1/25/11

Excellent SQL Server Backup and Maintenance Solution

One of the first things I have to do after I’ve installed Dynamics GP and created the DYNAMICS, TWO and company databases, is setup jobs to backup and optimize those databases. The best method I’ve found to do that is a free solution developed by Ola Hallengren that can be found here. This solution received the 2010 Editor’s Choice Bronze Award for best Free SQL Tool, while the SQL Server Community gave it the Gold. After a previous write-up of this solution Ola contacted me directly asking for my feedback, and he has been in touch several times since – he clearly cares about his solution and makes regular improvements as SQL Server features are added or changed.

The solution can be installed by downloading and running a single sql script – direct link here. Upon opening the script in SQL Management Studio, I typically make two changes. First I change the value of the @BackupDirectory parameter, highlighted below, to point to the location I want the backups stored. The backup job will create a folder with the server name in this folder, with folders for each database below that, followed by folders for each of the backup types – full, differential, and log.

ScreenClip(9)

The second change I make is that I like to keep 3 days worth of backups on disk if possible, and the scripts defaults to cleaning up backups older than 24 hours, so I like to change that to 72 hours. This can certainly be done afterwards by editing the job step but I like to do it up front. I usually do a quick find and replace operation on “24, ” replacing with 72.

ScreenClip(10)

After the replace is completed, I run the script and the highlighted jobs below are created. From there I open each job, set the desired schedule for each one, and I’m done.

ScreenClip(11)

I use this script because I want consistently configured backup and database maintenance jobs on all of the SQL Servers I manage for my customers. It takes 10-15 minutes to configure and I love that it’s smart enough to not throw an error on the whole transaction log job if someone creates a new company and the recovery is still set to Simple – it skips that database and moves on to the next one. It is also much smarter then the SQL Server Maintenance Plans about whether it rebuilds or reorganizes the databases indexes. Visit Ola’s site, http://ola.hallengren.com/ to read more about the solution or view the documentation.



http://www.andynifong.com/blog/2011/1/24/excellent-sql-server-backup-and-maintenance-solution.html

How to avoid Malware

What is malware?
The term "malware" comes from the two words "malicious software," and refers to any software that is designed to cause damage to a computer, server, or network.

Viruses, spyware, worms, key loggers, and Trojans are examples of malware. If you click links that are disguised as images, audio, or video files which might appear on suspicious websites or in Instant Messages (IMs) or email messages, you might expose your computer to malware. In some cases, malware can even be hidden in files that have been uploaded to reputable websites. Malware can:

•Corrupt data.
•Slow down your computer.
•Use your email or instant message(IM) program to spread itself to other computers.
•Erase everything on your computer.
•Result in identity theft or give a criminal access to your web accounts.


1. Don't use file sharing applications. If I see Limewire, Bearshare, or Kazaa on a program list in a PC I can find malware approximately 100% of the time. There is simply no way to safely download with these programs because you can't trust the source.

2. Never open an email attachment if you don't know what it is. Even if you know the person who sent the email beware of attachments. Many computers with infections will send out email to everyone on their address book without the owner ever being aware.

3. If you get pop-ups when opening a web page don't click inside the pop-up to close it. Always click the red "x" in the upper right corner. The "cancel" or "close" button in the pop-up might have unintended effects. clicking inside the pop-up allows code to run that may not be what the button indicates. ie. by clicking inside the pop-up you may be allowing a virus to take control of your computer.

4. If you get a message from your computer warning you that it is infected and you need to download suchandsuch software to remove the virus, don't do it. At this point you are already infected, downloading the fake virus remover will only make it worse. No legit software ever uses this tactic.

5. Avoid free downloads unless you are absolutely sure you can trust the source. Often these freebies are packaged with a good deal of adware, so be careful.

Most of the time good common sense will keep your computer safer than whatever virus protection you have installed. Start practicing safe web viewing and you will find you rarely have a problem with malware.

The Carbon:Nitrogen Ratio (C:N) in Composting

Did you know that all organic matter has a ratio of Carbon to Nitrogen (C:N) in their tissues? For microorganisms, carbon is the basic building block of life and is a source of energy, but nitrogen is also necessary for such things as proteins, genetic material, and cell structure.

Balance of C:N is Key
Decomposition of organic materials in your compost pile is greatly increased when you create the proper balance between the carbonaceous materials (called BROWN because they are dry) and the nitrogen-rich materials (called GREEN because they are more fresh and moist).

In compost lingo, this balance is referred to as the Carbon-Nitrogen ratio, and shown as C:N.

Now, it is true that most people simply don't give a hoot about this scientific hocus-pocus stuff. Waste is waste! And when you just want to throw the stuff away, you're not inclined to stop a moment to ask, "Gosh, is this Carbon or Nitrogen?"

But magic is afoot out there in nature. And much of the sleight of hand of composting, whether you are aware of it or not, has to do with the organic materials' content of Carbon and Nitrogen. Blow this stuff off and you might get a surprise when you open the lid to your bin: it may reek to holy hell, like rotten eggs or ammonia, or it may just be sitting there doing absolutely nothing! Which is to say your pile has become a cold couch potato, and it ain't going nowhere fast!

So, back to this necessary balance between the Carbon content of your waste material and the Nitrogen content. For best performance, the compost pile, or more to the point the composting microorganisms, require the correct proportion of Carbon for energy and Nitrogen for protein production. Compost scientists have determined that the fastest way to produce fertile, sweet-smelling compost is to maintain a C:N ratio somewhere around 25 to 30 parts Carbon to 1 part Nitrogen, or 25-30:1. If the C:N ratio is too high (excess Carbon), decomposition slows down. If the C:N ratio is too low (excess nitrogen) you will end up with a stinky pile.

A Little More Science Behind the C:N Ratio
Microorganisms that digest compost need about 30 parts of carbon for every part of nitrogen they consume. That's a balanced diet for them. If there's too much nitrogen, the microorganisms can't use it all and the excess is lost in the form of smelly ammonia gas. Nitrogen loss due to excess nitrogen in the pile (a low C:N ratio) can be over 60%. At a C:N ratio of 30 or 35 to 1, only one half of one percent of the nitrogen will be lost. That's why you don't want too much nitrogen (fresh manure, for example) in your compost: the nitrogen will be lost in the air in the form of ammonia gas, and nitrogen is too valuable for plants to allow it to escape into the atmosphere.

Scientists have determined four conditions that are constant for all residue decomposition:

1.A maximum of 35% of the carbon in fresh organic material will be converted into soil humus IF there is sufficient nitrogen present.

2.A minimum of 65% of the carbon in fresh organic material will be given off to the atmosphere as carbon dioxide due to microbial respiration. (Uh-oh! An argument could be made that composting contributes to greenhouse gases and warming of the Earth's atmosphere. However, consider this, nature is always decomposing everywhere; so, what you are doing in your little compost bin is a mere iota of carbon release compared to nature's vast compost bin in forests, rangeland, etc.)

3.The humus formed from the decomposition of fresh organic material will contain approximately 50% carbon and 5% nitrogen. In other words, the C:N ratio of the humus is 10:1.

4.Most fresh plant material contains 40% carbon. The C:N ratio varies because of differences in nitrogen content, not carbon content. (Note: Dry materials are generally in the range of 40 to 50 percent carbon, and sloppy, wet materials are generally 10 to 20 percent carbon. Therefore, the most important factor in estimating the carbon-to-nitrogen ratio of plant or food waste is how much water is present).

HOW TO USE THE C:N RATIO

Principle #1: The Ideal 30:1 Ratio

A hot, fast pile (with temperatures up to 140°F/60°C) is obtained when the C:N ratio of all the materials you add averages 30:1 (50:1 is adequate for most slower, lower-temperature piles). You can be sure, then, that the little microbes are stuffing themselves. Of course, this is ideal: you may not necessarily obtain this!

Don't Make This Mistake: This ratio describes the chemical composition of a material and does not mean that you need a volume of brown materials that is thirty times greater than the amount of green matter! Don't make this mistake!

Principle #2: 2 Parts Green to 1 Part Brown
(The best stragey to mix your compostable materials)

Generally speaking, you can get C:N ratios of 30:1 to 50:1 by adding two parts of a GREEN material to one part of a BROWN material to your bin. A "part" can be defined as a certain quantity of the material, such as two 5-gallon buckets of GREEN and 1 packed bucket of BROWN.

Play with the chart below. For example, food scraps, grass clippings and leaves come close to an average of 30:1. How? Add-up the Carbon side of the ratio for all three materials, i.e. 15, 17, 60, and divide by the number of materials, i.e. three. 92/3 = about 31:1.

Experiment (this isn't a perfect world!) to find your own style. Many people have very good success with equal parts. Just don't have too much brown or too much green!

QUESTION: "Can I use 1-part GREEN and 1-part BROWN?"
ANSWER: Yes you can. The best combination would be a mixture of GREEN sources, as shown on the left of the chart below and a BROWN source such as leaves (notice that leaves have a fairly low C:N ratio compared to other carbonaceous materials shown on the right of the chart. Leaves are ideal for composting!). Researchers have determined that effective compost can be made with equal parts GREEN and BROWN, or with 2 parts GREEN and 1 part BROWN.

QUESTION: I am confused. Half the articles I read suggest using 2-parts BROWN to 1-part GREEN. The other half say to use 2-parts GREEN to 1-part BROWN. WHAT IS CORRECT?!
ANSWER: When authors/researchers call for 2-parts BROWN, they are considering the fact that common BROWNS such as leaves or hay, etc. have a lot of fluff or air in a particualr volume as compared to the more matted volume of GREEN. So, they might say use two shovels full of BROWN and one shovel full of GREEN. We don't dispute this advice if you use unshredded leaves or hay. However, when shredded, a large volume of leaves/hay is cut to about 1/4 its mass. Therefore, 2-parts of such shredded BROWN would be too much carbon for the 1-part volume of GREEN. Experiment to see what happens.

Our caution to using the 2-parts BROWN to 1-part GREEN approach is that one can easily overestimate the volume of BROWNS whereas in fact the GREENS are vital for getting the pile heated (but not too many or you get smelly material). Too much BROWN and the pile is too dry and will not heat up. We attempt to use the scientifically known make-up of Carbon and Nitrogen in materials and use the the C:N Ratio formula for computing the balanced ratio. This is why the 2-parts GREEN to 1-part BROWN has been promoted. Our best advice is to try both formulas for GREENS and BROWNS. You may be surprised at what you find: probably good compost!


Use this Rule of Thumb when viewing the chart below

•Any organic matter that has a C:N ratio generally smaller than 30:1 is considered a GREEN.
•Any organic matter that has a C:N ratio generally larger than 30:1 is considered a BROWN.

Common Home Compostable Materials & C:N Ratios
(Example: Food Scraps has a Carbon:Nitrogen Ratio of 17:1,
meaning 17 parts Carbon to 1 part Nitrogen)


GREEN (Nitrogen)
BROWN (Carbon)
Aged Chicken Manure 7:1

Fresh manures are way to hot and can burn your plants and roots!
Leaves 60-80:1
One of the most important ingredients for composting, especially shredded or broken down (leaf mulch).

