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FAQs
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What is the best strategy for turning website visitors into leads? Would free e-books, presentations, or webinars help?
If you introduce yourself to a stranger, what would make them give you their phone number?You want to get in touch with them. Why would they allow you to do that?There are 2 main factors here:How you offerThe actual offerLet’s talk about how you offer.This is about timing and sequence.You can’t just ask someone’s name then immediately ask for their number. Especially in a random place.If it was maybe your friend’s birthday party, they’ll trust that you’re vetted by your mutual relationships.Most of the time, you’re just a random stranger who may or may not be creepy.You want to begin by proving that you’re not creepy, that you won’t cause unhappiness if you acquire their contact information.It starts with a light conversation that demonstrates how fun it is to hang out with you.You can begin by talking about the local sports team. You can talk about some of your hobbies.At some point, you can later ask them to stay connected because it was so much fun.Only after proving that you’re cool to hang out with, you ask for their contact info.It’s about a sequence of warming up.Let’s talk about the actual offer.Sure, you proved that you’re fun to be with.But your prospects aren’t born yesterday…A fun 10-minute chat doesn’t give them evidence that they should marry you.It doesn’t even prove that you’ll be chill if they fly with you for a vacation in Hawaii.Your offer could be super simple:Share with me your phone number so I can invite you to the basketball game we like, the next time I get free ticketsAdd me up on Facebook because I posted an interesting link about this AI subject.Let’s stay in touch because I’ll have to introduce you to a friend who needs your services.What does this all mean?Your offer should be easy, useful, and relevant to the time you spent together.If you talked about your favorite coffee, you have good reasons to continue that relationship at your favorite cafe.It’s logical and desirable. Not weird.IN SHORT:Don’t creep out your website visitors… Warm up the relationship then ask for their contact info to give them something relevant to what they enjoyed with you.Questions? More on this if you visit my profile.
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How do I quote cost for software development projects?
Every IT project starts with a plea or a pitch. If the abilities of one party meet the requirements of the other, we have a match So where do you take it from there? The fragile partnership-in-the-making might collapse because of the one wrong move and it’s a business proposal, or as they usually call it in development circles — a quote. Now there is a fine line between an alluring quote with underestimated time & material rates and a wary quote with vague rates. Both of these have a big chance of killing the project.A quote is the first important project task before you even start the project!Sounds a bit counterintuitive, but bear with me, as I’ll try to give you a quick tour on the Shakuro Quote Process works. Our CTO, Alex Chaly will provide some insights. This is not a guide by any means, just our little break down of the quote process and some principles we follow after getting our share of bumps and bruises in the business.Quote InceptionThe question any incoming project query contains is “how much?” That is what the leads do, and that is the question we want our sales to handle like pros by dexterously passing the request to a Project Manager. A PM is a key figure in the request-handling process. Their experience/vision is the first filter that potential projects have to pass through. Those that ignite a spark in a PM are the projects we adhere to in the first place.Different projects showcase multiple variables and uniquenesses that have to be taken into account from the get-go. Those include the first impression, the spokesperson, the industry, the ambitions, the terms, the cultural peculiarities of the project, and etc. A PM’s ability to decipher that valuable information and pick the wheat from the chaff is widely appreciated, and we are not an exception.Usually, the information presented within a quote request is superficial, but you can still pick up a lot from it. First, the identification of the client’s scope of involvement through these types of questions:Do they have experience in software development?How aware are they of the design process?Do they know a wireframe from a prototype?Are they familiar with outsourced work process?What are their terms and budget restrictions?It generally requires analytical skills, some knowledge of psychology, and a nose for business to make sense of the client’s project description. You don’t want to overextend yourself on a project that will never go off, as well as miss out on a big opportunity.One of the superpowers a PM can have is the ability to get into the head of the person making the request and look beyond their presentation into the core of the idea.Types Of QuotesJudging from that variety of factors, it’s PM’s objective to characterize an incoming project’s quote belonging to one of these 3 types:The rough quote.The custom quote.The elaborate quote.These are just the high-level initial types. Of course, there are intersecting projects, a lot of them require clarification, but as a general guideline this is the classification we use to maintain a big picture and not get lost in the details.The Rough QuoteThis one usually takes 1 to 2 hours. And is a PM’s subjective evaluation based on the brief information and the similarities found in the previous projects. This type of quote is very superficial and it is that because of the client’s need. So the PM’s workflow is typically the following:Study the project description in terms of meaning and form. Analyze the choice of words, try to catch the mood of the person in charge, as well the voice and tone of the brand if there is one.Find similarities in the implemented projects and pick basic design/development process stages from there.Analyze the efforts it previously took to build