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The following list represents the Key Service Objectives (KSO) for the Appleton Greene Retirement Planning service.
We understand that the success of a business relies both on the quality and commitment of its people and the organization’s ability to plan and operate strategically. We listen to you and work to understand your goals and challenges. Focused on priority objectives, we set out to develop solutions that improve plan performance and deliver tangible value to the bottom line. Start your planning today by exploring your options, including corporate benefits planning, employee benefits, 401(k) and corporate retirement plans, executive benefits, and business owner and executive succession.
In today’s complex benefit planning environment it is essential that you are positioned to assess benefit plan structure, claims impact, cost sharing, and various risk transfer strategies. We have experienced how a strategic approach to benefit planning and risk transfer techniques adds value to your employee benefits offering and materially improves plan performance. In light of the increased regulatory landscape and with benefit costs continuing to escalate, many businesses are rethinking their offering of employee benefits. This service provides a comprehensive analysis of your current employee benefit programs and provides a framework to: Assess cost drivers of medical and pharmacy plans; Evaluate alternative funding options; Integrate plan resources; Educate employees; Benchmark plans; Leverage technology; Negotiate premiums; Improve communications. This service assures that you have a leading, cost effective core benefits program aligned with corporate objectives to attract, retain and reward your people. The review can cover the following areas: Medical insurance: HMO, POS; Cafeteria plans; Disability; Dental; Life and AD&D; Vision; Long-term care; Critical illness; Voluntary benefits; Employee assistance programs.
Appleton Greene & Co Global – Companies can elect whether they just require Appleton Greene for advice and support with the Bronze Client Service, for research and performance analysis with the Silver Client Service, for facilitating departmental workshops with the Gold Client Service, or for complete process planning, development, implementation, management and review, with the Platinum Client Service. Ultimately, there is a service to suit every situation and every budget and clients can elect to either upgrade or downgrade from one service to another as and when required, providing complete flexibility in order to ensure that the right level of support is available over a sustainable period of time, enabling the organization to compensate for any prescriptive or emergent changes relating to: Customer Service; E-business; Finance; Globalization; Human Resources; Information Technology; Legal; Management; Marketing; or Production.
Having a framework to support informed decision making aligned with fiduciary roles and responsibilities is critical to meeting regulatory requirements and fulfilling participant expectations. Your organization has specific goals, and your corporate retirement plan should be responsive to those goals. Key considerations, such as corporate structure, business objectives, and cash flow are factors in the decisions related to the appropriate corporate retirement plan design for the business. We have seen how a strategic approach to fiduciary responsibility can drive improved participant outcomes, help minimize fiduciary risk and supports ability to adapt plan to changing business environment and goals. Now more than ever plan sponsors are rethinking their corporate retirement plans. This service provides plan sponsors with a framework to: Assess fiduciary risk; Review competitiveness of participant outcomes; Coordinate plan resources to maximize results. This service will help you to assess fiduciary risk, review participant outcomes and determine areas for improvement. Reviews include: 401(k) plans; Profit sharing plans; Pensions and defined benefit plans; Employee stock ownership plans; 403(b) plans and tax-sheltered annuities; 412(i) plans; Small business plans; Non-qualified retirement plans.
Having carefully aligned strategies for executive compensation and benefits is essential to sustained organizational success. Whether managing a family owned business, a closely held business or a public company, this service understands how financial strategies in Executive compensation and benefits, supports organizational growth and profitability while providing stability and incentives within an executive team. In today’s competitive business environment companies are seeking ways to complement core compensation strategies with targeted executive benefit programs that help those select participants to build and protect wealth. This service enables companies to evaluate their existing offerings and creates a framework to create programs that: Align executive incentives with corporate objectives; Recruit executive talent; Define goals and reward success. This service will enable you to review your current offerings to your executive team within the context of corporate goals and current market conditions. Review can include the following areas: Non-qualified deferred compensation planning; Supplemental executive retirement plans; Key man insurance planning; Stock option planning and incentive compensation.
Planning for the successful exit of an owner or key person from your business is essential to sustained success. Every business owner, at some point, leaves their business. Whether a sale to a third party, or a transfer to an insider such as key person or family member. This service proves how well thought through exit strategies can help you realize maximum value for your ownership interests. Thousands of companies will transition ownership and leadership over the coming decade. Many businesses do not have a plan for the current ownership to successfully exit and transition the business. This service helps you and the business to: Define the owner’s or executive’s exit objectives; Establish a framework to review and refine the exit plan; Motivate owners to execute the plan; Realize maximum value from the business; Evaluate tax planning alternatives; Instill confidence and success within succession. This service centers on the goals the business must achieve for you or a key person to leave it in style. Reviews can include the following areas: Buy-sell planning; Business valuation planning; Merger and acquisition support; Preparing for and structuring the business sale; ESOP and qualified retirement plan strategies.