Food Scraps 17:1

Vegetable Scraps 25:1

Straw, Hay 90:1

The best way to use is to shred for faster breakdown.

Coffee Grounds 25:1
Sawdust 500:1

Commercially produced compost is high in sawdust or shredded bark chips. Use very sparingly!
Grass Clippings - Fresh 17:1

Dry clippings would be higher in Carbon. Therefore, use as carbon source if necessary.
Woody chips & twigs 700:1

Be sparing. Best use is small material at bottom of bin or pile.
Fresh Weeds 20:1

Make sure you don't compost weeds with seeds, unless you insure that your pile gets hot - over 140°F/60°C.
Shredded Newspaper 175:1

Has no nutrient content. Best used in vermicomposting. Always shred and soak in water for fast breakdown.
Fruit Wastes 25-40:1
Nut shells 35:1
Rotted Manure 20:1

Horse manure should not be used because it contains undigested seeds that can sprout in the bin.
Pine Needles 80:1

Use sparingly. Very acidic and waxy; breaks down slowly.
Humus (soil) 10:1

This is nature's natural ratio. Use sparingly in pile. Best used to "seal" the pile by putting a 1-2 inch layer on top.
Corn Stalks 60:1

Shred or cut up in small pieces for fast break down.
Seaweed 19:1
Peat Moss 58:1

Has no nutrient value. In the bin it is mostly filler.

General Garden Waste 30:1

Clippings from plants, stalks, dead flowers, etc. Excellent mix with leaves

NOTE

The C:N Ratios given in this chart are average and may slightly vary according to source, researcher or scientist!




TIPS TO REMEMBER
  • The 2-to-1 ratio of Greens to Browns is your best bet when creating a Batch Pile. This will aid you in creating about a 30:1 C/N Ratio. Adequate enough to get a hot pile.

  • A 1-to-1 Ratio works well with the Add as You Go Pile as well as the Batch Pile. This will aid you in creating about a 50:1 C/N Ratio, adequate enough to get a warm pile.

  • Stockpiling of leaves and food scraps or yard waste is perhaps the best composting strategy to make a heap large enough for the microorganisms to get hot and bothered.

1/24/11

Holiday Functions

Often it is useful to return the date of a holiday for a given year, perhaps for a schedule application. Neither Excel nor VBA have any built in functions for working with holidays -- you have to create your own. Holidays can be thought of as being either Fixed or Floating. Fixed holidays are those that occur on the same day each year, such as Christmas. Floating holidays are those which occur on different days in different years. For example, Thanksgiving (in the US) occurs on the fourth Thursday of November. Therefore, we need a function that will calculate the fourth Thursday. We'll generalize that function, in both VBA and worksheet function form, to return the Nth day-of-week for any month and year.

Other floating holidays are a bit harder to calculate. For example, in the US, Memorial Day occurs on the last Monday of May. Depending on the year, this may be either the 4th or 5th Monday. So we need a function to calculate the number of Mondays in May. We'll generalize this to compute the number of any day-of-week in any month and year.

Finally, there is Easter, whose actual date is some bizarre result of the phases of the moon. I don't claim credit for the formulas for calculating Easter shown below, nor do I claim to understand why the work, but they do.



Fixed Holidays
For fixed holidays, such as Christmas, this is simple since the date of the holiday does not change from year to year. For example, use the following to return the date of Christmas in the current year:

=DATE(YEAR(NOW()),12,25)


Floating Holidays
Other holidays, however, are not assigned to a specific date. For example, Thanksgiving Day is defined to be the 4th Thursday of November. Therefore its exact date will change from year to year. For Thanksgiving, we have an explicit VBA function:

Public Function ThanksgivingDate(Yr As Integer) As Date
ThanksgivingDate = DateSerial(Yr, 11, 29 - _
WeekDay(DateSerial(Yr, 11, 1), vbFriday))
End Function

We can generalize this to holidays that are defined as the Nth Day of some month, such as Martin Luther King's birthday, celebrated on the 3rd Monday of January. The following function will return the Nth DayOfWeek for a given month and year:

Public Function NDow(Y As Integer, M As Integer, _
N As Integer, DOW As Integer) As Date

NDow = DateSerial(Y, M, (8 - WeekDay(DateSerial(Y, M, 1), _
(DOW + 1) Mod 8)) + ((N - 1) * 7))
End Function

To return the date of the 3rd Monday in January of 1998, use
=NDow (1998, 1, 3, 2)


The NDow function can also be written as a worksheet formula:
=DATE(Yr,Mon,1+((Nth-(DoW>=WEEKDAY(DATE(Yr,Mon,1))))*7)
+(DoW-WEEKDAY(DATE(Yr,Mon,1))))

Where Yr,Mon, and DoW are cell references or values indicating Year, Month, Nth, and Day-Of-Week.


This will work fine for most floating holidays. However, Memorial Day is celebrated on the Last Monday of May. To compute this date, we first need a function to tell us how many Mondays there are in the month.

Public Function DOWsInMonth(Yr As Integer, M As Integer, _
DOW As Integer) As Integer

On Error GoTo EndFunction

Dim I As Integer
Dim Lim As Integer
Lim = Day(DateSerial(Yr, M + 1, 0))
DOWsInMonth = 0
For I = 1 To Lim
If WeekDay(DateSerial(Yr, M, I)) = DOW Then
DOWsInMonth = DOWsInMonth + 1
End If
Next I

Exit Function
EndFunction:
DOWsInMonth = 0
End Function


Calling this function will tell us how many Mondays there are in May, 1998.
=DOWsInMonth(1998, 5, 2)

The DOWsInMonth can also be written as a worksheet function with the following array formula. Note that it will not work properly unless you press CTRL+SHIFT+ENTER instead of just ENTER when you first enter the formula and whenever you edit it later. If you do this properly, Excel will display the formula in the formula bar enclosed in curly braces {}.


=SUM((WEEKDAY(DATE(B3,C3,(ROW(INDIRECT
("1:"&DAY(DATE(B3,C3+1,0)))))))=D3)*1)

where B3 is the year, C3 is the month, and D3 is the day of week (1=Sunday, 2=Monday, ..., 7=Saturday)

There are 4 Mondays in May, 1998. The we can pass this into the NDOW function, to return 25-May-1998, the date of Memorial Day. Therefore, the formula to return the date of Memorial Day in 1999 would be

=NDow(1999,5,DowsInMonth(1999,5,2),2)

Many organizations recognize holiday dates on dates different than those of the actual date. Typically, this is done when the day of week of the holiday falls on a weekend and holidays are observed to make a three-day weekend. The general rule is that if the holiday falls on a Saturday, it is observed on the Friday before the holiday. If the holiday falls on a Sunday, it is observed on the following Monday. The following formula will return a Friday if the holiday falls on a Saturday, a Monday if the holiday falls on a Sunday, or the date itself if it falls on a weekday.=IF(WEEKDAY(A2, 1)=1,A2+1,IF(WEEKDAY(A2,1)=7,A2-1,A2)) where A2 is the date of the holiday. In VBA, you can use the following function:

Function Observed(TheDate As Date) As Date
If Weekday(TheDate, vbSunday) = 1 Then
Observed = TheDate + 1
ElseIf Weekday(TheDate, vbSunday) = 7 Then
Observed = TheDate - 1
Else
Observed = TheDate
End If
End Function

where TheDate is the date if the holiday.


Easter

Worksheet Formula For Easter
You can calculate the date of Easter with formula below. It is accurate for the years from 1900 to 2368. The formula is:

=FLOOR("5/"&DAY(MINUTE(YYYY/38)/2+56)&"/"&YYYY,7)-34

where YYYY is a four digit year between 1900 and 2368. The formula returns an incorrect for some years past 2369.


VBA Function For Easter
The date of Easter can be computed in VBA. The algorithm below is from the United States Naval Observatory, at Computing The Date Of Easter.

Public Function EasterUSNO(YYYY As Long) As Long
Dim C As Long
Dim N As Long
Dim K As Long
Dim I As Long
Dim J As Long
Dim L As Long
Dim M As Long
Dim D As Long

C = YYYY \ 100
N = YYYY - 19 * (YYYY \ 19)
K = (C - 17) \ 25
I = C - C \ 4 - (C - K) \ 3 + 19 * N + 15
I = I - 30 * (I \ 30)
I = I - (I \ 28) * (1 - (I \ 28) * (29 \ (I + 1)) * ((21 - N) \ 11))
J = YYYY + YYYY \ 4 + I + 2 - C + C \ 4
J = J - 7 * (J \ 7)
L = I - J
M = 3 + (L + 40) \ 44
D = L + 28 - 31 * (M \ 4)
EasterUSNO = DateSerial(YYYY, M, D)
End Function
You can call this from a worksheet cell with a formula like

=EasterUSNO(YYYY)

where YYYY is a four digit year.

http://www.cpearson.com/excel/holidays.htm
http://www.cpearson.com/excel/Easter.aspx

How to Find Money in Your Business

The solution to a cash flow problem is often right at your fingertips. Fear and concern can keep us from piecing together answers that can make a significant difference. When cash-strapped clients call for a session, we turn over a few stones that are damming up their cash flow and often resolve the immediate problem with a few simple changes or action steps.

Some common oversights and mistakes made by business owners are directly related to a lack of confidence or self worth. Some are related to a fear of looking at, and understanding, their numbers and some are simply due to lack of experience or knowledge. If you identify with any of these roadblocks reach out to someone who can help so you can put yourself firmly in the driver’s seat. Here are a few ideas that might just get the cash flowing and profits moving.

Review your accounts receivable (AR) – Who owes you money? How long have these outstanding invoices been on the books and what are you doing to collect them? The longer you allow these invoices to remain unpaid the less chance you have of collecting on them. Small business owners are often afraid to “get too pushy” for fear of jeopardizing future business. Ask yourself if you really want to do business with someone who doesn’t value your services enough to pay you on a timely basis. Ask yourself if YOU value your services and how these outstanding invoices reflect on your own values. Remember, the efforts that you put into collections could be put toward marketing instead. But meanwhile, make some phone calls, send letters and, if necessary, have an attorney draft a letter for you and nudge the late pays into action.

Review your terms - What are the terms that you apply to your sales? Do your clients pay you upfront? Do they pay a portion in advance and have 30, 60 or 90 days to pay the balance? I once worked with a client who provided a service in the wedding industry. She collected 30% at the time the order was placed and the remaining balance on the wedding day. We changed her collection terms to 1/3rd upon booking, 1/3rd 30 days prior to the event and the 1/3rd on the day of the event. This simple adjustment really loosened things up for her and gave her a safety net.

Charge your worth – Okay, here’s the real issue for many soloists. Wow! I can’t count the times that I have heard people say they haven’t raised their fees in 10 years or that they feel sorry for people who can’t afford their services. There is nothing wrong with a little pro bono work, for sure, but please don’t end up in the poor house to compensate for someone else’s financial concerns. If you do offer a reduction in fees or product cost communicate the terms clearly and make sure it’s not to your own detriment. Also, do a little competitive analysis by researching services and products similar to yours to see what the going rates are. Do you hear yourself making excuses to support your decision to charge lower rates? If so, talk to your accountant, coach, mentor or advisory board to gain perspective. Unless you are submitting RFP’s for government contracts the lowest bid doesn’t always win. Re-evaluate your pricing and make sure you are valuing your services and products as much as you hope that your clients will.

