PRIVATE TAXATION AND PRIVATIZATION: SELLING OUT AMERICA

 

Privatization: Selling Out America

GAO Report Details Many Abuses of Government Trust

See report on how to privatize (outsource) government functions at 

http://www.access.gpo.gov/cgi-bin/getdoc.cgi?dbname=gao&docid=f:gg97048.txt

 

Many of my readers have been asking about PRIVATE TAXATION: Private “taxation” is the charging of fees by a private entity for public services that have historically been provided by government. The reason they were always provided by government is that in every case, the service or product is something that every person MUST have to survive in our society. 

One test is to to see what happens if someone doesn’t get it — like fire service, or health care. If someone does not get fire service, their house burns down and so do the houses around it. If someone drops to the ground with a seizure outside the the emergency room, they lie there and die unless someone takes them in and treats them. 

If someone gets hit over the head and robbed we want police to either stop it or have an infrastructure to capture the culprit — regardless of whether the individual involved has paid their taxes. That’s the key. Where we all have an interest in making sure that services are delivered to people other than ourselves, it is a social function and therefore absolutely and exclusively within the scope of government function or regulation.

As a society we make sure that certain things are done because of the dangers to the property of others, the health of others, the competence of others (education) or the maintenance of our infrastructure and investment in modernizing our roads and transportation systems. 

Government’s role, most of us would agree regardless of ideology, is to make certain that services are distributed in such a way that society performs in peace, safety, and prosperity. 

Whether this is done through private enterprise or public agencies is a policy decision. Obviously where the service can be produced at the lowest cost to society and highest quality, THAT would be an indicator of whether the government should provide it or private enterprise should provide it under government regulation to assure that services are in fact delivered, and that the owner of the private enterprise doesn’t take the money and run.

PRIVATIZING IS SNEAKY WAY TO INCREASE YOUR COSTS, LOWER THE QUALITY OF THE SERVICE, AND CREATE THE APPEARANCE OF LOWER TAXES, WHEN IN FACT THEY HAVE INCREASED SUBSTANTIALLY. BY MERELY CALLING THEM FEES FROM PRIVATE ENTERPRISE GOVERNMENT LEADERS CAN CLAIM THAT TAXES HAVE NOT BEEN INCREASED.

While we voters were sleeping for the past 30 years, plans have been in development for privatizing just about everything in America. The words are slippery. The politicians who have been bought and who are now owned by the proponents of this idea are able to pivot from what it IS to how they want it to APPEAR to the American public. 

You would be amazed at how many privatizing events have already occurred and astonished at the number of events coming. Prisons are run by private industry who thus have an interest in seeing to it that they are full, which they are: The U.S. has the highest prison population of any country per capita including most dictatorships. In order to keep the prisons full and the prison owners rich they lobby for criminalizing behavior and enforcement of laws in the most “productive” way for them. 

Think about it. The “War on Drugs” is essential to the prison owners who must keep all drugs criminalized, and essential to drug cartels who would suffer collapse if their “products” were commoditized instead of criminalized. 

Of course further examples abound. The sale of Pennsylvania toll roads virtually guarantees higher tolls and lower maintenance, high traffic fatalities, and lower national security. 

In recent times past, I joked that we would one day outsource (privatize) our military to China, because we could spend $25 per year and hire a hundred million soldiers. Now it isn’t funny. Functions that were and have been sacredly guarded as government functions are being “outsourced” (privatized) for fun and profit while the rest of us suffer from SERIOUS BREACHES OF OUR NATIONAL SECURITY, rotting infrastructure, train stations that look like WE lost World War II (go on the net and take a look at the train stations in Germany and Japan), etc.

I call to your attention the following list published by the Government Accounting Office (GAO):

GAO PRIVATIZATION PRODUCTS RELATED TO STATE AND LOCAL GOVERNMENTS
Child Support Enforcement:  Early Results on Comparability of Privatized and Public Offices (GAO/HEHS-97-4, Dec.  16, 1996). 

Airport Privatization:  Issues Related to the Sale or Lease of U.S. Commercial Airports (GAO/RCED-97-3, Nov.  7, 1996). 

Child Support Enforcement:  States’ Experience With Private Agencies’Collection of Support Payments (GAO/HEHS-97-11, Oct.  23, 1996). 

Private and Public Prisons:  Studies Comparing Operational Costs and/or Quality of Service (GAO/GGD-96-158, Aug.  16, 1996). 