those similarities.Apply the data to the current situation.Consider visible risks and potential issues.Come up with a project proposal in 90 minutes or so.A quick and rough quote might be reconsidered once the first decision is made.Though being very rough and approximate, it is important for us to deliver as much relevance as we possibly can. This is where analytical skills come into play. You don’t need a first-hand experience in shoe sales to create a shoe depot website, online store, or an app. If you’ve ever dealt with e-commerce, the practices, pitfalls, and solutions you acquired there should be enough for you to see the parallels.There is a catch though. Developing solutions for multiple industries might give some people a false sense of awareness. Every industry these days is dynamic and nothing like it was 5 or 10 years ago, so if you are stuck in the 2005 thinking mode about some domain, you are unlikely to be on the same page as a client approaching you.As part of our policy, we encourage our Project Managers to explore the trends in global industries like commerce, gaming, art, finance, sports, entertainment, etc.The Custom QuoteWhenever the incoming information is every bit of substantial and urgency is not a factor, we try to go with a deeper and more complex version of the rough quote and it’s the custom one. The case where a project complexity shines through requires a collective estimation. So this is where the PM summons the team that usually includes a back-end developer, a UI/UX designer, a front-end developer, and QA engineer.By that point, the PM has done their research and can present the project in detail. So how does the team get involved? Everyone has their specific slice of the project and the responsibilities, so after the PM reveals the project, the team fills a special templated document with their estimations. The PM goes through those with a fine-tooth comb and assembles the design+development quote.Additional Quote ItemsThe time & material efforts of the team is a signNow part of the project estimation, but there are more things to it. First, it’s the infrastructure works, including server deployment, setup, CMS operations, etc.A separate entity that affects the initial quote and shapes it into a proposal is risk management. Every project comes in with a certain number of visible and disguised risks, that affect our performance. Over the years, we’ve accumulated enough experience to create a matrix of risks specific to our company. Those include:New and unfamiliar technologies to be used.Third-party platform integration requirements.Level of team commitment required.Internal policy (availability, employee seniority, etc.)All sorts of smaller shenanigans.According to that matrix, we figure out the risk index of a project and integrate it with the quote and see if we are still on the positive side. If we are, we kick it right off, if not — the work continues in re-evaluation to see what are the areas that can be improved. This type of quotes is a serious effort and it takes around 10 hours to deliver.The Elaborate QuoteEntering the deep waters we are. You know when you hit a cluster of loot in a video game and you are kind of lost and don’t know where to start? That is what sometimes happens when a large enterprise project gets drawn. These are the commonly found features of a big project:It requires a prototype because you can’t wrap your head around all the variables and functionalities it has.It also requires a detailed roadmap as per the technologies to be used, infrastructure, and even new employees to fill the gaps.At this point, the quote assembly becomes a hell of a job on itself, which in order to be done properly has to be paid for. This is where we draw the line between tendering and actually projecting the future work. The result of winning a tender is the reconsideration of what got you there, thus requoting.With our rockstar elaborate quote, we want to be as good as our words. That’s why we treat complex quote as a separate segment of the project and charge for it. This is the type of quote that we should really call ‘package’, as the price is not the only asset we deliver. The 50-hour subproject package includes the following items:High-fidelity wireframe. There is not a lot of options that can be representative of the proposed functionality enough to persuade a client. Prototypes we deliver with the help of the Axure software is certainly a good asset. We can recreate prototypes with conditional logic, dynamic content, UI animation, and UX interactions without having to write any code.Unbiased general estimate. The quotes we create after all the thorough research, presentation, and delivery are not company-specific. This means you can take it anywhere else to implement, put it on the shelf, have it peer-reviewed, or whatever you want because it’s your custom estimate and we stand for it. Of course, any project estimate is closely connected to the time period and is better implemented while fresh and by those who drew the map.Web App Quote ExampleI’ve seen quotes that look like personal emails with a lot of irrelevant information and “breaking-the-ice” techniques mixed between the cold numbers and technology lists. Every project we get involved in starts with an interview, or Q&A/AMA session, where we get a feel of the project in a verbal conversation. This is not a quote process yet, it’s the acquaintance with the project.And then, we can talk business. This is a sample custom quote (the second type), that was generated by a PM after the team meeting within 10 hours.We believe a quote has to be relevant to the request. Even though we do attempt to approach the quote process from a standpoint of using a template, every quote is unique. Different project objectives enable us to leverage specific parts and features, and we make sure we can demonstrate it in a quote.The quote has to fulfill its value, be memorable, and to the point. Over 10 years of experience in web/mobile design & development have taught us some valuable lessons on how to approach proposals, one of them being “don’t turn it into a show”. Instead, we try to embed it into our signature business process which is open, precise, and smooth.