Evaluate your expenses – Another common cash flow issue is created by excess spending. For example, do you have contractors that you send jobs to because you want to keep them happy? We know that outsourcing is a priority so that your time is free to build your business, but if this is done to excess during a low revenue point it can backfire. I often hear concerns like, “Janie has been doing work for me for years and I can’t cut down on her hours.” Yes, it’s difficult when you feel responsible for a portion of someone else’s income, but in the long run these temporary cuts will keep you in the black long enough to rebuild and move forward in a stronger position so that you can resume sending work their way.

In this down economy, some soloists are holding on to office space that may no longer be necessary. If you need to make cuts like this, look for the advantages and give yourself a timeframe to work within. If you have a plan that you believe will turn things around, schedule a date to reevaluate your spending. It’s easy to get caught up in the “what if’s” when we are making decisions like letting go of an office. What if things turn around? What if my clients find out? Make a list of your pros and cons and understand your financial limits. Removing the stress of added expenses will help you to focus more clearly on solutions and growing your business.

http://www.inc.com/marla-tabaka/how-to-find-money-in-your-business.html

Selecting the right mulch for your garden or landscape

Any gardener will tell you that mulching is an essential element of landscaping. However, there is more to mulching than just spreading some straw or peat moss around your trees, shrubs and flowers. Mulch should, at the very least, have these qualities: insulate plants & roots, increase water retention, be attractive, have a pleasant odor or be odor free, allow water and air to penetrate soil and it must stay in place. Although there may not be an ideal or perfect mulch, several come close. Finding the right mulch for your purposes just takes a little research and maybe a few trips to the home improvement store or local garden supply store.

Before deciding what material to use as mulch, you need to decide between organic mulch and inorganic mulch for your landscaping. Both inorganic and organic mulch have certain characteristics that make each ideal for certain types of mulching projects. For example, organic mulches are eco-friendly and provide a continuous source of organic matter to the surface of the soil. However, if organic mulches are kept too wet they can breed mold. Hay, straw and other organic mulches may contain weed seeds that will be introduced to your yard and garden through the mulch. The merits of organic mulch probably outweigh the problems though. For instance, organic mulches alter the soil providing aeration in soil heavy with clay and more moisture retention in sandy soils. Inorganic mulch also has its own unique characteristics that make it both ideal at times and a detriment at other times. Inorganic mulch lasts much longer than organic mulch because the materials do not decay like the materials in organic mulch. Furthermore, most inorganic mulches prevent weeds or even completely inhibit weed growth. However, inorganic mulches are difficult to remove once they are in place, can prevent moisture and air from circulating through the soil and do nothing to improve or add nutrients to the soil.

Knowing when to mulch is also a key element to proper mulching. There are two seasons for mulching: growing season and dormant season. Mulching during growing season helps to maintain moisture until the new plants have become fully established. Furthermore, mulching during growing season reduces loss of soil and soil erosion until turf or plants are established. Mulch should not be applied until the soil has warmed up to promote active root growth - - if not, the mulch will keep the ground cool and roots will not grow. Dormant season mulching protects plants and roots from severe temperature changes by maintaining a constant soil temperature. However, dormant season mulching should not be done too early in the season or it will prevent plants from developing key processes that help them survive cold weather. Furthermore, pruning, fertilizing or doing anything to stimulate plant growth should be avoided after dormant season mulching has been done.

Some general precautions when using mulch include:
**Do not use reflective mulch (white rock, shiny pebbles, etc.) at the base of a building or home. They reflect the summer heat toward the house as well as damage plant roots by causing too much warmth during dormant winter months.

**It is not wise to use wood mulch around homes because this type of mulch attracts termites and other insects that will enter your home through cracks and spaces in the foundation and walls.

**Using mulch on soil that is poorly drained (soil that retains moisture and water) can cause the soil to be too wet for plants.

**Leaves, sawdust and shredded bark (all organic mulch) should be moist when they are applied to lawns and gardens. If they are dry, they will soak up the moisture from the soil leaving plants without water.


http://www.associatedcontent.com/article/5542944/in_search_of_the_perfect_mulch_for.html

Amazon's "Customers who bought this item also bought..."

This set of views is designed to show related items purchased with an inventory item in Dynamics GP.
This is similar in concept to Amazon's "Customers who bought this item also bought..."
The final view should ideally be restricted to a single item and will return items that have been bought (invoiced) with the
restricted item and the % of times they were bought together.

Using Fabrikam as a example, if you run this for item '5-Fee', you'll see that item '5-TVLLABOR' was on the same invoice as '5-Fee' 56%
of the time. The goal is to find related products for suggestive selling or product positioning.

These were built as views to allow them to be built into a Smartlist Builder based Smartlist. The use of views means that performance
suffers because the view has to hold all of the combinations and it may slow down with a large number of items and transactions.

I also have a Stored Procedure at http://www.dynamicaccounting.net that does the same thing and is more efficient.
That is a better option for custom programming, Crystal Reports or SSRS.

*/


--Create view to build denominator for % calc. This is the number of invoices per item.
Create View RelatedItems_InvoiceCount as
Select ItemNmbr as ItemNumber, COUNT(SOPNumbe) as InvoiceCount
FROM sop30300
WHERE sopnumbe IN (SELECT sopnumbe FROM SOP30300) and SOPTYPE=3
Group by ITEMNMBR

--Create view to hold the the relationships. This holds other items on the same invoice as an item.
Create View RelatedItems_Relationship as
SELECT SOP30300.SOPTYPE, SOP30300.SOPNUMBE, SOP30300.ITEMNMBR, SOP30300_2.ITEMNMBR AS RelatedItem
FROM SOP30300 INNER JOIN
SOP30300 AS SOP30300_2 ON SOP30300.SOPTYPE = SOP30300_2.SOPTYPE AND SOP30300.SOPNUMBE = SOP30300_2.SOPNUMBE
WHERE (SOP30300.SOPNUMBE IN
(SELECT SOPNUMBE
FROM SOP30300 AS SOP30300_1)) AND (SOP30300.SOPTYPE = 3) and SOP30300.ITEMNMBR <>SOP30300_2.ITEMNMBR

GROUP BY SOP30300.SOPTYPE, SOP30300.SOPNUMBE, SOP30300.ITEMNMBR, SOP30300_2.SOPNUMBE, SOP30300_2.SOPTYPE, SOP30300_2.ITEMNMBR
order by itemnmbr


--Create view to hold both related items and the % of common invoices they appeared on
Create View RelatedItems_PcntAlsoBought as
SELECT RelatedItems_Relationship.itemnmbr as ItemNumber, RelatedItems_Relationship.RelatedItem AS RelatedItem, IV00101.ITEMDESC AS Description,
Cast(cast(COUNT(SOPNUMBE) as decimal(8,2))/ CAST( RelatedItems_InvoiceCount.InvoiceCount as decimal(8,2)) *100 as decimal(8,2)) AS PcntAlsoBought
FROM RelatedItems_Relationship INNER JOIN
IV00101 ON RelatedItems_Relationship.RelatedItem = IV00101.ITEMNMBR
INNER JOIN
RelatedItems_InvoiceCount ON RelatedItems_Relationship.ItemNmbr = RelatedItems_InvoiceCount.ItemNumber
Where RelatedItems_Relationship.ITEMNMBR in (Select ITEMNMBR from IV00101)
GROUP BY RelatedItems_Relationship.itemnmbr,RelatedItems_Relationship.Relateditem, IV00101.ITEMDESC, RelatedItems_InvoiceCount.InvoiceCount

--Execute the view limiting it to one item and sorting by highest %
Select * from RelatedItems_PcntAlsoBought where ItemNumber='5-Fee'
Order by 4 desc

1/20/11

Reinvent Your Business Before It’s Too Late

Sooner or later, all businesses, even the most successful, run out of room to grow. Faced with this unpleasant reality, they are compelled to reinvent themselves periodically. The ability to pull off this difficult feat—to jump from the maturity stage of one business to the growth stage of the next—is what separates high performers from those whose time at the top is all too brief.

The potential consequences are dire for any organization that fails to reinvent itself in time. As Matthew S. Olson and Derek van Bever demonstrate in their book Stall Points, once a company runs up against a major stall in its growth, it has less than a 10% chance of ever fully recovering. Those odds are certainly daunting, and they do much to explain why two-thirds of stalled companies are later acquired, taken private, or forced into bankruptcy.

There’s no shortage of explanations for this stalling—from failure to stick with the core (or sticking with it for too long) to problems with execution, misreading of consumer tastes, or an unhealthy focus on scale for scale’s sake. What those theories have in common is the notion that stalling results from a failure to fix what is clearly broken in a company.

Having spent the better part of a decade researching the nature of high performance in business, we realized that those explanations missed something crucial. Companies fail to reinvent themselves not necessarily because they are bad at fixing what’s broken, but because they wait much too long before repairing the deteriorating bulwarks of the company. That is, they invest most of their energy managing to the contours of their existing operations—the financial S curve in which sales of a successful new offering build slowly, then ascend rapidly, and finally taper off—and not nearly enough energy creating the foundations of successful new businesses. Because of that, they are left scrambling when their core markets begin to stagnate.

In our research, we’ve found that the companies that successfully reinvent themselves have one trait in common. They tend to broaden their focus beyond the financial S curve and manage to three much shorter but vitally important hidden S curves—tracking the basis of competition in their industry, renewing their capabilities, and nurturing a ready supply of talent. In essence, they turn conventional wisdom on its head and learn to focus on fixing what doesn’t yet appear to be broken.

Thrown a Curve



Making a commitment to reinvention before the need is glaringly obvious doesn’t come naturally. Things often look rosiest just before a company heads into decline: Revenues from the current business model are surging, profits are robust, and the company stock commands a hefty premium. But that’s exactly when managers need to take action.

To position themselves to jump to the next business S curve, they need to focus on the following.

The hidden competition curve.



Long before a successful business hits its revenue peak, the basis of competition on which it was founded expires. Competition in the cell phone industry, for instance, has changed several times—for both manufacturers and service providers—from price to network coverage to the value of services to design, branding, and applications. The first hidden S curve tracks how competition in an industry is shifting. High performers see changes in customer needs and create the next basis of competition in their industry, even as they exploit existing businesses that have not yet peaked.

Netflix, for example, radically altered the basis of competition in DVD rentals by introducing a business model that used delivery by mail. At the same time, it almost immediately set out to reinvent itself by capturing the technology that would replace physical copies of films—digital streaming over the internet. Today Netflix is the largest provider of DVDs by mail and a major player in online streaming. In contrast, Blockbuster rode its successful superstore model all the way to the top, tweaking it along the way (no more late fees) but failing to respond quickly enough to changes in the basis of competition.

The hidden capabilities curve.
In building the offerings that enable them to climb the financial S curve, high performers invariably create distinctive capabilities. Prominent examples include Dell with its direct model of PC sales, Wal-Mart with its unique supply chain capabilities, and Toyota with not just its production method but also its engineering capabilities, which made possible Lexus’s luxury cars and the Prius. But distinctiveness in capabilities—like the basis of competition—is fleeting, so executives must invest in developing new ones in order to jump to the next capabilities S curve. All too often, though, the end of the capabilities curve does not become apparent to executives until time to develop a new one has run out.