Child Support Enforcement:  States and Localities Move to Privatized Services (GAO/HEHS-96-43FS, Nov.  20, 1995). 

District of Columbia:  City and State Privatization Initiatives and Impediments (GAO/T-GGD-95-194, June 28, 1995). 

District of Columbia:  Actions Taken in Five Cities to Improve Their Financial Health (GAO/T-GGD-95-110, Mar.  2, 1995). 

Clinton’s Healthcare Sell-Out: Watch Out for this Lady — She wants to be President more than she wants to be a great president

THE PROBLEM WITH AMERICAN HEALTHCARE

AN UNAVOIDABLE TRUTH — IT DOESN’T WORK

When Marianne Falacienski’s husband started a new job, the family could not afford the health plan. Ms. Falacienski, 32, found individual coverage only for him and their daughter, Gabrielle.

WHY OBAMA HAS THE RIGHT APPROACH:

INCREMENTAL STEPS TO ELIMINATING MIDDLEMEN WHO ADD COST BUT NO VALUE

THE REASON WHY HEALTHCARE COSTS ARE SO HIGH: We let it get that way because we thought we were not paying for it. We were lulled into this fraudulent situation by the presence of “insurance” which was just a hidden tax which we call “PRIVATE TAXATION.” This opened the door for the profit motive to dominate healthcare.  The inevitable result was cutting costs by delivering less care, increasing revenues by increasing premiums, and avoiding delivery by small print. 

THE EFFECT ON AMERICAN HEALTH: Americans are dying younger, with higher infant mortality than 40 other countries, and living lives of quiet desperation and stress locked in by a system that requires us to choose between life and death, between quality of life or suffering, and between being overmedicated into virtual stupor or becoming our own physicians and deciding what medications we need.

WHO CONTROLS OUR OPTIONS: The presence of insurance along with government complicity has interfered with the normal market forces found in every other country on the planet. Examples abound where the cost of a medication is $120 per month here whereas it could be as little as 5 cents elsewhere. 

The pharmaceutical industry dictates medical protocol: the profit motive requires them to present protocols that require long-term constant daily medications which now average 8-10 pills per day for many people. 

The pharmaceutical industry controls the FDA (virtually all FDA employees have worked for Pharma, are working for Pharma or will work for Pharma and Pharma literally pays most of the budget of the FDA). 

Any protocol that is preventative is opposed by Pharma and opposed by the insurance companies because revenues would decline, costs would decline and thus the need for expensive insurance premiums would also decline. 

Any intervention protocol is likewise not covered by insurance and declared “placebo” or “experimental” unless it is accompanied by a protocol of 53 pills per day for life as in the case of a lung transplant. 

The inescapable conclusion is that the insertion of insurance into our lives has increased our effective rate of taxation without us realizing it was a tax, it has reduced the level, quantity, availability and quality of care, and is responsible for half of all bankruptcies filed.

Obama’s plan, while it continues to include the insurance infrastructure, loosens the death grip of the insurance-Pharma cartel. It can lead to continued enhancements of the system and eventually to a single payer system which is what everyone else in the world has. 

Mandatory insurance is a sell-out for continuation of the current system regardless of what sound bites are attached to it. Obama is once again taking the courageous position of recognizing the nuance and complexity oft he situation and taking hits for not “mandating” insurance for everyone. The Clinton-Edwards “mandatory” plan is good politics, bad economics and unworkable.

Mandatory health insurance is a tax pure and simple. Except by inserting private insurance companies into the mix it adds between 100% to 500% to the costs of healthcare. Mandatory insurance is a wealth transfer system and anyone who promotes it is either purposefully or inadvertently playing into the hands of the few people who benefit financially from this corrupt system while the rest of us continue our lives of quiet desperation and stress.

 

May 4, 2008

Even the Insured Feel the Strain of Health Costs

By REED ABELSON and MILT FREUDENHEIM

The economic slowdown has swelled the ranks of people without health insurance. But now it is also threatening millions of people who have insurance but find that the coverage is too limited or that they cannot afford their own share of medical costs.

Many of the 158 million people covered by employer health insurance are struggling to meet medical expenses that are much higher than they used to be — often because of some combination of higher premiums, less extensive coverage, and bigger out-of-pocket deductibles and co-payments.

With medical costs soaring, the coverage many people have may not adequately protect them from the financial shock of an emergency room visit or a major surgery. For some, even routine doctor visits might now take a back seat to basic expenses like food and gasoline.

“It just keeps eating into people’s income,” said James Corbin, a former union official who works for the local utility in Tucson.