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What are the latest and most effective B2B startup tools to use in 2016/2017 for lead generation, marketing, management and grow
I work at Tenfold and I’ll go straight ahead and say that our CTI solution is a great tool that should be part of any startup’s sales stack. It’s a CRM integration that automatically logs all data from your CRM and other databases and displays everything in a single screen pop-up. It also captures data from any business interactions over the phone, SMS, emails, and chats, enabling you to make smarter and more efficient marketing strategies.On top of that, it’s also got added features that enable better streamlining between marketing and sales teams as well as sales management.Call Analytics DashboardIt provides an Advanced Call Analytics dashboard for real-time and historic data.Gamification of Call ActivityIt has 4 leaderboard badges corresponds for most calls, most talk time, most answered inbound calls and the highest connect rate. Its analytics chart shows which users earned the most calls and most talk time.Easy Task CreationUsing natural language process (NLP), Tenfold automatically creates a task in the CRM when it identifies phrases such as “follow up tomorrow,” “try again this afternoon,” or ”call back next week.”Email Template IntegrationEmails can be sent by clicking the email icon on the floating UI, selecting the template a rep would like to send, and send via the user’s default email application.Create New Records When No Match Found and Add New Number to an Existing ContactWhen the call received has no matching record found, Tenfold allows you to type in a name or company name and create a new lead, contact, account or custom object with a single click. It also lets you to quickly search by name or company name for matching records and add the new number as a secondary number to the existing record.If you’re keen to learn more you can ask for a demo here. Hope this helps!
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What is the most amount of money paid by a company to have their product placed into a movie?
Q. What is the most amount of money paid by a company to have their product placed into a movie?A. Heineken paid $45 million dollars for product placement in the James Bond movie Spector.Movie & Film Product Placement — What’s the Cost and What’s the Value?Product placement in film is everywhere. That billboard Iron Man destroys while flying through it— whatever brand is on that billboard paid to be there. (In the latest Xmen movie there is a semi-super blatant example of this in the final fight scene). At least three times a movie I annoyingly pause the TV to point out the subtle branding ... What are the biggest tracker networks and what can I do about them? When you visit a website, you are of course observable by the site itself, but you are also observable by third-party trackers that the site embeds in its code. You might be surprised to learn that the vast majority of websites include many of these third-party trackers. Websites includ...
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What is the best Contract Lifecycle Management system (from your experience)?
Like others in this thread, I agree that it depends on the specific features your industry/company demands. Hopefully one of the following tools will suit your needs.We did a huge crowd-sourcing of the best sales tools out there in different categories. This list of contract lifecycle managementt tools might do some service here. These should help you get your email workflows to be more efficient and easier to track throughout campaigns.The whole list of all 157 tools in different categories is here —-> Sales Tools: The Complete List (2017 Update) | Sales HackerHere are the ones we highligh...
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What are some of the most interesting courses at Stanford's GSB MBA program?