Take the music industry. The major players concentrated on refining current operations; it was a PC maker that developed the capabilities needed to deliver digital music to millions of consumers at an acceptable price. High performers are continually looking for ways to reinvent themselves and their market. P&G long ago recognized the untapped customer market for disposable diapers. The company spent five years perfecting the capabilities that would allow diapers to be priced similarly to what customers were then paying services to launder and deliver cloth diapers. Amazon.com CEO Jeff Bezos notes that it takes five to seven years before the seeds his company plants—things like expanding beyond media products, working with third-party sellers, and going international—grow enough to have a meaningful impact on the economics of the business; this process requires foresight, early commitment, and tenacious faith in the power of R&D.

The hidden talent curve.
Companies often lose focus on developing and retaining enough of what we call serious talent—people with both the capabilities and the will to drive new business growth. This is especially true when the business is successfully humming along but has not yet peaked. In such circumstances, companies feel that operations can be leaner (they’ve moved far down the learning curve by then) and meaner, because they’re under pressures to boost margins. They reduce both head count and investments in talent, which has the perverse effect of driving away the very people they could rely on to help them reinvent the business.

The high performers in our study maintain a steady commitment to talent creation. The oil-field services provider Schlumberger is always searching for and developing serious talent, assigning “ambassadors” to dozens of top engineering schools around the world. These ambassadors include high-level executives who manage large budgets and can approve equipment donations and research funding at those universities. Close ties with the schools help Schlumberger get preference when it is recruiting. Not only does Schlumberger keep its talent pipeline flowing, but it’s a leader in employee development. In fact, it is a net producer of talent for its industry, a hallmark of high performers.

By managing to these hidden curves—as well as keeping focused on the revenue growth S curve, it must be emphasized—the high performers in our study had typically started the reinvention process well before their current businesses had begun to slow. So what are the management practices that prepare high performers for reinvention? Let’s look first at the response to the hidden competition curve.

Edge-Centric Strategy
Traditional strategic-planning methods are useful in stretching the revenue S curve of an existing business, but they can’t help companies detect how the basis for competition in a market will change.

To make reinvention possible, companies must supplement their traditional approaches with a parallel strategy process that brings the edges of the market and the edges of the organization to the center. In this “edge-centric” approach, strategy making becomes a permanent activity without permanent structures or processes.

Moving the edge of the market to the center.
An edge-centric strategy allows companies to continually scan the periphery of the market for untapped customer needs or unsolved problems. Consider how Novo Nordisk gets to the edge of the market to detect changes in the basis of competition as they’re occurring. For example, through one critical initiative the pharma giant came to understand that its future businesses would have to address much more than physical health. The initiative—Diabetes Attitudes, Wishes, and Needs (DAWN)—brings together thousands of primary care physicians, nurses, medical specialists, patients, and delegates from major associations like the World Health Organization to put the individual—rather than the disease—at the center of diabetes care.

Research conducted through DAWN has opened Novo’s eyes to the psychological and sociological needs of patients. For example, the company learned that more than 40% of people with diabetes also have psychological issues, and about 15% suffer from depression. Because of such insights, the company has begun to reinvent itself early; it focuses less on drug development and manufacturing and more on disease prevention and treatment, betting that the future of the company lies in concentrating on the person as well as the disease.

Moving the edge of the organization to the center.
Frontline employees, far-flung research teams, line managers—all these individuals have a vital role to play in detecting important shifts in the market. High performers find ways to bring these voices into the strategy-making process. Best Buy listens to store managers far from corporate headquarters, such as the New York City manager who created a magnet store for Portuguese visitors coming off cruise ships. Reckitt Benckiser got one of its most successful product ideas, Air Wick Freshmatic, from a brand manager in Korea. The idea was initially met with considerable internal skepticism because it would require the company to incorporate electronics for the first time—but CEO Bart Becht is more impressed by passion than by consensus.

If strategy making is to remain on the edge, it cannot be formalized. We found that although low and average performers tend to make strategy according to the calendar, high performers use many methods and keep the timing dynamic to avoid predictability and to prevent the system from being gamed.

As quickly as competition shifts, the distinctiveness of capabilities may evaporate even faster. By the time a business really takes off, imitators have usually had time to plan and begin their attack, and others, attracted to marketplace success, are sure to follow. How, then, do companies build the capabilities necessary to jump to a new financial S curve?

Change at the Top
Some executives excel at running a business—ramping up manufacturing, expanding into different geographies, or extending a product line. Others are entrepreneurial—their strength is in creating new markets. Neither is inherently better; what matters is that the capabilities of the top team match the firm’s organizational needs on the capabilities S curve. Companies run into trouble when their top teams stay in place to manage the financial S curve rather than evolve to build the next set of distinctive capabilities.

Avoiding that trap runs counter to human nature, of course. What member of a top team wants to leave when business is good? High performers recognize that a key to building the capabilities necessary to jump to a new financial S curve is the early injection of new leadership blood and a continual shake-up of the top team.

Early top-team renewal.
Consider how the top team at Intel has evolved. Throughout its history, the semiconductor manufacturer has seen its CEO mantle rest on five executives: Robert Noyce, Gordon Moore, Andy Grove, Craig Barrett, and current CEO Paul Otellini. Not once has the company had to look outside to find this talent, and the transitions have typically been orderly and well orchestrated. “We discuss executive changes 10 years out to identify gaps,” explains David Yoffie, who has served on the Intel board since 1989.

Simple continuity is not Intel’s goal in making changes at the top, however; evolving the business is. For instance, when Grove stepped down from the top spot, in 1998, he was still a highly effective leader. If continuity had been Intel’s overwhelming concern, Grove might have stayed for another three years, until he reached the mandatory retirement age of 65. But instead, he handed the baton to Barrett, who then implemented a strategy for growing Intel’s business through product extensions.

Indeed, each of Intel’s CEOs has left his mark in a different way. Grove made the bold decision to move Intel away from memory chips in order to focus on microprocessors, a transition that established the company as a global high-tech leader. Since he took the helm, in 2005, Otellini has focused on the Atom mobile chip, which is being developed for use in just about any device that might need to connect to the web, including cell phones, navigation systems, and even sewing machines (for downloading patterns).

Through structured succession planning, Intel ensures that it chooses the CEO who is right for the challenges the company is facing, not simply the person next in line. And by changing CEOs early, the company gives its new leadership time to produce the reinvention needed, well before deteriorating revenues and dwindling options become a crisis.

Balance short-term and long-term thinking.
Ensuring that the team is balanced with a focus on both the present and the future is another critical step in developing a new capabilities curve. When Adobe bought Macromedia in 2005, then-CEO Bruce Chizen took a hard look at his senior managers to determine which of them had what it took to grow the company to annual revenues of $10 billion. What he found was a number of executives who lacked either the skills or the motivation to do what was necessary. Consequently, Chizen tapped more executives from Macromedia than from Adobe for key roles in the new organization. Those choices were based on Adobe’s future needs, not on which executives were the most capable at the time.

Chizen wasn’t tough-minded just with others. At the relatively young age of 52, and only seven years into his successful tenure, he handed over the reins to Shantanu Narayen, his longtime deputy. The timing might have seemed odd, but it made good sense for Adobe: The company faced a new set of challenges—and the need for new capabilities—as it anticipated going head-to-head against larger competitors like Microsoft.

In other cases, the executive team might need to gather fresh viewpoints from within the organization to balance long-established management thinking. Before Ratan Tata took over at India’s Tata Group, in 1991, executives had comfortably ruled their fiefdoms for ages and rarely retired. But the new chairman began easing out those complacent executives (not surprisingly, some of their departures were acrimonious) and instituted a compulsory retirement age to help prevent the future stagnation of his senior leadership. The dramatic change opened dozens of opportunities for rising in-house talent who have helped Tata become India’s largest private corporate group.

Organize to avoid overload.
Finally, high performers organize their top teams so that responsibilities are more effectively divided and conquered. Three critical tasks of senior leadership are information sharing, consulting on important decisions, and making those decisions. Although many companies have one group that performs all three functions, this can easily become unwieldy.

An alternative approach, which we observed in many high performers, is to split those tasks—in effect, creating teams nested within teams. At the very top are the primary decision makers—a group of perhaps three to seven people. This group then receives advice from other teams, so hundreds of people may be providing important input.

Surplus Talent
Business reinvention requires not just nimble top teams but also large numbers of people ready to take on the considerable challenge of getting new businesses off the ground and making them thrive. High performers take an approach that is, in its way, as difficult as changing out top leadership before the company’s main business has crested: They create much more talent than they need to run the current business effectively—particularly talent of the kind that can start and grow a business, not just manage one. This can be a hard sell in the best of times, which is probably why so many avoid it.

One of the signs that a company has surplus talent is that employees have time to think on the job. Many of our high performers make time to explore a regular component of their employees’ workweek. (Think Google and 3M.) Another is a deep bench—one that allows promising managers to take on developmental assignments and not just get plugged in where there is an urgent need. High performance companies aggressively search out the right type of candidate and then take action to strengthen individuals for the challenges ahead.

Hire for cultural fit.
High performance companies begin with the expectation that they are hiring people for the long term—a perspective that fundamentally alters the nature of their hiring and development practices. They don’t just look for the best people for the current openings; they recognize that cultural fit is what helps ensure that someone will perform exceptionally well over time.

One company that gets this right is the Four Seasons Hotels and Resorts. It specifically looks for people who will thrive in a business that treats customers like kings—because, quite literally, some guests could be. “I can teach anyone to be a waiter,” says Isadore Sharp, CEO of the luxury hotel chain in his book Four Seasons: The Story of a Business Philosophy. “But you can’t change an ingrained poor attitude. We look for people who say, ‘I’d be proud to be a doorman.’”

Reckitt Benckiser also puts cultural fit at the top of its hiring priorities. Before candidates begin the application process, they can complete an online simulation that determines whether they are likely to be a good match with the firm’s exceptionally driven culture. The candidates are presented with business scenarios and asked how they would respond. After reviewing their “fit” score, they can decide for themselves whether they want to continue pursuing employment with the company.

Prepare for challenges ahead.
Making sure that new employees are fit to successfully navigate the tough stretches in a long career requires something we call stressing for strength. At low-performer companies, employees may find themselves wilting when faced with unexpected or harsh terrain. High performers create environments—often challenging ones—in which employees acquire the skills and experience they will need to start the company’s next S curve. The goal is partly to create what our Accenture colleague Bob Thomas, in his book on the topic, calls “crucible” experiences. These are life-changing events, whether on the job or not, whose lessons help transform someone into a leader.

Crucible experiences can—and should—be created intentionally. When Jeff Immelt was still in his early 30s and relatively new in his career at GE, he was tapped by then-CEO Jack Welch and HR chief Bill Conaty to deal with the problem of millions of faulty refrigerator compressors—despite his lack of familiarity with appliances or recalls. Immelt later said he would never have become CEO without that trial-by-fire experience.