Mr. Corbin said that under their employer’s health plan, he and his co-workers are now obliged to pay up to $4,000 of their families’ annual medical bills, on top of about $1,600 a year in premiums. Five years ago, they paid no premiums and were responsible for only about $2,000 of their families’ medical bills.

“That’s a big jump,” Mr. Corbin said. “You’ve just lost a month’s pay.”

Already, many doctors say, the soft economy is making some insured people hesitant to get care they need, reluctant to spend a $50 co-payment for an office visit. Parents “are waiting longer to bring in their children,” said Dr. Richard Lander, a pediatrician in Livingston, N.J. “They say, ‘The kid isn’t that sick; her temperature is only 102.’ ”

The problem of affording health care is most acute for people with no insurance, a group expected to soon exceed 48 million, but those with insurance say they too are feeling the pain.

Since the recession of 2001, the employee’s average cost of an annual health care premium for family coverage has nearly doubled — to $3,300, up from $1,800 — while incomes have come nowhere close to keeping up. Factor in other out-of-pocket medical costs, and the portion of the average American household’s income that goes toward health care has risen about 12 percent, according to the consulting and accounting firm Deloitte, and is now approaching one-fifth of the average household’s spending.

In a recent survey by Deloitte’s health research center, only 7 percent of people said they felt financially prepared for their future health care needs.

Shirley Giarde of Walla Walla, Wash., was not prepared when her husband, Raymond, suddenly developed congestive heart failure last year and needed a pacemaker and defibrillator. Because his job did not provide health benefits, she has covered them both through a policy for the self-employed, which she obtained as the proprietor of a bridal and formal-wear store, the Purple Parasol.

But when Raymond had his medical problems, Ms. Giarde discovered that her insurance would cover only $22,000, leaving them with about $100,000 in unpaid hospital bills.

Even though the hospital agreed to reduce that debt to about $50,000, Ms. Giarde is still struggling to pay it — in part because the poor economy has meant slumping sales at the Purple Parasol. Her husband, now disabled and unable to work, will not qualify for Medicare for another year, and she cannot afford the $758 a month it would cost to enroll him in a state-run insurance plan for individuals who cannot find private insurance.

She recently refinanced her car, a 2002 Toyota Highlander, to help pay for her husband’s heart medicines, which cost some $400 a month.

Experts say that too often for the underinsured, coverage can seem like health insurance in name only — adequate only as long as they have no medical problems.

“There’s a real shift in the burden of health care to people who happen to be sick,” said Paul B. Ginsburg, the president of the Center for Studying Health System Change, a research group in Washington.

Companies and policy makers have yet to focus on what the faltering economy means for employees’ medical care, said Helen Darling, president of the National Business Group on Health, a Washington association of about 200 large employers.

“It’s a bad-news situation when an individual or household has to pay out-of-pocket three, four or five times as much for their health plan as they would have at the time of the last recession,” she said. “Americans have been giving their pay raise to the health care system.”

Sage Holben, a 62-year-old library technician with diabetes who is active in her local union in St. Paul, says that in 2003 union members agreed to a two-year freeze on wages to protect their health care coverage. But for the union, which will begin talks on the next contract this fall, it may be difficult to continue that trade-off, Ms. Holben said. “It’s at the point where we’re losing, anyway,” she said.

“I live paycheck to paycheck,” said Ms. Holben, who makes close to $40,000 a year at Metropolitan State University.

When she took the job in 1999, she says, the health benefits required no co-payments for doctor visits. Now, her out-of-pocket cost per visit is $25, and she pays $38 a month for her diabetes medicine. She has not been to the eye doctor in two years, even though eye exams are crucial for people with diabetes and she knows she needs new glasses. Nor does she monitor her blood sugar as regularly as she should because of the cost of the supplies.

“It’s not an extravagant expense,” she said. “It just adds up.” And it comes atop the increasing cost of utilities, gasoline and food — and the few hundred dollars of repairs her 1994 Chevrolet Cavalier needs.

Many employers do recognize that their workers are struggling financially even as they are asking them to pick up more of their health-care bills.

“It makes the work we have to do even more challenging,” said Anne Silverman, the vice president in charge of benefits in North America for the publishing company Reed Elsevier. “Employees are being stretched in terms of their disposable income.”

Even so, more companies may see themselves as having little choice but to require employees to pay even more of their health expenses, said Ted Nussbaum, a benefits consultant at the firm Watson Wyatt Worldwide. And when a weak economy undermines job security, he said, workers may simply have to accept reduced benefits.

