A partnership isn’t valuable merely because it has the potential to be valuable. We err if we assume potential is destiny. In fact, most of a partnership’s success is based on our own human efforts—our combined vision, made real by our mutual inputs and nurtured by our human relationships. It’s a process of giving, investing, contributing, and combining what we have to create synergistic results.

Over the years we have come to understand why some partnerships flourish and some wither and die on the vine. This final article summarizes some of the “shoulds” and “should-nots” of forming an alliance. Let’s start with the should-nots.

MOST COMMON REASONS PARTNERSHIPS FAIL:Inappropriate team membership. Failure to address internal/external partnership issues. Inability to create a Win-Win Orientation in building common platforms. Failure of internal departments to support organizational partnership due to self-interest. Lack of internal partnerships, resulting in poor crossfunctional coordination.

Before coming to market, initial public offerings (IPOs) must issue a  prospectus describing the company and its risks. Virtually every prospectus  I’ve ever seen is written in unreadable legalese. I doubt any analysts not  associated with the investment banks that wrote them bother to even glance  at them. The investment banks are paid unbelievable sums to underwrite  IPOs. Underwriters can make as much as $20 billion a year issuing IPOs.

After reading the prospectus, the analyst produces reports promoting the  issue. The report gets picked up in the chat rooms and the hype is on.  IPO prices can be manipulated in many ways by the issuers and the  underwriters. In addition to analyst reports, popular IPOs are sold by allocation  only to those willing to either buy additional shares after the IPO or  give additional business to the underwriters. With buyers in place before the  initial offering, the offering price can be raised increasing returns to the  issuer and the underwriter. When the price pops on the opening, insiders are  given the opportunity to unload shares at tremendous profits.

The only non-insiders who are happy with IPOs are volatility junkies. In  a bull market, many IPOs double and triple in price the day of the offering.  When their popularity wanes, they drop back to the initial price or lower. In  a bear market, new IPOs are rare. The few that come to market often  collapse below the IPO price. However, the investment bankers retain their  billions of profits.

IPOs can be thrilling and depressing. The winners make great chat on  the Internet and conversation at parties. Every once in a while, a winner  will grow into a great company such as Microsoft. The losers are just part  of the gamble for real speculators. Most investors will find IPOs outside  their comfort zone.

You must also think about unmanageability. A sense of unmanageability is common with investments. The causes of unmanageability are many but usually center around investment professionals and investment institutions.

Insurance salespeople may manipulate investors into high-commission, highsurrender fee, and inappropriate variable annuities. The chosen mutual fund might have huge loads and high minimums. The online brokerage Web site may freeze during the market crash.

Unmanageability can also be subtle. For example, savers want to own money market funds in their 401(k) accounts. Often the company will only match their savings with company stock and will encourage them to convert their money market funds into more company stock. Then office politics dictate that anyone wishing to be promoted buy company stock in the 401(k) and accept options on company stock as compensation.

There are two principal methods of accounting for equity acquired in exchange for debt:

Writing-off, or fully providing against the value of the equity. This is clearly the most prudent approach and is required under the internal regulations of many banks. However, this policy may not always accurately reflect the underlying commercial substance of a debt for equity swap transaction. This is particularly so if the principal objective of a transaction is to restore some value to the company’s equity. The risk is that this accounting approach acts as a disincentive for banks to convert the necessary level of debt into equity, and thereby fail to agree to a robust financial restructuring. There is also a possibility that once fully provided, there would be little incentive for lenders to take a proactive role in maximising the value of their equity holdings.

Valuing the shares at the lower of cost and net realisable value. For this purpose, cost is the face value of debt converted and net realisable value is assumed to be the estimated realisation at the proposed exit date. The reporting accountants’ valuation of the company’s equity is usually used for this purpose. For short-term holdings, say, realisable within one year, the market value (if any) of the shares is likely to be the
appropriate indicator of their realisable value. This is providing the market for the company’s shares is relatively liquid. The risk associated with this approach is that there is pressure to take an optimistic view on realisable value and hence use a debt for equity swap transaction to delay making necessary provisions against problem loans.

The lender’s host country or internal regulations will often restrict the options available for the accounting treatment of shares acquired in distressed clients. It is important, however, to ensure that the accounting method adopted does not distort the substance of the transaction. A swap based on the fundamental financial and business issues will ultimately benefit all the parties involved.

Research options to reduce the total amount repaidon yourstudent loan.
- Ask if your loan holder offers benefits for automatic payments debited directly from your checking or savings account.
- Consider making payments during your grace period (Stafford loan) or post-enrollment deferment period (Grad PLUS loan), which will save you interest expenses over the life of the loan.
- If possible, pay more than the required monthly payment. Any additional amount you pay will reduce your outstanding principal balance, resulting in earlier payoff and lower interest costs over the life of your loan.
- Get organized. Carefully read all of your student loan-related correspondence and create a “my student loan” file to hold statements, notices and other important loan documents.
- Keep a phone log. Take notes when talking to your loan holder, including the date of each conversation, the name of the customer service representative who assisted you and a brief description of the conversation.

A student loan is the first credit management experience for many students and can significantly affect your credit history. To establish and maintain a good credit history, it’s important to take proactive steps to repay your student loan successfully.

Develop a monthly budget. Creating a budget – also known as a spending plan – helps you decide where to spend your money. If you already have a budget, adapt your current plan to include your monthly student loan payment before the grace period (for a Stafford loan) or post-enrollment deferment period (for a Grad PLUS loan) ends. Repaying your student loan is not optional; your loan payments are just as important as any other fixed monthly expense, like rent or car payments.