I would agree with the answers given by Pierre Len and Robert Lopez related to how this is largely based upon preference. To answer the question in more detail, it is helpful to provide a bit more context on the overall path of GSB classes and how students typically differentiate in the classes they choose.As Anneke Jong wrote in a blog post (http://annekejong.blogspot.com/2...), the first year is quite challenging for a number of reasons, and few students look back on it as academically inspiring. Most complain incessantly about it, sometimes with good reason and sometimes due to lack of perspective (I count myself in the latter group). It is the year where you take the classes that any MBA would be expected to take. As I reflect on it now, I wish that I had been less negative on it in the moment, as many of the classes were quite good and / or will serve me well, particularly finance, accounting, economics, and data and decisions (i.e., statistics). Though it is painful, the administration is wise in packing these into the first year. By the end, you are done with the "required" courses and the second year is wide open. As long as you complete a grand total of 105 course units, including 93 at the GSB and 93 graded (vs. pass/fail), you can graduate. By the end of the first year, most students have ~60 units completed, so in addition to a lighter course load, the classes are completely of your choosing. During the second year, students end up splitting down a number of tracks. As would be expected, some focus on finance / investment classes, others on general management / entrepreneurship classes, others on product design / marketing classes, and others on leadership / soft skills (NOTE: this is my rough categorization for the purposes of this answer, not an official categorization of the Stanford GSB). Still others venture "across the street" whether on a one-off basis or through joint degree programs, taking classes at the law school, medical school, E-IPER program (environment and resources), design school, education school, public policy / administration program (whether Stanford or Harvard Kennedy), etc. These are rough lines, and many students take classes across several of them. From what I have seen though, you can generally see each person allocating his / her time in 1-2 tracks more than the others. I personally focused on general management / entrepreneurship and leadership / soft skills, so I can only really speak to those. I will try to reference other highly rated classes as well.The "signature" classes: While there might be some differences of opinion on these, there are a couple of classes that are notable across generations of GSB students. This is with good reason too, these classes end up being described as life and / or career changing.Interpersonal Dynamics (OB 374) -- This is probably the most famous of them all. Commonly called "touchy feely," over 90-95% of the class takes this and many (including me) describe it as transformational. The premise of the course is that communication and connection between you and others is one of, if not the most important factors related to your personal and professional success. Furthermore, most of us aren't really all that good at it. We tend to speak and respond to others, especially during times of stress, in ways that are counterproductive and prone to hurting, rather than building relationships. There is a lecture portion of the course, but the real action takes place in T-group (i.e., training group), where a group of 12 students and 2 facilitators sit in a circle for 3-4 hours at a time. There is no agenda. The group just talks, going deep on topics relevant to each student. Disagreements and conflicts arise. Real-time feedback ensues. While it sounds unstructured, it is very often a tremendously powerful experience, changing how you communicate and connect with others.Managing Growing Enterprises (STRAMGT 355) -- Another extremely useful class, this might be better titled "Managing Difficult Situations." The most famous professor is Irv Grousbeck, but all the professors (including Joel Peterson, Jim Ellis, Kevin Taweel) are experienced practitioners who engage students in challenging role plays related to common management situations involving complex decisions and tough conversations. Each class typically revolves around a real-life case study, and the protagonists are present. After about an hour and a half of role playing the various situations, the protagonists address the class about how they handled each situation, what worked well, what didn't work well, etc.The rest of the "super round" classes: Each year, first year students go through a registration process where they can "super round" classes that are typically very high in demand. The above two classes are always on this list. The classes below are as well. Typically, each student will only get two of these (including the "signature" classes above)Leadership Perspectives (OB 363) -- A relatively new class, this has become incredibly popular in recent years. It is taught by Joel Peterson (former CEO of Trammel Crow, current Chairman of JetBlue, Managing Director of Peterson Partners, etc.) and Charles O'Reilly, a really excellent research professor focused on leadership. The format of the class includes one session per week where a prominent leader addresses the full class and a second session where small groups break out to discuss and reflect on what was learned from the leader. During my class, we heard from CEOs / board members, former athletes, a city mayor, a military general, and a nonprofit leader, among others. Each gave us 15-20 minutes of background on his / her life and path, then the next 1 hour+ was open for questioning, where we could ask just about anything (and questions / responses were guaranteed confidential within the class). It is fascinating to see the similarities and differences among leaders as they honestly discuss their personal and professional successes and failures over time.Entrepreneurship and Venture Capital (STRAMGT 354) -- While I didn't take this class, it is also extremely popular. It is taught by long-time venture capitalist Peter Wendell and Eric Schmidt. The guest list is