Give employees room to grow.
After choosing and testing the right employees, companies must give them a chance to develop. To truly enable them to excel in their work, companies should take a hard look at exactly what people are required to do day by day.

UPS has long known that its truck drivers are crucial to its success. Experienced drivers know the fastest routes, taking into account the time of day, the weather, and various other factors. But the turnover rate for drivers was high, partly because of the hard physical labor required to load packages onto the trucks. So UPS separated out that task and gave it to part-time workers, who were more affordable and easier to find, allowing a valuable group of employees to concentrate on their capabilities and excel at their jobs.

Companies can also use organizational structure to provide employees with ample opportunities to grow. Illinois Tool Works, a global manufacturer of industrial products and equipment, is organized into more than 800 business units. Whenever one of those units becomes too large (the maximum size is around $50 million in sales), ITW splits that business, thus opening up managerial positions for young talent. In fact, it’s not uncommon for ITW managers to start running a business while they’re still in their 20s.

And high performance businesses aren’t afraid to leapfrog talented employees over those with longer tenure. After A.G. Lafley took over at P&G, for example, he needed someone to run the North American baby-care division, which was struggling. Instead of choosing one of the 78 general managers with seniority, he reached lower in the organization and tapped Deborah Henretta. Lafley’s move paid off. Henretta reversed 20 years’ worth of losses in the division and was later promoted to group president of Asia, overseeing a $4 billion-plus operation.

Breaking the mold in one way or another—as leaders have done at UPS, ITW, and P&G—is critical to building surplus talent in the organization. It not only keeps key individuals (or groups, in the case of UPS’s drivers) on board; it also signals to the organization as a whole that no compromises on talent will be made in order to achieve short-sighted cost savings.


Even top organizations are vulnerable to slowdowns. In fact, an economic downturn can exacerbate problems for companies already nearing the end of their financial S curve. (See the sidebar “Why Now?”) Even in the best of times, business crises—whether they are caused by hungry new competitors, transformational technology, or simply the aging of an industry or a company—come with regularity. Companies in other industries may be feeling great, while your business (or industry) faces its own great depression.

In the face of all these challenges, companies that manage themselves according to the three hidden S curves—the basis of competition, the distinctiveness of their capabilities, and a ready supply of talent—will be in a much better position to reinvent themselves, jumping to the next S curve with relative ease. Those that do not are likely to respond to a stall in growth by creating an urgent and drastic reinvention program—with little likelihood of success.

About the Research
At Accenture, we have been conducting the High Performance Business research program since 2003. Starting from the premise that all performance is relative, we examined sets of peer companies. Previous research on high performance had compared companies head-to-head across industries, but that approach ignored the differences in average profitability, maturity, and risk from one industry to another, making it a contest among industries rather than among companies.

We settled on 31 peer sets for our initial study, encompassing more than 800 companies and representing more than 80% of the market capitalization of the Russell 3000 Index at the time. We analyzed performance in terms of 13 financial metrics to assess growth, profitability, consistency, longevity, and positioning for the future. In most cases, we applied the metrics over a 10-year span.

The businesses that performed extraordinarily well over the long term had all made regular transitions from maturing markets to new, vibrant ones. To find out how these organizations were able to maintain a high level of performance, we conducted years of follow-on investigation, creating special teams from our industry and business-function practice areas. Team members’ expertise and experience was supplemented by contributions from independent researchers and scholars.

Today, the program includes regional and global studies of high performance, to take into account the explosive success of many emerging-market companies.

Jumping the S Curve
High performers are well on their way to new-business success by the time their existing businesses start to stall.






The Hidden S Curves of High Performance
Three aspects of a business mature—and start to decline—much faster than financial performance does. They need to be reinvented before you can grow a new business.


Why Now?
Why do economic slowdowns call for innovation and reinvention? Reduced sales and increased discounting tend to squash companies’ revenue S curves. Worse, the S curves do not stretch back out as conditions improve. Companies lose ground in four key areas:

Intellectual Property
Patent offices don’t put years back on the clock just because a company’s sales tapered off in a bad economy. This can have a devastating effect on, for instance, pharmaceuticals, where generics constantly challenge proprietary drugs as patents expire.

Technology
Economic downturns can slow the introduction of new technologies, but not for long. Witness the fate of some manufacturers of plasma televisions, which have been forced to exit the business under the double whammy of the downturn and steady improvements in LCD and LED sets.

Competition
Companies looking to grow sales in a recession must take market share from competitors. As they press advantage, already weakened companies face possible extinction. In the movie-viewing market, for instance, companies that dominate newer channels have driven bricks-and-mortar retailers into bankruptcy.

Consumer Tastes
Novelty wears off, regardless of the economy. Even though they’ve bought less during the downturn, consumers accustomed to the idea of “fast fashion,” for example, will not be interested in last year’s styles.

http://hbr.org/2011/01/reinvent-your-business-before-its-too-late

1/19/11

Delete Internet Temp Files

'http://www.symantec.com/connect/blogs/deleting-temporary-files-and-folders

'=============================================
'File Name: DELETE_TEMP_FILES.VBS
'Comment: This script will delete all temporary files and folders
'=============================================

On Error Resume Next

'Declare variables
Dim fso
Dim oFolder1
Dim oFolder2
Dim oFolder3
Dim oSubFolder1
Dim oSubFolder2
Dim oSubFolder3
Dim colSubfolders1
Dim colSubfolders2
Dim colSubfolders3
Dim oFile
Dim userProfile
Dim Windir

'Set up environment
Set WSHShell = CreateObject("WScript.Shell")
Set fso = createobject("Scripting.FileSystemObject")
userProfile = WSHShell.ExpandEnvironmentStrings("%userprofile%")
Windir = WSHShell.ExpandEnvironmentStrings("%windir%")

'start deleting files
Set oFolder1 = fso.GetFolder(userProfile & "\Local Settings\Temp\")
For Each oFile In oFolder1.files
oFile.Delete True
Next
'Delete folders and subfolders
Set colSubfolders1 = oFolder1.Subfolders
On Error Resume Next
For Each oSubfolder in colSubfolders1
fso.DeleteFolder(oSubFolder), True
Next
Set oFolder2 = fso.GetFolder(userProfile & "\Local Settings\Temporary Internet Files\")
MsgBox userProfile & "\Local Settings\Temporary Internet Files\"

For Each oFile In oFolder2.files
'msgbox "1"
oFile.Delete True
'msgbox "2"
Next

'msgbox "3"

Set colSubfolders2 = oFolder2.SubFolders
For Each oSubfolder in colSubfolders2
fso.DeleteFolder(oSubFolder)
Next
'Set oFolder3 = fso.GetFolder(Windir & "\Temp\")
'For Each oFile In oFolder3.files
'oFile.Delete True
'Next

Set colSubfolders3 = oFolder1.Subfolders
For Each oSubfolder in colSubfolders3
fso.DeleteFolder(oSubFolder)
Next

'Clear memory
Set fso = Nothing
Set oFolder1 = Nothing
Set oFolder2 = Nothing
Set oFolder3 = Nothing
Set oSubFolder1 = Nothing
Set oSubFolder2 = Nothing
Set oSubFolder3 = Nothing
Set colSubfolders1 = Nothing
Set colSubfolders2 = Nothing
Set colSubfolders3 = Nothing
Set oFile = Nothing
Set userProfile = Nothing
Set Windir = Nothing

'Notify user that script has finished
MsgBox "Temporary files have been cleaned."

WScript.Quit

1/18/11

View of retirement at 107

Eight years ago, at age 99, Leonard McCracken failed the eye test for renewing his driver's license. He put his Lincoln Continental up for sale and got $1,600. "I sold it in three days -- I got a good price. I love to haggle," he says.

McCracken, who lives in Florida, has been living in retirement since about 1969, when he left a position as a salesman with a now-defunct steel company in Ohio. Since then, he's been living on savings, Social Security and a lifetime annuity that he purchased before he retired. He has never had a pension. At 107, after living in retirement for 41 years, he's still paying the bills and getting by on his own resources.

"Dad never made more than $10,000 a year in his life," says his son Bob, a 73-year-old retired GE aircraft engineer.

How does a guy with modest income manage such a retirement planning feat? McCracken points to a half-dozen basic principles that have gotten him through life and continue to serve him well.

Thrift
In his whole life, McCracken says, he has only owned two new cars. The rest of the time he bought used. He still shops at the thrift store. And he remembers vividly the time that his wife was holding a garage sale and left him in charge. When she returned, he had sold the living room sofa for $100. "I had a very understanding, frugal wife (Dorothy, who died in 2002 at 95 after 75 years of marriage). We gave up a lot of things that other people were buying in order to break even."

Real Estate Investments
McCracken bought and sold 35 houses in his life, including five that he built himself. His son, Bob McCracken, says his parents "always invested in a nice house and that has helped my dad. He is living off the equity in the last home he and my mother owned."

The elder McCracken agreed that buying and selling real estate was a smart move for him. "We didn't make a lot of money in every case," he says. "But we made something and that helped."

What is his advice for current owners of real estate? "It's bad now, but it will come back," he says. "And people who buy now, they'll make a lot of money," he says.

Use Debt Well
During the Great Depression, McCracken worked for a bank. He watched people lose their shirts and learned from it. Throughout his life, he borrowed when he had to, but he borrowed as little as possible, he says, and he paid it back as quickly as he could.

Work Even When Jobs Are Hard to Find
McCracken was unemployed about 45 years ago after his previous employer went bankrupt. He had to take a job driving a truck that paid $5 per day. It was a low point in his life, but between that and a commission sales job that he took at night, he and his family muddled through until he got back on his feet.

Save and Invest Conservatively
All of McCracken's money is in CDs and bonds. He's always avoided the stock market, even when people who purported to know more than he advised him differently. "When the economy tanked, he made a lot of us look real silly," Bob McCracken says.

Stay Healthy
McCracken has hung onto his health and his wits and has had no major medical bills at all throughout his entire life. It has only been in the last year that he's needed a little assistance. And even then, he doesn't need much, his son says.

http://www.bankrate.com/financing/retirement/view-of-retirement-at-107

1/17/11

Online Marketing's Best Kept Secret

Over the last few months we've been working with a number of our clients on establishing and growing their email marketing strategies. We helped one client send out an email for the first time and saw conversion rates that were 2-3 times higher than their Web site conversion rates. I mean conversions from subscribers to buyers which meant real dollars in their pocket.

As we start 2011 and face the hype over new tools and new ways to use "old" tools like Facebook, this is an excellent time for you to consider the importance of email communications in your marketing strategy.

While email marketing doesn't usually get you in front of millions of people, it's good to remember that for most small businesses, getting in front of millions of people is not the point.

The point is to put what you have to offer in front of the people who have the greatest interest in it, and are most likely to either buy it or share it with someone who will. I may ruffle a few feathers by saying that I still think the best way to do that online is email. Social media can be more fun but it is also usually far more distracted. And because it's so easy for people to join and unjoin your social media groups, it also feels like less of a committment.

The psychological and physical barriers that make your email list hard to grow (subscribers' fear of having their email address snatched up, gradually tormented, and then hurled into the bottomless pit of spam despair, or the plain realization that it's just more work to actually type something than to click a "like" button) on the flip side can also make your email list an audience of much higher quality than many of your social networks. When someone joins your email list, they usually mean it. They've often made a greater committment to you and are showing that they actually want to hear from you.