This service is primarily available to the following industry sectors:
Banking & Financial Services
Assets of the largest 1,000 banks in the world grew by 6.8% to a record US$96.4 trillion while profits declined by 85% to US$115 billion. Growth in assets in adverse market conditions was largely a result of recapitalization. EU banks holds the largest share of the total, 56%. Asian banks’ share amounts to 14%, while the share of US banks amounts to 13%. Fee revenue generated by global investment banking totals US$66.3 billion. The United States has the most banks in the world in terms of institutions i.e. 7,085 including 82,000 branches. This is an indicator of the geography and regulatory structure of the USA, resulting in a large number of small to medium-sized institutions in its banking system. China’s top 4 banks have in excess of 67,000 branches with an additional 140 smaller banks. Japan has 129 banks and 12,000 branches. Germany, France, and Italy each had more than 30,000 branches – more than double the 15,000 branches in the UK. Financial services are the economic services provided by the finance industry, which encompasses a broad range of organizations that manage money, including credit unions, banks, credit card companies, insurance companies, accountancy companies, consumer finance companies, stock brokerages, investment funds and some government sponsored enterprises. The financial services industry represents 20% of the market capitalization of the S&P 500 in the United States. Finance industry income as a proportion of GDP is 7.5%, and the finance industry’s proportion of all corporate income is 20%. The financial services industry constitutes the largest group of companies in the world in terms of earnings and equity market capitalization. However it is not the largest category in terms of revenue or number of employees. It is also a slow growing and extremely fragmented industry, with the largest company (Citigroup), only having a 3% US market share.
Global insurance premiums grew by 2.7% in inflation-adjusted terms to $4.3 trillion, climbing above pre-crisis levels. The return to growth and record premiums generated during the year followed two years of decline in real terms. Life insurance premiums increased by 3.2% and non-life premiums by 2.1%. While industrialized countries saw an increase in premiums of around 1.4%, insurance markets in emerging economies saw rapid expansion with 11% growth in premium income. The global insurance industry was sufficiently capitalized to withstand the financial crisis and most insurance companies have restored their capital to pre-crisis levels. With the continuation of the gradual recovery of the global economy, it is likely the insurance industry will continue to see growth in premium income both in industrialized countries and emerging markets. Advanced economies account for the bulk of global insurance. With premium income of $1.62 billion, Europe is the most important region, followed by North America $1.409 billion and Asia $1.161 billion. Europe has however seen a decline in premium income in contrast to the growth seen in North America and Asia. The top four countries generated more than a half of premiums. The United States and Japan alone account for 40% of world insurance, much higher than their 7% share of the global population. Emerging economies account for over 85% of the world’s population but only around 15% of premiums. Their markets are however growing at a quicker pace. The country expected to have the biggest impact on the insurance share distribution across the world is China, which is expected to be the largest insurance market in the next decade or two. The insurance industry comprises establishments that are primarily engaged in the pooling of risk by underwriting insurance (i.e., assuming the risk and assigning premiums) and annuities. The insurance industry is a highly fragmented and includes segments such as life insurance and non-life insurance. The European region currently dominates this industry; however, Latin America, eastern Europe, and the Middle East are expected to lead the industry in the future. Asia is expected to grow the fastest over the next decade.
Retail is the sale of goods and services from individuals or businesses to the end-user. Retailers are part of an integrated system called the supply chain. A retailer purchases goods or products in large quantities from manufacturers directly or through a wholesale, and then sells smaller quantities to the consumer for a profit. Retailing can be done in either fixed locations like stores or markets, door-to-door or by delivery. An increasing amount of retailing is done using online websites, electronic payment, and then delivered via a courier or via other services. Rising GDP growth, burgeoning population, greater disposable income, and increasing consumer spending are combining to drive the Global Retail industry and opportunities for retail segment players. The market is forecast to reach an estimated $20,002 billion with a CAGR of 3.9% over the next five years. The retail industry comprises establishments engaged in selling merchandise or commodities for personal or household consumption, mainly consisting of apparel and accessories, technology, food and beverages, home improvement, specialty, pharmaceuticals, and others. Recently, as developed nations begin to emerge from recession, their economies recover, and unemployment rates begin to fall, the market segments are experiencing some renewed growth. The retail industry is highly fragmented and is dependent on macroeconomic factors such as GDP, disposable income, and consumer spending. Asia Pacific (APAC) dominates the industry, representing 35% of the global market. The APAC retail industry is expected to drive the market and grow at the highest rate among all regions. The global economic recession, inflation, and high unemployment rates are some of the challenges that are negatively affecting the retail industry. Conversely, some factors that are likely to boost sales in the industry include urbanization, technological growth, increase in product demand and selection, and the continued popularity of online purchasing. A combination of factors such as demographics and consumer spending habits impacts market dynamics significantly.