phenomenal. This class was referenced in the recent New York Times article on Stanford (http://www.newyorker.com/reporti...).Investment Management and Entrepreneurial Finance (FINANCE 321) -- While I didn't take this class, it is extremely popular among students with interest / focus on the finance / investment space. It is taught by Jack McDonald, a long-time professor and investor guru. I'll leave further description to an alum / student who has actually taken the class.Other interesting (and popular) classes that I did takeLeadership Fellows (OB 330/331) -- Each year, ~66 second year students take part in the Arbuckle Leadership Fellows program. While one purpose of the program is to help facilitate the Leadership Labs class taken by every first year student, there is also a heavy "coaching" component to the experience. Through this, the students in the class are trained by professional executive coaches to be coaches themselves. The point is not that most of us will actually become executive coaches (though some might), but rather that coaching is a critical part of managing, and something that many managers are not actually that good at. During the class, each student has ~3 first year students that he / she coaches for two quarters both to practice what is learned in class but more importantly, to help the first year student improve in whatever areas of life the student so desires. Lives of Consequence (OB 383) -- A small seminar class, this is focused on giving students time to reflect on what sort of life each student wants to lead. The class includes some study of individuals who have been thought to have led a "consequential" life. More importantly, the class asks each student to complete several exercises focused on his / her own life, including writing his / her own obituary and eulogy (though unusual, writing my own and listening to what others wrote about themselves was an amazing experience). Few people find the time for such structured reflection, which is exactly what this class allows.Becoming a Leader (GSBGEN 571) -- Many students coming out of MBA programs will become managers within a few years, and becoming a manager means working not just for those to whom you report, but those who report to you. This is often a difficult transition. This half-quarter class uses the experience of recent GSB graduates (classes 2000 and later, more or less) as a tool to expose us to common challenges faced by first time and young managers. Some of the examples are highlighted in short videos, but there are also two panel sessions.The Paths to Power (OB 377) -- Taught by Jeff Pfeffer (http://jeffreypfeffer.com/), this class is about the power and, as he says in his book, why some people have it and others don't. It is often described as a controversial class, with rationale being that it just teaches tools that allow one to accumulate power. I did not find it to be particularly controversial, but rather thought that it just highlighted a set of very basic but important considerations -- whether others know about the good work you're doing, what your network looks like and how central you are as a node within it, how you say what you say, how much social and professional capital you have, how unique you are in your organization, etc. -- that can lead to gaining and sustaining power within an organization. Throughout the course, case studies are used, and at least once a week, case protagonists and / or professionals related to the topic at hand guest teach.Formation of New Ventures (STRAMGT 353) -- This is a survey course that uses case studies to introduce challenges and considerations across the new venture lifecycle, from idea and team formulation through IPO or M&A (at which point the venture is presumably no longer new). Each class, the protagonists of the case being taught are present to comment on the discussion and what they actually did, why, how it turned out, etc. There are several sections of this class. I took a section with Andy Rachleff (Benchmark, Wealthfront) and Mark Leslie (Veritas) that was focused entirely on information technology companies. Other sections are taught by Jim Ellis (Asurion), Jeff Chambers (TA Associates), John Mortgridge (Cisco), Charles Holloway, and George Foster (Stanford).Building and Managing Professional Sales Organizations (STRAMGT 351) -- Where Formation of New Ventures is a survey course on many topics related to starting a company, this class focuses on precisely what the name implies. You're either building product or you're selling it. I knew shockingly little about the latter step before this class, and found it to be among the most practical during my whole time at the GSB. Similar to above, this class is taught with case studies, and the protagonists join each class to share their experience and learning. Additionally, there are projects and simulations used to apply the class materials. Mark Leslie, an amazing sales CEO for decades in Silicon Valley conceived of the class with James Lattin on the academic side. They are now joined in different sections by Peter Levine (A16Z), Kirk Bowman (Accel), and Mark Stevens (long time Sequoia).Conflict Management and Negotiation (OB 381) -- This is about exactly what the title suggests. Conflict and negotiation can be uncomfortable or even painful, so the course is more than 50% focused on simulations between classmates where you practice effective tools and then reflect on the outcomes. And it does get more natural with practice...Sports Business Management (GSBGEN 360), Sports Business Financing (GSBGEN 561), and Sports Marketing (GSBGEN 562) -- The GSB has a number of courses and course sequences that focus on particular topics of interest for students. I have some interest in sports and took two of the three courses above with George Foster. You do have to be interested in sports for these classes, but if you are, it is a real treat. Aside from the annual Billy Beane visit, Professor Foster manages to get the biggest names in Bay Area, and sometimes national sports, into the room discussing just about every topic related to business and sports. As you will see below, there are many other courses delving into different verticals, such as philanthropy, real