So here are...

5 reasons why you should make 2011 the year you dedicate to email marketing:

1.it requires very little effort to get started - sign up for a mailing list software and put the signup form on your Web site and you're off to the races!


2.you don't have to write that often - even once per quarter is enough at the start and is better than the extremes of not at all or emailing every month with nothing interesting to say.


3.there are hordes of people out there who WANT to hear from you - who are you to deny them? Social media, social schmedia! Email was the original excellent way to keep up those one-to-many relationships, build your brand among people who want it, and turn your customers into evangelists. It still works, and for some things, better than social media.


4.it is an excellent way to get you in the habit of something you should be doing anyway - sharing your story. You need to tell people what you're doing. Thinking about content to share on a regular basis is healthy for your business.


5.average direct marketing response rates are usually less than 3% - that means 97% of the people you paid to reach will not be ready to buy from you. If buying is the only option you give them, those 97% of people will probably just disappear - even if many of them liked what you had to offer. Don't give them a "buy it" or "beat it" ultimatum. Give them the option of saying "please stay on my radar" for when they *are* ready to buy.


Build Your Email Marketing Chops

Mastering email marketing takes time, attention and planning. You will probably not see huge amounts of additional revenue in the first 6 months. This is one more reason why you should START NOW!

As my very wise grandfather would have said, you need time to "build your chops". Make a few mistakes. Publish a few pieces of horrible content that your 100 readers will tell you they hate and then as your list grows you'll be able to publish a few pieces your 1,000 readers will love. Learn what your audience wants. They will tell you through their email opens, their clicks and their actual responses to the messages you've sent them. All you have to do is give them the chance, and listen.

http://www.inc.com/maisha-walker/online-marketings-best-kept-secret.html

Delete Duplicate Records

Sub DeleteDuplicateRecords(strTableName As String)
' Deletes exact duplicates from the specified table.
' No user confirmation is required. Use with caution.
Dim rst As DAO.Recordset
Dim rst2 As DAO.Recordset
Dim tdf As DAO.TableDef
Dim fld As DAO.Field
Dim strSQL As String
Dim varBookmark As Variant

Set tdf = DBEngine(0)(0).TableDefs(strTableName)
strSQL = "SELECT * FROM " & strTableName & " ORDER BY "
' Build a sort string to make sure duplicate records are
' adjacent. Can't sort on OLE or Memo fields,though.
For Each fld In tdf.Fields
If (fld.Type <> dbMemo) And (fld.Type <> dbLongBinary) Then
strSQL = strSQL & fld.Name & ", "
End If
Next fld
' Remove the extra comma and space from the SQL
strSQL = Left(strSQL, Len(strSQL) - 2)
Set tdf = Nothing

Set rst = CurrentDb.OpenRecordset(strSQL)
Set rst2 = rst.Clone
rst.MoveNext
Do Until rst.EOF
varBookmark = rst.Bookmark
For Each fld In rst.Fields
If fld.Value <> rst2.Fields(fld.Name).Value Then
GoTo NextRecord
End If
Next fld
MsgBox "delete"
rst.Delete
GoTo SkipBookmark
NextRecord:
rst2.Bookmark = varBookmark
SkipBookmark:
rst.MoveNext
Loop
End Sub

http://www.databasejournal.com/features/msaccess/article.php/3077791/Delete-Duplicate-Records-From-Access-Tables.htm

Mouse Pointer Hover Function

These are the standard Access cursors and can be set in code. The problem with this is once set the cursor remains this way until reset to another value

Screen.MousePointer = 1 'Standard Cursor
Screen.MousePointer = 3 ' I Beam
Screen.MousePointer = 7 'Double Arrow Vertical
Screen.MousePointer = 9 'Double Arrow Horizontal
Screen.MousePointer = 11 'Hour Glass

The function below allows you to change a cursor only when it hovers over a label or command button. It resets th e cursor when it leaves the control. Goto Modules in the Objects Dialog box and click on NEW. Then enter this code:


‘*********************** Code Starts Here **********************************
Declare Function SetClassLong Lib "user32" Alias "SetClassLongA" (ByVal hWnd As Long, ByVal nIndex As Long, ByVal dwNewLong As Long) As Long

'=====================================================================
' Globals for cursor handling
Global Const GCL_HCURSOR = (-12)
Global hSwapCursor As Long
Global hAniCursor As Long

'=====================================================================

Public Const IDC_ARROW = 32512&
Public Const IDC_IBEAM = 32513&
Public Const IDC_WAIT = 32514&
Public Const IDC_CROSS = 32515&
Public Const IDC_UPARROW = 32516&
Public Const IDC_ICON = 32641&
Public Const IDC_SIZENWSE = 32642&
Public Const IDC_SIZENESW = 32643&
Public Const IDC_SIZEWE = 32644&
Public Const IDC_SIZENS = 32645&
Public Const IDC_SIZEALL = 32646&
Public Const IDC_NO = 32648&
Public Const IDC_HAND = 32649&
Public Const IDC_APPSTARTING = 32650&

Declare Function LoadCursorBynum Lib "user32" Alias "LoadCursorA" _
(ByVal hInstance As Long, ByVal lpCursorName As Long) As Long

Declare Function LoadCursorFromFile Lib "user32" Alias _
"LoadCursorFromFileA" (ByVal lpFileName As String) As Long

Declare Function SetCursor Lib "user32" _
(ByVal hCursor As Long) As Long
'
Public Function Arrow_Pointer()
Screen.MousePointer = 1
End Function

Function ChangeCursor(strPathToCursor As String)

On Error GoTo Error_On_ChangeCursor

' Example :
' ChangeCursor ("C:\Program Files\Microsoft Office\Office\Hand.cur")

If Dir(strPathToCursor) <> "" Then
Dim lngRet As Long
lngRet = LoadCursorFromFile(strPathToCursor)
lngRet = SetCursor(lngRet)
End If

Exit_ChangeCursor:

Exit Function

Error_On_ChangeCursor:

Resume Exit_ChangeCursor

End Function

Public Function Default_Pointer()
Screen.MousePointer = 0
End Function

Public Function IBeam_Pointer()
Screen.MousePointer = 3
End Function

Function MouseCursor(CursorType As Long)

' Example: =MouseCursor(32512) ' using Public Constants from above

Dim lngRet As Long
lngRet = LoadCursorBynum(0&, CursorType)
lngRet = SetCursor(lngRet)
End Function

Public Function Replace_Cursor(PathToFile As String)

' Return handle from animated cursor

' Original - hAniCursor = LoadCursorFromFile("C:\WINDOWS\CURSORS\GLOBE.ANI")

hAniCursor = LoadCursorFromFile(PathToFile)
' Swap current mouse pointer with new animated cursor :
hSwapCursor = SetClassLong(Screen.ActiveForm.hWnd, GCL_HCURSOR, hAniCursor)


End Function

Public Function Restore_Cursor()

' Remove animated cursorand replace with saved index :

hSwapCursor = SetClassLong(Screen.ActiveForm.hWnd, GCL_HCURSOR, hSwapCursor)

End Function
‘*********************** Code End Here **********************************

When Prompted name the module modMousePointers

To change a pointer when the cursor moves over a control, goto the control’s

Properties – Events – On Mouse Move and in the MouseMove Property enter

=MouseCursor(xxxxx)

where xxxxx is the number without the ampersand

Public Const IDC_ARROW = 32512&
Public Const IDC_IBEAM = 32513&
Public Const IDC_WAIT = 32514&
Public Const IDC_CROSS = 32515&
Public Const IDC_UPARROW = 32516&
Public Const IDC_ICON = 32641&
Public Const IDC_SIZENWSE = 32642&
Public Const IDC_SIZENESW = 32643&
Public Const IDC_SIZEWE = 32644&
Public Const IDC_SIZENS = 32645&
Public Const IDC_SIZEALL = 32646&
Public Const IDC_NO = 32648&
Public Const IDC_HAND = 32649&
Public Const IDC_APPSTARTING = 32650&


http://bytes.com/topic/access/answers/662035-changing-mouse-cursor

1/15/11

How to Deliver Bad News to Employees

Whether you're starting the conversation about layoffs, communicating a bad financial situation, or dealing with poor employee performance, being the bearer of difficult news is one of the toughest tasks a manager faces. Here's how to do it right.

Delivering bad news can be the worst part of the job for any manager. That's not because the truth, on its face, is difficult to convey. It's the anxiety of the possibility of handling it poorly—and knowing that doing so can worsen the impact on your employees, their productivity, and your whole company. Finding the best way to cushion the blow on everything from layoffs to salary freezes to personal reprimands is something that troubles even the leaders of country's top companies. No one likes having the painful conversation—but meting out the bad with the good is a part of the job as a manager.

"Those aren't easy topics to deal with. Unfortunately a lot of people don't have a very good idea of how to do it and they mess it up," says David G. Javitch, an organizational psychologist, author, leadership specialist and president of Javitch Associates in Newton, Mass. "Often times their intention is good. They dig a grave for themselves when they deliver bad news."

While there's no way to completely pass off a layoff announcement or similar news as anything less severe, there are ways that will treat your employees fairly and make sure they still respect your leadership. Experienced business communicators offer these tips:

Delivering Bad News to Your Employees: Don't Avoid the Negative
One of the biggest problems with delivering bad news is procrastination. Avoiding talking to your employees until the last possible minute will only exasperate their reaction, says Dana Bristol-Smith the founder of Speak for Success, a business communication consultant and the author of Overcome Your Fear of Public Speaking. Some companies make the mistake of not providing feedback or coaching to their employees along the way, such that when the situation reaches a boiling point, the only option is a firing, she says.

"I think it just really comes down to people are uncomfortable with confronting any sort of negative behavior or bad situation," she says.

If a single-employee situation needs to be addressed, it's better to get it out of the way as soon as the problem arises rather than letting it metastasize, which can create a toxic work environment.

If it's a company-wide announcement—such as layoffs, mergers, or tough financial news—you should take charge and address the issue quickly. If you don't, you open the door to churning of the rumor mill, which could spread false information and sow discord among the staff.

"Try to address it while it's a smaller problem rather than let something fester for longer and longer," Brostol-Smith says.

Delivering Bad News to Your Employees: Be Clear and Direct
Brevity is often a big problem for managers who are delivering bad news to employees. Too often they overdo it with the explanations, spending a lot of energy building up to the announcement, giving advance statements hinting at the news or circling around the hard truth in the middle.

"Their audience is wondering what the hell is going to happen," Javitch says. "If you give too much information, you lose the directness of message."

Keep the message brief, direct, and don't sugar-coat it.

If you try to wrap the news in soft language that attempts to lessen the impact, your employees may not understand the full weight of the announcement, Bristol-Smith says.

Evasiveness, euphemisms and reassuring language may make you feel better, but they'll strike the wrong tone with your staff. It's not the time to test your humor skills either, says Anett Grant, president of Minneapolis-based Executive Speaking.

"I think bad news is often serious and people need respect," she says. "They have to be told in a straight-forward way."