While Mr. Nussbaum and other consultants say it is unlikely that significant numbers of employers will simply drop coverage for their workers, the weak economy could prompt more of them to push for so-called consumer-driven plans. Such plans tend to offset lower premiums with higher annual deductibles.

And while these plans often allow employees to put pre-tax savings into special health care accounts, they typically end up forcing the worker to assume a bigger share of overall medical costs. About six million people are now enrolled in these medical plans.

Among employers, the hardest pressed may be small businesses. Their insurance premiums tend to be proportionately higher than ones paid by large employers, because small companies have little bargaining clout with insurers.

Health costs are “burying small business,” said Mike Roach, who owns a small clothing store in Portland, Ore. He recently testified on health coverage at a Senate hearing led by Ron Wyden, Democrat of Oregon.

Last year, Mr. Roach paid about $27,000 in health premiums for his eight employees. “It’s a huge chunk of change,” he said, noting that he was forced to raise his employees’ yearly deductible by 50 percent, to $750.

Around the nation, some workers are simply priced out of their employee health plans.

After Brian Falacienski of Milton, Fla., was laid off last year from his job as a surveyor for a construction company, he found another position. But the cost of his new health plan — $800 a month for coverage with a $1,000 annual deductible — was beyond the means of Mr. Falacienski, 38, who is married and has a 2-year-old daughter.

His wife, Marianne, started researching individual insurance policies and was able to find policies for her husband and daughter offering basic, if minimal, coverage, costing $161 a month for father and daughter. But Ms. Falacienski, 32, who has arthritis and the severe digestive disorder Crohn’s disease, is now uninsured. Because of her conditions, she said, four major insurers rejected her.

“I even applied for Medicaid,” she said, “but I wasn’t low-income enough.”

Fed Lies and Sound Bites

The latest change in Fed policy sounds good. You get that warm fuzzy feeling that credit will loosen up and that things are getting better. But the fact remains, that this is ANOTHER transfer of the power to create money to the PRIVATE sector, it is another green light for PRIVATE TAXATION, and worst of all, it comes at a time when inflation is already running high and threatening to become worse than at any time in recent history.

Flooding the market with more dollars is simple: it reduces the value of those dollars. as the value goes down some businesses will appear to prosper, but when those business owners go to buy something, they will realize they lost profit even though their accountants report they made more. In nutshell, if it costs $25 to buy a loaf of bread or $15 to buy a gallon of gas, the fact that your sales went up won’t do you any good.

Beware the earnings figures from public reporting companies. There is no FASB directive that requires real disclosure of real earnings in constant currency. This will become painfully obvious as the next 12 months unfold.

THE FED
Fed expands auction, accepts wider collateral
NEW YORK (MarketWatch) — The Federal Reserve, along with other central banks, said Friday that it was increasing the funding it is providing to banks and announced that, for the first time, it was willing to accept bonds backed by auto loans and credit cards.
“In view of the persistent liquidity pressures in some term funding markets, the European Central Bank, the Federal Reserve and the Swiss National Bank are announcing an expansion of their liquidity measures,” the Fed said in a statement.
The Fed took the move in an attempt to flood the market with supply and lower short-term lending rates, such as the London interbank offered rate, or Libor.
The U.S. central bank announced an increase, to $75 billion from $50 billion, in the amounts auctioned to eligible depository institutions under its biweekly Term Auction Facility, beginning with the auction on May 5.
This increase will bring the amounts outstanding under the TAF to $150 billion.
The move to expand the TAF was widely anticipated because of strong demand for loans through the program.See full story.
“The program is now reaching a magnitude where it can play a significant role in plugging the gap between the remaining demand for unsecured term funding in the bank market and the latest decline in supply following the run on Bear Stearns,” wrote Lou Crandall, chief economist for Wrightson ICAP.
The expansion was “probably marginally disappointing because there was a widespread expectation … that the Fed would extend the term of at least some TAF auctions to three months,” wrote Stephen Stanley, chief economist for RBS Greenwich Capital.
The TAF, announced on Dec. 12, was followed in March by the creation of several other Fed lending programs targeted at different sectors of the credit markets.
All told, the Fed has now offered to lend up to $462 billion in cash and Treasurys to the markets, in addition to the nearly unlimited funds available through the discount window and the primary credit dealer facility.
The three-month Libor rate — a benchmark for lending between banks — was 2.78% on Thursday, well above the 2% federal funds rate. Crandall said extra supply from the Fed in the next three weeks should tighten the spread between the Libor and fed funds rates.
Deeper cooperation
The Federal Open Market Committee also has authorized further increases in its existing temporary currency-swap arrangements with the European Central Bank and the Swiss National Bank.
These arrangements will now provide dollars in amounts of up to $50 billion and $12 billion to the European Central Bank and the Swiss National Bank, respectively, representing increases of $20 billion and $6 billion.
The FOMC also authorized an expansion of the collateral that can be pledged by bond dealers in the Fed’s Schedule 2 Term Securities Lending Facility auctions of Treasurys.
Primary dealers may now pledge AAA/Aaa-rated asset-backed securities, in addition to already eligible residential- and commercial-mortgage-backed securities and agency collateralized mortgage obligations.
Accepting asset-backed paper could help provide money to the student-loan market, Crandall noted. End of Story
Steve Goldstein is MarketWatch’s London bureau chief. Washington Bureau Chief Rex Nutting contributed to this report.

