There’s no right or wrong approach when it comes to deciding on a discretionary or non-discretionary investment model for your organization. Instead, a multitude of factors need to be carefully weighed to determine which model is right for your organization.
The Middle Market Indicator (MMI) from the National Center for the Middle Market is a quarterly business performance update and economic outlook survey conducted among 1,000 C-suite executives of companies with annual revenues between $10MM and $1B. See the trends in Florida for this important segment.
Companies looking to compete on differentiation can do so in two ways. This chapter explains what it takes for a business to set itself apart, including methods for identifying and highlighting unique features.
The decision to use active management, passive management or a blend of both is important. It is an evolving discussion that can be adjusted as organizational needs, the economy and financial markets change. But, it is important to remember that it is only one step in the investment process.
By following these simple guidelines, the association CFO will be well on his/her way to cultivating an environment where members hold themselves accountable for their individual actions and contributions, as well as their collective contributions to the committee and the committee’s collective results on behalf of the greater association.
When it was time to upgrade e-books, laptops, and in-classroom technology for their pre-K to eighth grade students, Harding Academy turned to SunTrust for a creative financing solution that supplied an unexpected rebate.
Organizations lose 5 percent of their annual revenue to fraud each year, which can compromise taxpayers’ funds and information in the public sector. Protect your public agency from fraud-related losses.
Kim Krause, Senior Investment Advisor, SunTrust Foundations and Endowments Specialty Practice, discusses how measuring what matters and using a combination of benchmarks will likely give fiduciaries the greatest perspective to answer the important question of “How are we doing?”.
Economic turbulence and policy constraints, among other factors, affect association membership in 501(c)(6) organizations, so it’s important to be creative in identifying non-dues revenue for associations.
Institutions of Higher Learning face many financial challenges when it comes to allocating their budgets. SunTrust experts offer their tips for maintaining value for students while advancing the institution’s strategic goals.
Quanda Allen, First Vice President for SunTrust’s Foundations and Endowments Specialty Practice, explains what nonprofit organizations should consider when structuring their income streams for maximum efficiency.
Looking to more efficiently store and deliver your products? Jim Tompkins, CEO of Tompkins International, explains the supply chain concept of network design—and the importance of quick delivery and mobile commerce.
Most investors tend to keep their assets close to home, but this home-country bias tendency could be costing you. Mike Hill, Managing Director and Director of Institutional Consulting for SunTrust, explains how global diversification can impact your portfolio.
A foundation board’s typical search for an investment advisor ends with one of three results. SunTrust’s Kim Krause outlines these outcomes and shares tips for streamlining the request for proposal process.
Bill Longan, Senior Investment Advisor, SunTrust Foundations & Endowments Specialty Practice and Elizabeth Horsley, Attorney with Williams Mullen discuss in greater detail specific sections of Uniform Prudent Management of Institutional Funds Act (UPMIFA), and the important guidance it offers to investment stewards.
A strong mission statement can improve morale, boost your company’s bottom line and change the world. Elizabeth Crook, CEO of OrchardAdvisors.com, creates professional mission statements for business owners and shares tips for finding a company’s purpose.
How to use Employee Stock Option Plans (ESOPs) for a specific goal: transition to a new management team, increase employee participation, create owner liquidity, or add leverage to the company at favorable tax rates.
With the time to sell a business averaging from 6 to 12 months, the transition plan for your business is imperative to the success of the sale—see the steps necessary to formulate your transition plan.
Adding a new product to your company’s offerings can lead to greater profits—but only if you do your homework. Jay Berkowitz, CEO of TenGoldenRules.com, shares the key steps for a successful product launch.