Experts also say repeating the message several times helps it sink in. Javitch recommends framing the message by starting with a short positive statement (things that have been going well in the company that year) followed by the negative statement and then a change statement that explains what is going to be different as a result of the bad news. That way employees understand what the change—layoffs, salary freezes or the like—will allow your company to do in the future.

Delivering Bad News to Your Employees: Take Ownership of the Problem
If you're the one making the announcement—whether in a group setting or a one-on-one meeting—you need to take ownership of the decision.

"The worst is when you're just carrying the flag and you didn't have anything to do with the decision," Grant says. "If they're giving the message, they have to own it. They can't just say, 'Well, I'm here as the official person to give the official message."

To hold on to the trust of your employees, you need to have your own emotions in check. You might not be able to share the whole story about the company's decision with the staff, but you should be able to explain what caused it.

"If it's an economic issue or sales are down, tell people what the situation is so they know and they can understand it," Bristol-Smith says. "Will it prevent them from feeling terrible? No, but at least they know that it's not personal."

Delivering Bad News to Your Employees: Let Timing, and Medium, be Part of the Message
Just like getting dumped from a romantic relationship, no one wants to hear bad news from a boss via e-mail.

"That’s kind of a cowardly way to do things," Bristol-Smith says. "That happens more and more these days: You don't have to look in their eyes, you don't have to hear the disappointment in their voice."

If it's a large announcement that affects many employees, breaking them into small groups can help, Javitch says. Small groups feel more connected, and allow people to feel more comfortable about asking questions.

But a large group setting has advantages too: If everyone hears the same message at once, rumors or false information are less likely to spread throughout your company.

If it's a one-on-one situation, it's best to have someone else in the room with you and the employee, such as a human resources representative.

Experts differ on what time of day or day of the week is best for delivering bad news. But most agree if it's a big company-wide announcement, you should wait until late in the day between the middle and the end of the week. But if it's a serious issue—such as an employee caught embezzling—take action at the start of the day. Other employees will note of the seriousness of the situation if you're visibly escorting someone out of the building.

For good measure, you should allow for a question-and-answer session after you announce most big news. Taking suggestions for how to improve the situation makes employees feel engaged in the process, Javitch says. You can ask: "What would you do in my shoes?"

"Let them be problem solvers," he says. "They're more likely to adhere to what the solution is."

Employees will judge you by your actions in both good times and bad. Handling the bad poorly will sabotage the future productivity.

"That's what happens after everyone else is let go: They start working on their resumes," Bristol-Smith says. "And they don't wait until the end of the day to do that."

1/13/11

15 Ways to Never Run Out of Money

Savings, investment, and lifestyle strategies for all ages.
The American economy may be moving like molasses in January, but have no doubt, it is moving. Between late 2008 and 2010, the Standard & Poor's 500 index rose in healthy double digits to the point that many investing stalwarts who stayed in stocks recouped the money they'd lost in that period, and then some. The national savings rate -- income minus taxes and household expenses -- rebounded from a negative number in 2006 to almost 6 percent in October 2010, according to the U.S. Bureau of Economic Analysis.

For many, the economic recovery isn't so much crawling as stalling. But regardless of the state of your finances, now is a good time to begin planning a future that's secure. That means creating a plan to ensure you don't run out of money in the near term or far in the future. And paradoxically, it may mean creating a lifestyle that doesn't place money at its core.

When the Consumer Reports National Research Center recently surveyed 24,270 online subscribers age 55 and up about their finances and satisfaction with their lives, we found some common keys to peace of mind that had little to do with big salaries or high living. They pointed to active steps they'd taken as well as pure luck: enjoying good health, planning ahead, maximizing savings, having hobbies and friends, and staying in a job with a defined-benefit pension, which provides a regular income in retirement for life.

And when we interviewed several survey respondents as well as younger workers still in savings mode, we found another common element. A number mentioned living within, and sometimes below, their means. "Most of our entertainment is with friends and neighbors," said Vernon Chestine, 68, a Charlotte, N.C., retiree who participated in our survey. "I feel really fortunate to be in the position we're in."

In this report, we offer 15 ways to ensure you don't run out of money on your way to personal satisfaction, while you work and after you retire. Our survey respondents and the people we profile on these pages demonstrate their "best practices" that anyone can emulate. Employing just a few of them can pay off big-time in the long run.

Do You Need a Pro?
Among pre-retirees who had consulted a financial planner within the 12 months ending in October 2010, 67 percent reported gains in their retirement accounts during that period. But among those who hadn't met with their planner recently, 59 percent saw investment gains. And 57 percent with no planner experienced gains as well.

Indeed, our survey showed that saving more money and investing more in retirement accounts had the greatest payoff during the period, planner or no planner.

Starting Out
The habits you establish early in life can have a positive impact on your finances.

1. Live Modestly
For those millions of Americans currently out of work or underemployed, that is not a choice. But even when times improve, living within your means has its benefits. Retirees in our survey who were most satisfied with their situation credited living modestly as among the best steps they'd made earlier in life. "Since we never were extravagant people, we live just fine," says Pancho Garcia, 67, of Mebane, N.C., a retiree who participated in our survey.

And self-control has its rewards. Mary-Jo Webster, 39, and her husband, Jamey, 37, bought a house four years ago in Arden Hills, Minn., that was significantly smaller and less expensive than what they could afford. And they resolved to try to live on just one income. That decision paid back with interest when Jamey quit his job in computer technology to stay at home with their twins, Benjamin and Madeline, 2.

2. Keep to a Budget
As the Websters and other young couples we interviewed found, financial discipline is essential. Ensuring your money will last your lifetime begins with knowing how to make your paycheck last the month.

Toward that goal, create a basic spending plan or budget. At its simplest, a budget involves splitting your expenses into have-to's and want-to's, and paying the have-to's first. Start with tracking your spending for a couple of months. You can use free budgeting applications on websites such as Mint and Google Docs, or a pencil, paper, and a calculator. Setting some short- and long-term spending goals may make it easier to stick to your plan. Include payments into an emergency fund until you have at least enough for six months of household expenses set aside.

3. Start Saving Early
Retirees who began saving and planning early -- say, in their 30s -- had greater net worth: $1.1 million on average, compared with $868,000 for those who waited until their 40s, and $651,000 for those who started later, our survey found. Thirty-nine percent of retirees said they regretted waiting to save.

Most young workers today don't have access to traditional, defined-benefit pensions funded by employers, so they have to put enough money away during their careers to generate a comparable income stream. To do so, they need to take advantage of options offered by their employers. A growing number of employers automatically enroll new workers in a 401(k) or other retirement savings plan, typically deferring 3 percent of pretax income into a mutual fund targeted to an expected retirement date. The good news: Most new workers don't opt out of contributing once they're automatically enrolled. The not-so-good news: They also don't raise that contribution beyond the initial 3 percent. For the best results, they should eventually boost their deferrals to at least 10 percent of their income.

The young workers we interviewed appear to be heeding that message, contributing at least enough to their retirement accounts to earn the free money their employers offer in matching contributions. And the benefits of the Roth version of IRAs, 401(k)s, and 403(b)s are gaining attention. If you're single and under 50, and your modified adjusted gross income is less than $120,000 (less than $177,000 for couples filing jointly), you can put up to $5,000 of after-tax income into a Roth IRA and avoid any additional federal tax on that money and its gains if you have the account for five years and wait until age 59 1/2 to begin taking it out. It's a potential boon for lower-income earners who fall into low tax brackets now but may face much higher rates when they retire.

Young, on a Budget, and Planning Ahead
After racking up $8,000 in credit-card debt two years ago from their wedding and a move to Portland, Ore., Claire and Chris Angier, both 30, started tracking their expenses. Claire, a teacher, and her engineer husband follow a simple plan: They put aside money in their bank account toward debt, rent, utilities, and other essentials, and split a set amount to spend as they like. Using cash rather than credit for discretionary spending helps keep them on track. "You physically see the pile getting smaller," Chris says.

The Angiers apply discipline to their leisure pursuits -- he's a marathon runner and she teaches exercise classes -- and to their finances. Chris puts 11 percent of his pretax income into a 401(k) plan, reaping a generous company match. Claire, who's eligible for a pension, puts 5 percent into a 457 retirement plan. They're whittling down their educational debt while paying off a higher-interest car loan. And they're building equity in a rental property in Syracuse, N.Y., purchased on the cheap during their grad-school days.

They frequently discuss their finances. "Talking about money is not a taboo subject," Claire says. No doubt that will help when they welcome their first child this spring. "I think we'll continue to budget," Claire says. Chris adds, "It's a habit now."

The Middle Years
In this age range, roughly late 30s through mid-50s, workers have the potential to earn the bulk of their income. But they also face the competing challenges of putting away money for retirement and funding their children's college educations. Our survey results point to some useful strategies:

4. Diversify Your Holdings
Having a variety of investments -- stocks, bonds, and real estate, among others -- correlated highly with net worth in our survey, regardless of income level. Retirees with seven or more types of investments had an average net worth of $1.4 million. Those with three or fewer had an average net worth of $678,000.

For the average investor, whose savings are mainly in an employer-sponsored retirement plan, diversification means spreading that money among a broad mix of stocks and bonds. Index mutual funds typically have low costs -- a key positive factor in overall performance, says a recent study by Morningstar, the Chicago-based investment research company.

5. Prioritize Retirement Over College
You can borrow money for a college education, but you can't borrow toward your retirement. So while it's fine to start a 529 savings plan for your kids, make funding it a secondary goal.

"Our philosophy is to ensure our retirement savings first," Mary-Jo Webster says. But the Websters expect to have their house paid off by the time their 2-year-olds are ready for college. So then, they'll channel the mortgage money toward tuition.

Speaking of education, consider paying your child a regular allowance, either for chores or good behavior, to help teach budgeting and saving skills. Children who are self-sufficient in money matters could very well be less likely to pose a financial burden to their parents.

The Middle Years: Discipline and Diversification
Mike and Miriam Risko understand harmony. As performers and owners of a music school and store in Ossining, N.Y., the couple, in their early 40s, have been playing off each other's strengths for 20 years. Together, they built a one-person school into an operation employing 30 part-time music teachers.

The Riskos, married 10 years, put a healthy portion of their annual income into a profit-sharing plan. In 2009 they bought the building that houses their business. "They had the good sense to do this early," says Camille Cosco, a chartered financial consultant who has steered the Riskos' savings into a well-diversified mutual fund portfolio.

The couple learned how to stretch their money at a young age. Mike paid his way through college playing guitar. At 22, Miriam, a singer, started to save up to half of each paycheck. A small inheritance she received a few years ago went to a 529 college savings plan for their son, now 7. A 529 plan for their daughter, age 4, is on the to-do list.

Miriam acknowledges the challenge of passing on their money sense. "My son has a piggy bank with all of his change in it. Recently I said, 'Let's open a bank account. You'll get interest!' He said, 'You're not taking my money!'" she says with a chuckle. "We're still working on the piggy bank right now."