estate, and entertainment.Other interesting (and popular) classes that I did not takeAligning Start-Ups with their Market (STRAMGT 359) with, Andy Rachleff, which delves deep into another topic introduced in Formation of New Ventures, product-market fitCreating a Start-Up (STRAMGT 356/366) with Haim Mendelson, whereby teams of students (often across graduate programs) create a company plan and sometimes, take the product to market during and after a two quarter course togetherBiodesign Innovation (OIT 384/385) -- some similarities in process to above, but where product is focused on healthcare technologiesEntrepreneurial Design for Extreme Affordability (OIT 333/334) -- some similarities in process to above, but where product is focused on technologies that benefit people and communities in developing countries (through Stanford SEED program)Corporate Financial Modeling (FINANCE 350) with Peter DeMarzo, who wrote our book on itMergers and Acquisitions (ACCT 332), guest taught by Safra Catz (President of Oracle)Understanding the Recent Financial Crisis (GSBGEN 340), Fiscal Policy (GSBGEN 363), and Contemporary Economic Policy (MGTECON 381) with User-13808067191255951908, former Economic Policy Advisor to President George W. Bush and Director of the US National Economic CouncilDesigning Happiness (MKTG 355) and Social Brands (MKTG 353) with Jennifer Aaker, author of The Dragonfly EffectReal Estate Investment (GSBGEN 306)Leadership in the Entertainment Industry (OB 388)Strategic Philanthropy (GSBGEN 381)
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How can I start a new business in Algeria?
Hey Folks,This is Me, Nedal ..here is the latest update about Algeria company registration .short brief AlgeriaAlgeria is the largest country in Africa and also the 10th largest in the world. Algeria is a member of the United Nations, the Arab League, the African Union and OPEC. The World Bank classifies Algeria as an upper-middle income nation. The country is heavily reliant on energy exports in natural gas and oil. It has become one of the promising nations for investment in North Africa.My company SWIFT IBC helps you setup your business in Algeria with an ease of life. We guide you on the tax laws for a LLC (SARL) which is the most common legal entity in Algeria as well as help you setup your company.How to register a company in Algeria ?Article 564 and following Articles of the Commercial Code controls the setup procedures in Algeria. All foreign investors need to abide by these articles while setting up their business in Algeria.LLC Company in Algeria: It is established by two or more partners who shall be only liable for losses in proportion to their contributions. A limited liability company, located in the largest business city and is 100% domestically owned. Foreign investors / companies have the possibility of opening permanent business establishments in the form of branches. Registering with the Trade Registry allows the branch as setup to be considered like a resident Algerian entity, though the foreign company does not achieve a legal personality.LLC formed in Algeria permits foreign investors to own 100% of the company. The share capital required is 100000 DZD having minimum 2 shareholders and one managing director. It has access to Algeria double tax treaties. The incorporation of LLC in Algeria requires a time between 4 – 6 weeks and opening of a corporate bank account requires an estimated time of 1 week.what is the legal corporate Tax System in AlgeriaProfits earned by foreign investors from their companies who have a legal status shall be subject to an annual tax on corporate profits (IBS).Value-added tax (VAT) is mandatory to all sales in the country. The VAT rates are between 7 % - 17 %, varying upon the type of product. Corporation tax rate is 30%. The Income tax rate is 0% upto an income limit of 120,000 DZD. A flat 25% rate has applied to investors and small business whose turnover is between 5 - 10 million DZD.Legal tips :Algeria (abbreviation DZ) follows a mixed law (civil and sharia). We help you with acquiring some local advice as to how to best structure a company in Algeria. E-signatures are allowed.It takes roughly about 24 to 30 days to put together the paperwork and file a LLC (SARL) in DZ. The legal entity setup currency is frequently DZD and Any legal tender.Investors are not permitted to change the jurisdiction during the process of the incorporation1 shareholder is compulsory at the minimum in order to setup a LLC(SARL) in DZ. Corporate Shareholders are permitted, which means the investor can have a legal entity as a shareholder. Foreign ownership is allowed, up to 51% of the ownership of the legal entity.While setting up LLC (SARL) it needs to have one designated director whose appointment is disclosed to necessary authorities.. Corporate directors are not permitted. There is a body of law which requires companies to hold annual meetings of shareholders.Foreign investors need to hire a registered agent and pay the required fees on a yearly basis for an office which can receive any official legal correspondence on behalf of the business. Another requirement of a corporate secretary is also necessary.what are the Registration Requirements:If a Corporate Firm of the investor under consideration does not correspond to any activity code listed in the Economic Activity List, a request may be presented to the authorities on the National Trade Registry so that an activity code may be created and registration procedures can commence.My company SWIFT IBC helps you plan your marketing plan judiciously and helps in growing your business. We help you deliver to expectations via support in:due diligencebusiness plan preparationfinancial modellingCompany registrationoffice rental if requiredMarketing and HRI hope the above info are enough sufficient to help you plan your business incorporation in Algeria . I am glad to assist you with any other questions if you may have . feel free to call our Algeria expert team on https://www.swiftibc.com/ Or use the chat window to contact me anytime.Nedal Ouwer
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Frequently asked questions
How do i add an electronic signature to a word document?