Energy Policy and Return on Investment

 

While we love our contentious politics and passionately favor our pretty candidates, we lose sight of the fact that there is actually some work to do and that the policies that will get that work done are complex, filled with nuance, trapdoors and obstacles.

Politics is well-suited to sound bites, but governance is far more complex than that. We favor Obama’s candidacy not because he knows everything about energy policy or economics — he doesn’t and neither do any of the other candidates. We favor him because he understands that any policy that is actually effective must engage the voters and decision-makers in the private and public sectors and his approach is more likely to achieve that plan of engagement. He is betting that people will accept some ambiguity and mistakes in the pursuit of good governance.

The business case discussed below must present the voter or decision-maker not only with some proposal that is based upon his direct benefits, but all the indirect benefits he/she will receive, the fact that there will be government incentives, and the fact that his/her competitors are getting the benefit of having already subscribed to the new policy. If the decision-maker is not sold on all these factors, he/she won’t do it. His/her job is on the line. Everyone wants to be a hero but nobody wants to risk cutting their employment throat. 

As the following article points out, the largest problem confronting us in changing the energy paradigm is the bean counter. Return on investment (ROI) is a term that is widely used and presumed to mean something. Unfortunately it  doesn’t mean anything except to the speaker. We all mean different things when we talk about whether a project is “worth” doing. That’s where government comes in as the referee.

Good government policy defines the scope of a project, the benefits and the costs in a way that educates people and has them speaking about it in the same way, using terms that are understood by everyone the same way. It is from the higher government point of view that decision-makers in the private sectors can gain a perceptual advantage as they see their place in their industry and their place in the economy as a whole.

Good government policy provides incentives and reliable information for decision-makers to make good decisions not only indiivudally for their own companies, but collectively so that each industry and each company, along with the economy as a wholoe has an opportunity to achieve a stable growth pattern, secure in the knowledge that we remain ahead of teh curve.

Energy policy is part of the larger government role of national security. We can all agree that we want to pursue policies that will increase the likelihood of peace and prosperity, where tax rates are low, tax revenues are high (because of high growth economic activity and productivity) and reducing entangling alliances and policies that might increase the the prospect of an expensive war or distract us from maintaining the value of our currency, while keeping the pressures of inflation checked.

Thus we all know that good national and state economic policy includes effective administration of an energy policy. However in a democratically driven republic with capitalist economic underpinnings nothing works without “consent of the governed.” Cooperation of voters and private sector decision-makers is not merely helpful, it is required. Consent cannot be effectively coerced without most of the rest of the voters or decision-makers subscribing to the policy (peer pressure and reducing the perception of risk because others are doing it). 

Thus the mission of the next administration will be to communicate effectively with the private sector and with voters to change the paradigm of energy production and consumption.

 

