Is This Insurance Missing From Your Financial Plan?

What springs to mind when you hear “insurance?” Most likely, you think about auto, health, home, and life. But what if an illness or accident were to deprive you of your income? Even a temporary setback could create havoc with your finances. And statistics show that your chances of being disabled for three months or longer between ages 35 and 65 are almost twice those of dying during the same period.

Yet you may overlook disability insurance as part of your financial planning. Here’s how to fill that gap and get the right coverage to protect your financial well-being.

  • Scrutinize key policy terms. First, ask how “disability” is defined. Some policies use “any occupation” to determine if you are fit for work following an illness or accident. A better definition is “own occupation.” That way you receive benefits when you cannot perform the job you held at the time you became disabled.
  • Check the benefit period. Ideally, you want your policy to cover disabilities until you’ll be eligible for Medicare and social security.
  • Determine how much coverage you need. Tally the after-tax income you would have from all sources during a period of disability and subtract this sum from your minimum needs.
  • Decide what you can afford. Disability insurance can be expensive. You may opt to forego adding riders and options that boost premiums significantly. If your budget won’t support the ideal benefit payment, consider lengthening the elimination period. Just be sure that accumulated sick leave and savings will carry you until the benefits kick in.

Is Your Business Adequately Diversified?

Is your business adequately diversified? Relying on too few customers, vendors, or key employees can leave you open to risks that can be catastrophic. Here’s what to consider.

Customers. Do you depend on just a few customers for the majority of your sales? What will happen to your business if your largest customer requests a major price reduction, starts buying from your competitor, or is bought out? Even if your company sells to many customers, you aren’t adequately diversified if most of them are in the same industry. This is known as concentration risk. Reduce it by targeting customers in different industries.

Vendors. How many suppliers do you rely on for the smooth operation of your business? Do you have a backup option if a key vendor raises prices, can’t provide enough product, or goes out of business?

Employees. Do you count on the skills and reliability of one key second-in-command person? What would happen if that individual suffered a family emergency and had to leave unexpectedly? Sharing information and allocating responsibilities among employees can keep the work flowing.

When your business is new, diversification may be difficult. But putting a plan in place to reduce your vulnerability to manageable risks is essential for your long-term success.

Include Your Tax Paperwork in Your Spring Cleaning

Looking to minimize clutter? Here are recordkeeping guidelines that will help you do just that while retaining what’s important.

  • Income tax returns. Keep these at least seven years. Hang on to the back-up documents, such as Forms W-2, mortgage interest statements, year-end brokerage statements, and interest and dividend statements, for the same amount of time.
  • Supporting paperwork. Keep cancelled checks, receipts, and expense and travel diaries for a minimum of three years.
  • Stock, bond, or mutual fund purchase confirmations. Retain these while you own the investment. You can destroy them three years after you sell.
  • Real property escrow and title statements. Retain these documents as long as you own the property so you can prove your purchase price when you sell. They can be destroyed three years after the date of the sale.

As you purge your financial clutter, be sure to shred or otherwise destroy the discarded paperwork. These documents often reveal your social security number, bank and brokerage account activity, and other personal information that could lead to the theft of your identity.

Contact us for more recordkeeping tips.

Sunk Costs Could Lead to Bad Business Decisions

Do you think pulling the plug on a failed contract would be “wasting all the money” your business has spent to date?

If so, you may be making the choice based on emotion and “sunk costs.” Sunk costs are past expenses that are irrelevant to current decisions – such as those spent on non-performing contracts. Why are they irrelevant? Because that money is already spent and generally cannot be recovered.

While admitting mistakes may be difficult and ego-bruising, staunching the flow of cash and changing course by abandoning a failed contract can be a wise decision. That’s because the only relevant costs are those that influence your company’s current and future operations.

For example, say your firm hires a new sales representative. You spend thousands of dollars sending the rep to training seminars. You assign mentors who take time from their busy schedules to provide on-the-job coaching and oversight. But despite your best efforts, the new hire isn’t working out. The rep doesn’t fit your firm’s culture, doesn’t grasp the company’s goals and procedures and doesn’t generate adequate revenues for the business.

As a manager, what should you do? At some point, you may need to terminate the employee and start over with someone else. But what about all that time and money you spent on training and mentoring? Those are sunk costs. Acknowledge that you can’t get them back, cut your losses, and start anew. Throwing good money after bad won’t salvage a poor business investment – or a poor business decision.

Teach Your Children This Vital Skill

Financial literacy is a vital skill in today’s world. Will your children be able to handle their finances when they became adults? Here are tips to help ensure the answer is yes.

Shave spending. Take the weekly allowance to the next level by helping your child develop a budget. Review the results to reinforce good habits.

Stress savings. Even young children can grasp the power of compound interest. A simple example is asking your child to put a dollar in a piggy bank. Offer to pay five percent interest if the money is still there in a week or a month. Make the same offer at the end of the first time period, and pay “interest on the interest” as well.

Introduce investments. Create a portfolio, either real or paper, consisting of shares of one or more stocks or mutual funds. Make a game of charting the investment’s progress on a regular basis.

Cover credit. Take on the role of lender and let your child request an advance on a weekly allowance. Charge interest.

Talk taxes. Use word search or crossword puzzles to teach tax terminology. Consider creating a “Family Economy” game using examples from your own budget.

Lessons in financial responsibility can benefit your children now and in the future. Get them started on the right path.

Complaints Can Be Opportunities

When a customer complains, think of it as three opportunities in one.

  • An opportunity to get feedback on something that’s not working right in your organization.
  • An opportunity to convert a disgruntled customer into a loyal customer.
  • An opportunity to head off negative publicity.

Here are four steps to take to convert a complaint into a positive outcome.

  1. The initial response. Be respectful and helpful. Avoid becoming defensive or saying “it’s not our fault.”
  2. Understand the complaint. What’s the true complaint? It may not be easy to stay calm when faced with an angry rant, but making sure your customer knows you’re listening can defuse hostility and ill will. Gathering the facts provides valuable feedback to help you pinpoint the problem and find out what went wrong.
  3. Fix the problem. Have established procedures so your employees know who has the responsibility and the authority to correct a problem. Do employees need managerial approval to compensate a customer for inconvenience with an upgrade or refund? What actions can your employee take to remedy the customer’s immediate concern?
  4. Follow up. A phone call or letter within a reasonable time can ensure the problem has been resolved and turn the customer from “disgruntled” to “loyal.”