Pre-Retirement
From their mid-50s on, many people grow concerned about the adequacy of their savings. The pre-retirees we surveyed, most between 55 and 65, were generally less confident about their prospects than the retirees and those who had retired but still worked part-time. Although 44 percent said they were better off than they were a year before -- and those numbers have gotten better since 2008 -- about one-fifth of pre-retirees said they were worse off financially than they had been a year before. That said, there's still hope if you're behind. Here are some ways to improve your strategy.

6. Stay in the Game
A Fidelity Investments study of the balances of its 401(k) participants age 55 and up found a real benefit to perseverance. Those who continuously contributed to their plans doubled their average account balance in the 10 years ending the third quarter of 2010, which included the financial fiasco of 2008 and 2009.

To be sure, some two-thirds of the doubling in value came from contributions from savers, not from their investments' appreciation. But so what? Those investors are twice as well off in nominal dollars than they were a decade ago, and much better off than people who tried to time the market -- those who sold their stocks during the panic and missed out on a precipitous rise in value that followed.

You should periodically assess your asset allocation -- how your money is divided among stocks, bonds, and cash. As you age, you might want to move more of your assets into less-risky investments. Vanguard founder John Bogle advises that the percentage of your portfolio allocated to bonds and cash should equal your age.


28 Percent
That's the percentage of partly retired survey respondents who said they were highly satisfied with their retirement planning. Only 21 percent of those not yet retired said they were highly satisfied with their planning.

7. Catch Up
Retirees who said they were highly satisfied counted maxing out contributions to an employer-sponsored retirement plan among their best steps. Once you're free of college-finance and child-rearing costs, put the extra savings there until you max out. In 2011 the limit for pretax contributions is $16,500 a year, plus another $5,500 in catch-up contributions for those 50 and up.

8. Pay Off Debt
Accelerate payments on your mortgage with an eye toward paying it off by retirement. That might seem counterintuitive, given the past year's stellar market performance, when putting extra cash in the S&P 500 would have provided a better return. But given the market's ups and downs, that strategy can backfire; just as you're ready for retirement, you could be stuck with losing investments and a mortgage still to be paid. Besides, our survey found a correlation between satisfaction in retirement and lack of significant debt. Nonetheless, an alarming 39 percent of retirees still had at least $25,000 in mortgage debt.

9. Budget for Health-Care Costs
Even with Medicare coverage, expect to pay a significant amount out of pocket for health care. Fidelity Investments published a study last year showing that the typical couple retiring in 2010 would incur $250,000 in health-care costs during their retirement years, outside of their Medicare benefits.

That incredible figure isn't so wild when broken into components: annual premiums for Medicare Parts B and D; deductibles and co-insurance for Medicare Parts A and B, plus cost sharing for prescription drugs; and benefits not covered by Medicare, including eyeglasses, contact lenses, hearing aids, and private-duty nursing. Those figures represent a national aggregate figure, so costs in some regions could be higher.

And that number doesn't take into account the cost of long-term care. To research average costs in your area, go to the National Clearinghouse for Long-Term Care Information and click on "Cost of Care." That cost is not covered by Medicare or other health plans. If you expect your assets in retirement to be under $300,000 (not including your home), you probably can't afford long-term-care insurance, though you might qualify for government help should you need long-term care. If you think you'll have more than $2 million, you can probably afford to pay for your own care, if needed. Those in between might want to consider a long-term-care insurance policy, though be aware that those policies are expensive and complicated.

10. Time Your Payout
Opting to receive your first Social Security check at 62, the minimum age, reduces your payout. Someone born in 1954 who decides to retire at age 62, for instance, would get 25 percent less than he or she would get by waiting until the full-retirement age of 66. If you're tempted to begin your benefits early, be aware that each year you delay, up to age 70, earns you up to 8 percent more in income depending on your age, a respectable guaranteed return.

Pre-retirement: Research and Perseverance
Ken Ranlet started from scratch on his retirement plans after his divorce at age 44. Now 59, Ranlet, of New Fairfield, Conn., feels fairly certain he can retire by 65 in comfort.

How is that possible? Part is luck. The multinational company he's worked for over the past 15 years offers both a 401(k)-like retirement plan and a defined-benefit pension. But Ranlet, who has two grown sons, also saves diligently, lives modestly, and uses every resource offered him. He has always put at least 7 percent of his salary into the company's retirement plan to nab the 50 percent match. When he finished paying his sons' college tuition, he upped his retirement plan contributions to max out. He added the annual "catch up" for those over 50 "the minute I could take advantage of it," he says.

Ranlet also educated himself about diversification, sparing himself some of the losses that many experienced in the 2008-'09 market plunge. "I tried to spread the money around: some international, some short-term bond funds, some long-term bond funds," he says. To plan retirement, he interviewed his parents, in northeastern Pennsylvania, and his aunt and uncle in Syracuse, N.Y., about their retirement lifestyles. Their experiences helped him to "benchmark my own tastes and expectations," he says.

And what are those expectations? A home in less-costly upstate New York, with room for company and his model train sets, and a big woodworking shop in the basement. "I don't live to drive a Maserati. I don't feel I need to take a superfancy cruise," he says. "I can enjoy a week at the Jersey shore just as well. I don't have to have the latest and greatest as long as what I have is serving my needs."

Retirement Years
One element pervades our happy retirees' responses: a pension. Having steady money coming in each month was a common factor in retirees' satisfaction, whether their net worth was $250,000 or more than $1 million. But our survey found that pre-retirees are less likely to have a pension than current retirees.

Sensing a growing market for guaranteed income in retirement, financial companies have invented products and adapted old ones to offer guaranteed income and protect against "longevity risk," the threat that you'll outlive your money. Here are some considerations.

11. Tread Carefully With Annuities
Our survey respondents mostly shied away from annuities, investment-based insurance products that guarantee lifetime income. Only 2 percent of working people and 1 percent of retirees named buying an annuity among the best steps they had taken toward or in retirement. Among the possible concerns: high management fees, stiff sales commissions, and the potential loss of cash value if you die prematurely.

But a new type of deferred annuity called longevity insurance holds some promise for those concerned they'll live beyond their assets. At retirement you pay an insurer a lump sum. Years later, typically at age 85, you begin to receive to a fixed payout. Because you're not paying for as many years of coverage, you don't have to invest as much in these products as you would with an annuity that starts its payouts earlier. Jason Scott, managing director of the Retiree Research Center at Financial Engines, an online personal finance service, projects that a 65-year-old retiree putting about 11 percent of his assets into longevity coverage and the rest into zero-coupon bonds -- which pay all their interest at maturity -- would have 34 percent more money to spend during the subsequent two decades than if he had invested only in the bonds.

12. Follow the 4 Percent Rule
Withdrawing 4 percent annually from your retirement funds has been shown to preserve your capital for at least 30 years in even strained economic environments, assuming you rebalance regularly. In recent years, some economists, including Nobel laureate William Sharpe, have attacked the 4 percent philosophy as inefficient and potentially costly to retirees. Still, many financial advisers hew to it because it's simple to understand.

New mutual funds, called managed-payout or income-replacement funds, attempt to provide investors with a regular payout while leaving the decisions about what to liquidate and rebalance to a fund manager. On the downside, payouts for such funds aren't guaranteed, because they're based on how well the fund does.

Because managed-payout funds are relatively new, their performance is hard to judge. But the Consumer Reports Money Lab recently analyzed how well the components of one such family of funds, the Vanguard Managed Payout funds, had performed. If you had invested in them and then withdrawn your money at rates of 3 percent or 5 percent a year between 1989 and the end of 2009, your holdings would still have grown. Even a 7 percent payout would have basically held its own. Our Money Lab conclusion: The 4 percent rule protects disciplined investors in a variety of circumstances, whether they buy a managed-payout fund or manage their funds themselves.

13. Fill Up a Big Bucket
An intuitive way to manage your portfolio is to put your money into "buckets" depending on when you might need it. In a simple version of this approach, the first bucket should hold enough cash to cover two years of living expenses. The first year's portion should be liquid, say in a bank account or money-market fund. The second year's expenses can be invested in a ladder of CDs or short-term bonds (one- to two-year maturities). Money for a special purpose within five years -- say, a car or vacation -- should be kept in a separate account.

A second bucket can hold short- to intermediate-term bonds and funds. A portion of the bond bucket, say, one-third, can be in a short-term bond ladder, which can serve as an additional emergency fund and generate cash to draw from. With this approach, even in an emergency, "you won't be forced to sell at the bottom of the market," notes Harold Evensky, a certified financial planner in Coral Gables, Fla.

In your second bucket, also include a diversified intermediate-term bond fund or include a mix of attractive corporate and municipal bonds. The remaining third of the second bucket can include Treasury Inflation-Protected Securities, or TIPS.

Your third bucket can hold stock funds and up to a 5 percent stake in commodities, such as a gold exchange-traded fund. As you get into the later stages of retirement, the returns that you earn from stocks can be funneled back into a growing cash-and-bond allocation.

14. Hedge Against Inflation
If you lived through the '70s and early '80s, you can attest to the corroding power of inflation. To protect yourself in retirement, continue to invest a portion of your money in stocks and devote 5 to 10 percent of your money to TIPS and I-Bonds. You can buy TIPS, which have maturities of five, 10, and 30 years, from the U.S. Treasury; a bank, broker, or dealer; or through a mutual fund. I-Bonds are also sold by the Treasury, and at banks and credit unions. When inflation heats up, TIPS grow in value, throwing off more income. I-Bonds pay both a fixed rate of return and a variable inflation rate. As a bonus, interest on I-Bonds and TIPS is exempt from state and local income taxes.

15. Work Longer
Twenty percent of our survey respondents worked part-time in retirement; 37 percent of that group said they needed the income. But the psychic benefits of continued employment also were important to many. More than half said working made them feel useful; 38 percent said they enjoyed work too much to give it up.

In spite of being employed part-time, 45 percent of semi-retired workers under 65 were already collecting Social Security benefits. That's often not a wise choice for those below full retirement age. For every $2 you earn above $14,160, Social Security deducts $1 from your benefits. Once you reach full retirement age, you're entitled to all your benefits, regardless of how much you make. For more information on how Social Security calculates those benefits, check out ssa.gov/pubs/10069.html.

Retirement: A Few Earned Niceties
"We've played it pretty tight all these years, and now we're reaping the benefits," says Daniel Dittemore, 68, about his current lifestyle with his wife, Betsy, 67. With their savings and pensions paying out, the retired couple from Ankeny, Iowa, are enjoying the storied fruits of retirement: time and money to visit their children and grandchildren, a couple of nice vacations abroad, country club membership. Add to that golf, volunteer work, card games, and exercise.

"Most of the steps we've taken are things that any normal person thinking about retirement thinks about," Betsy says. That includes maximizing their 401(k) contributions while they worked and paying off their mortgage. But the couple also lived for years "not within our means, but beneath," Betsy says. They started raising their two daughters in a small, three-bedroom house with one bath and eschewed big purchases like the boats and RVs that sat in their neighbors' driveways.

And in what Daniel called a conscious choice, they chose public-sector jobs known to pay less but provide security later. He served as an urban planner for years, mainly for local governments. She worked part-time in administrative roles, rising to full-time legislative liaison for a state agency.

"Frankly we probably wouldn't have the lifestyle we have if we didn't have pensions," Betsy says. But, Daniel adds, they earned them.

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