  • For example, plug-in hybrids that will provide a range of perhaps 40-50 miles on battery power alone, requires somewhere to plug them in. 
  • If they are plugged in overnight when usage is lowest, then the utility companies get increased revenues and profits, and government should reward the utility companies with credits for participating in the reduction of the carbon footprint of transportation. 
  • But if the cars are plugged in during peak hours, it could be a financial disaster for the utility companies unless they are able to secure cheap energy to absorb the already overloaded hours.
  • This opens the door for wind turbine and solar capture farms in areas that are presently unused, and which would be environmentally unaffected by installation of renewable energy sources. 
  • It opens the door for entrepreneurs to convert existing hybrids to plug in versions and for car manufacturers to offer new vehicles with the hybrid capability to  run on battery alone, run on gasoline, run on diesel and even to run on alternative bio diesel.
  • It opens the door for entrepreneurs to offer home conversion for solar (PV) electricity for powering up those hybrids, golf carts etc. during PEAK times.
  • This in turn opens the door for companies that deliver products and services to businesses and residences to convert to such vehicles, including government society services like police, fire, public transportation etc.
  • The result if properly administrated and orchestrated, is a direct cost savings to all the participants, direct increase in profit for the private sector, direct decrease in major costs for government services, and indirect benefits that are more important at higher levels of government than a particular locale or even state.
  • ALL of this requires an effective leader who gives voice, vision and direction motivated by a desire to produce a benefit to society (everyone) rather than part of a society with merely leads to abuses that are always traced to schemes that are merely masked agendas for transfer of wealth, accumulation of power and the enslavement of the citizenry. 

 

Thus the business case discussed below must present the decision-maker not only with some proposal that is based upon his direct benefits, but all the indirect benefits he will receive, the fact that there will be government incentives, and the fact that his competitors are getting the benefit of having already subscribed to the new policy. If the decision-maker is not sold on all these factors, he/she won’t do it. His/her job is on the line. Everyone wants to be a hero but nobody wants to risk cutting their employment throat. 

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Sales & Marketing: Why ROI Calculators are a Formula for Failure

Financial justification tools face three major challenges: Prospects don’t believe their output; facilities managers are not financially trained; and sales reps are not trusted to explain the numbers.

Rebates, ITCs, projected energy costs, NPV… Finance is not a shallow subject, but most people barely get their toes wet before they drown. Just ask three CFOs to explain “return on investment.” You’ll soon be gasping for air, even if you thought you knew what it meant.

When it comes to sustainability, for-profit corporations still do more talking than buying. Without a business case, few projects end up getting past the “nice idea” stage.

This is as true for chiller plant controls as it is for a utility-class wind farm. Capex approvers need convincing that sustainability goes beyond saving polar bears, and isfiscally the right thing to do for their company.

Take energy efficiency as an example, performance contracts aside. Unless a sales rep can get C-level executives to think about energy as a manageable P&L line item, instead of as a fixed expense, the rep will be going out the way they came in — empty-handed. No business case, no deal.

Point of failure

Who prepares the business cases for your proposals? Unless you can find a way to keep your finance department out of doing it, this is a bottleneck in the sales process. Thus the popularity of ROI calculators.

Does your company use an ROI calculator?
Post a comment and share your experience.

Sales reps who open up an ROI calculator are likely to experience a vague sense of dread. The facilities manager doesn’t really understand or believe the result — accounting isn’t their profession, after all — but they provide the numbers and nod politely.An attempt to explain the results is likely to embarrass the sales rep — accounting isn’t their profession, either — but they try. The prospect does more nodding, and grows more skeptical.

So, companies say they have tools to calculate payback, reps say they use them, and prospects say they understand the results. The marketing department, who spent plenty to have the ROI tool developed, hears neutral feedback or nothing at all. They don’t know the tool is ineffective and has fallen into disuse.

Soon, though, the tool is out of date. The state grant expires, the latest energy bill changed the depreciation rules again, or energy costs have outpaced the projections. Even a spreadsheet that is still valid is not trusted beyond a few months after it was created.

What’s the formula?

In companies where I’ve seen ROI tools succeed, there have been common traits. First, these typically are larger companies with multiple products, so they have more than one ROI tool. One or two people with financial backgrounds are assigned to researching, building, and maintaining the tools. They take pride in their product.Second, each tool is designed to allow the prospect and sales rep to produce a believable business case. That means believable for the customer even if it’s not as favorable to the vendor. When it’s readable and believable, it has a chance of showing up in the C-level decision maker’s e-mail. All assumptions and constants are footnoted with credible sources, and none of them are locked. If the prospect wants to reduce the power factor or increase the number of cloudy days, let them. It’s their ROI.

Finally, train sales reps and give them a support line. Try as you may to make the user interface simple, it’s still Excel and it’s still complex. Webinars are effective at teaching sales reps how to use these tools, especially in a third-party sales channel — and the recording of the webinar stays around for reference. Reps then need to know who to call for help whenever they get stumped in front of a prospect.

To close a business-to-business sale, you need to demonstrate the cause-and-effect relationship between investing in your product and achieving a business goal. In the C-suite, there’s nothing as powerful as a good ROI tool in the hands of someone who is comfortable using it.

 

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