When a client enters information (such as a password) into the online form on , the information is encrypted so the client cannot see it. An authorized representative for the client, called a "Doe Representative," must enter the information into the "Signature" field to complete the signature.
How to scan and save an electronic signature?
It's pretty much the same process that you're going to do to save a photo and you can see it at There's a lot of different scanning options like QR-code, Barcode, QR-codes, Secure Socket Layer, Secure Web, QR-codes and Secure Web.
How much does it cost to get my signature saved?
Once you have a secure online profile you can pay using PayPal with a credit card of your choice or pay with Bitcoin, Litecoin, etc. Once the payment goes through, we get the payment request and we can immediately start the signature verification process.
Do I need an SSL certificate?
As a general rule, yes. SSL certificates, or SSL certificates are used to encrypt traffic and it's a standard on the Web. The problem is that the certificate is a public key certificate. The certificate is used by browser to make sure no one can intercept any of the data. You should have an SSL certificate to be sure nothing can spy on what your online identity does or is doing.
When you create an email address and start a profile with email, you need to use a SSL certificate or the email could be intercepted. We also require a valid SSL certificate for the secure login form.
I've already got a valid SSL certificate for my domain name. Will I still need one for this website?
No. Our SSL server certificate is only to protect you and no one else can intercept your identity.
Do I have to create an account to start using the service?
To begin scanning and saving your signature we just need to know the email a...
You tube how to electronically sign a pdf?
If you are going to be making an electronic signature, you will need to get an Adobe® Reader®.
To find Adobe® Reader go to
To download Adobe Reader click here.
For a list of our Adobe Reader compatible software click below.
Windows 7
Microsoft® .PDF Reader for Windows 7
Windows Vista®, .PDF Reader for Windows Vista®
(32 bit version) Adobe® .PDF Reader for Windows 8
(32 bit version) Adobe® .PDF Reader for Windows 8
(64 bit version) Adobe® .PDF Reader for Windows 10
(32 bit version) Adobe® .PDF Reader for Windows 10
(64 bit version) Adobe® Adobe® Reader for Mac (32 bit version)
Adobe® Adobe® Reader for Mac (64 bit version) Macromedia® Adobe® Reader for Mac (32 bit version)
Macromedia® Macromedia® Reader for Mac (64 bit version) Adobe® Adobe® Reader for Android™ Android™ (32 bit version)
Android™ Android™ (64 bit version) Adobe® Adobe® Reader iOS iOS (32 bit version)
iOS iOS (64 bit version) Adobe® Adobe® Reader Mac Mac (32 bit version) Macromedia® Macromedia® Reader for Mac (64 bit version) Google Chrome Android™ (32 bit version)
Android™ Android™ (64 bit version) Chrome Android™ (64 bit version) Chrome Android™ (32 bit version) Chrome Android™ (64 bit version) Chrome Android™ Chrome WebView
Google Chrome Firefox Android™ (32 bit version) Firefox (64 bit version) Mozilla Firefox Android™ (32 bit version) Firefox (64 bit version)
Firefox (32 bit version)
Opera for the Web
Opera for the Web Mac
Opera Browser for the Mac Opera Browser for the Mac Opera Brow...
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