Aviation is the practical aspect or art of aeronautics, being the design, development, production, operation, and use of aircraft, especially heavier-than-air aircraft. Aviation is a vital part of the increasingly globalized world economy, facilitating the growth of international trade, tourism and international investment, and connecting people across continents. The aviation industry itself is a major direct generator of employment and economic activity, in airline and airport operations, aircraft maintenance, air traffic management, head offices and activities directly serving air passengers, such as check-in, baggage handling, on-site retail and catering facilities. Direct impacts also include the activities of aerospace manufacturers selling aircraft and components to airlines and related businesses. The world’s airlines carry over 2.6 billion passengers a year and 48 million tons of freight. Providing these services generates 8.4 million direct jobs within the air transport industry and contributes $539 billion to global GDP. Compared with the GDP contribution of other sectors, the global air transport industry is larger than the pharmaceuticals ($445 billion), the textiles ($236 billion) or the automotive industries ($484 billion) and around half as big as the global chemicals ($977 billion) and food and beverage ($1,162 billion) sectors. Air transport also has important ‘multiplier’ effects, which mean that its overall contribution to global employment and GDP is much larger than its direct impact alone. These include employment and activities of suppliers to the air transport industry for example, aviation fuel suppliers; construction companies that build airport facilities; suppliers of sub-components used in aircraft; manufacturers of goods sold in airport retail outlets; and a wide variety of activities in the business services sector (such as call centers, information technology and accountancy). Over 9.3 million indirect jobs globally are supported through the purchase of goods and services by companies in the air transport industry. These indirect jobs contribute approximately $618 billion to global GDP.
Manufacturing is the production of merchandise for use or sale using labor and machines, tools, chemical and biological processing, or formulation. In a free market economy, manufacturing is usually directed toward the mass production of products for sale to consumers at a profit. In a collectivist economy, manufacturing is more frequently directed by the state to supply a centrally planned economy. In mixed market economies, manufacturing occurs under some degree of government regulation. Modern manufacturing includes all intermediate processes required for the production and integration of a product’s components. Some industries, such as semiconductor and steel manufacturers use the term fabrication instead. The manufacturing sector is closely connected with engineering and industrial design. According to some economists, manufacturing is a wealth-producing sector of an economy, whereas a service sector tends to be wealth-consuming. Emerging technologies have provided some new growth in advanced manufacturing employment opportunities in the Manufacturing Belt in the United States. Manufacturing provides important material support for national infrastructure and for national defense. On the other hand, most manufacturing may involve significant social and environmental costs. The clean-up costs of hazardous waste, for example, may outweigh the benefits of a product that creates it. Hazardous materials may expose workers to health risks. These costs are now well known and there is effort to address them by improving efficiency, reducing waste, using industrial symbiosis, and eliminating harmful chemicals. The increased use of technologies such as 3D printing also offer the potential to reduce the environmental impact of producing finished goods through distributed manufacturing.
Monthly cost: USD $1,500.00
Time limit: 5 hours per month
Contract period: 12 months
Bronze service includes:
01. Email support
02. Telephone support
03. Questions & answers
04. Professional advice
05. Communication management
The Bronze Client Service (BCS) for Retirement Planning provides clients with an entry level option and enables client contacts to become personally acquainted with Mr. Hodgkinson over a sustainable period of time. We suggest that clients allocate up to a maximum of 5 Key Employees for this service. Your Key Employees can then contact the consultant via email, whenever they feel that they need specific advice or support in relation to the consultant’s specialist subject. The consultant will also be proactive about opening and maintaining communications with your Key Employees. Your Key Employees can list and number any questions that they would like to ask and they will then receive specific answers to each and every query that they may have. Your Key Employees can then retain these communications on file for future reference. General support inquiries will usually receive replies within 48 hours, but please allow a period of up to 10 business days during busy periods. The Bronze Client Service (BCS) enables your Key Employees to get to know their designated Appleton Greene consultant and to benefit from the consultant’s specialist skills, knowledge and experience.
Monthly cost: USD $3,000.00
Time limit: 10 hours per month
Contract period: 12 months
Bronze service plus
01. Research analysis
02. Management analysis
03. Performance analysis
04. Business process analysis
05. Training analysis
The Silver Client Service (SCS) for Retirement Planning provides more time for research and development. If you require Mr. Hodgkinson to undertake research on your behalf, or on behalf of your Key Employees, then this would understandably require more time and the Silver Client Service (SCS) accommodates this. For example, you may want your consultant to undertake some research into your management, performance, business, or training processes, with a view towards providing an independent analysis and recommendations for improvement. If any research and development, or business analysis is required, then the Silver Client Service (SCS) is for you.