatens to deflate asset prices worldwide. Haunted by the specter of 1930s depression reprised, governments in OECD countries rush to bolster their national banks and stimulate their economies; desperate to arrest the deflationary pressures from a de-leveraging process that is unwinding the financial system's historic indebtedness at warp speed. The once mighty, now humbled and chastised, eagerly accept taxpayer balm at the federal trough which, in better days, would have been roundly condemned as utter folly of liberal socialism and, distinctly anti-capitalist. However, with the survival of industry behemoths like AIG and Citigroup in question, and the very future of the modern global financial economy in jeopardy, even the principled free marketeers who subscribe to Adam Smith and Ayn Rand recognize the dire need for temporary suspension of their much cherished laissez faire ideology, and grudgingly accept the economic pragmatism of government intervention. The day will hopefully soon return when the economy will right itself, and charges of socialism can again be thrown about in the same careless and carefree manner as they once were. But that day is not today. The cumulative fallout from the housing and credit crises reverberating around the world has caused an unprecedented erosion of confidence in the global financial system. Balance sheets bloated with derivatives and mortgage backed securities suffer drastic impairment as the dubious values of non-performing assets are rapidly written down. Credit dries up and lending grinds to a halt at many banks because their capital reserves have depleted dangerously close to regulatory minimums. Without the flow of credit, global economies slam on their brakes simultaneously and enter recession. Stock market investors worldwide have suffered losses exceeding US$30 trillion in 2008, while commodity markets have also cratered with staggering losses in energy, metals and grains from their stratospheric peaks registered barely months ago. The U.S. government has so far committed US$7.5 trillion in cash injections, loans, guarantees and consumer stimulus to bail out Wall Street, Main Street and Corporate America. The Federal Reserve has also cut short-term rates to almost zero with three and six month treasuries now yielding effectively nothing, Panic-stricken investors in their rush to de-leverage and exit risky investments have pushed up the prices of U.S. government bonds and put a floor under the US Dollar. In spite of massive bailouts, plunging markets, soaring deficits and mounting job losses that shatter investor confidence in the American financial system, the US Dollar has defied gravity and continued to frustrate traders hoping for a quick resumption of a greenback sell-off. With the tidal waves of the financial tsunami rippling to the far corners of emerging markets like Iceland, South Korea and the Ukraine, it is apparent that the U.S.-originated systemic havoc is no longer contained domestically. Rather, the spreading contagion has exposed the vulnerabilities of an inter-connected global economy, confounding central bankers and policy makers alike as they ponder a global recession cascading over the economic horizon. Without swift, bold, aggressive and coordinated policy action, a deflationary environment could take hold and the global recession could become a global depression. Although the extraordinary amounts of liquidity provided to counter the deflationary forces of wealth destruction could ultimately be inflationary in an economic recovery; that is probably an outcome which policy makers would not mind confronting, as they face the vastly more ominous threat of falling prices and shrinking output. At that time, when the economies of the world do finally recover, the US Dollar may come under renewed pressure as the currency market will have to digest the implications of an historic expansion of the U.S. money supply. In the strangest of ironies, the US Dollar which has come to symbolize the collective ills of the American financial system has benefited the most from the de-leveraging process, and emerged amidst the chaos as the undisputed safe haven currency of choice. This phenomenon may be an aberration, but will likely continue until the last bit of excess and euphoria has been wrung from the system. It will take a gargantuan effort to extricate the world from the worst financial crisis since the Great Depression. It is time to encourage real engineers to build roads, bridges and repair the crumbling infrastructure rather than allow financial engineers to wreak havoc with the next generation of destructive derivatives. The data and comments provided above are for information purposes only and must not be construed as an indication or guarantee of any kind of what the future performance of the concerned markets will be. While the information in this publication cannot be guaranteed, it was obtained from sources believed to be reliable. Futures and Forex trading involves a substantial risk of loss and is not suitable for all investors. Please carefully consider your financial condition prior to making any investments. 'Member CIPF' or 'MF Global Canada Co. is a member of the Canadian Investor Protection Fund''