April 14, 2009
by Bob Meyer, Editor of BarterNews
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the desk of Bob Meyer...04/14/2009
BizXchange Gets Exposure On Forbes Web
did a 2-minute video news piece on BizXchange.
Here is the link:
Champagne Exchanged For Advertising
Museum, home to landmark Impressionist works by Monet and
Renoir, is embracing barter (asking companies to fund
champagne and cocktails at receptions in exchange for
advertising) as the financial crisis continues. It�s a way
to cope with shrunken endowments, thriftier benefactors and
cuts in state funding.
Transition Towns Embrace Local Bartering
Referred to as
Transition Towns, hundreds of small towns�worldwide�are
supporting local currencies for a �Keep It Local� bartering
system that focuses on growing and improving the success of
local businesses. Resident populations are showing a greater
eagerness to utilize this �Keep It Local� way of (business)
Barter Aids Hotels By Countering Low
Hoteliers in downtown
Chicago saw February occupancy rates at 48%, down from 54% a
year earlier, according to Smith Travel Research. The
average cost of a room fell by more than $16 to $133 � an
11% decline. With the hotels hurting, interest in barter
(using trade exchanges) has increased substantially.
Seattle�s New Community Currency
A new Seattle
community barter startup was launched two months ago. Their
barter currency is called dibspace.
For more information
back issues of �From the Desk...� can be accessed by
free to forward our newsletter to your friends and
colleagues. We have a �box� at the end of the
newsletter for your convenience.
See you next week. . .)
Systems 2008 Annual Report
International Monetary Systems (OTCBB:INLM), a worldwide leader in
business-to-business barter services, has unveiled its Annual Report
Revenue & Expenses
2008 IMS experienced positive cash flows from operations of more
than $610,000, and operating profits (EBITDA) totaling nearly
$594,000. However after deducting amortization and impairment of its
membership lists, as well as bad debt expense and depreciation, the
company posted a net loss of $940,521, compared to a net loss of
$414,290, in 2007.
impairment loss was recorded when estimated future cash flows were
calculated as less than anticipated at the time of the original
acquisitions. Management believes that these expenses represent
investment in infrastructure that will provide substantial future
During the year ended December 31, 2008, IMS processed more than
$114 million in trade sales transactions, generating gross revenue
of $14,203,550, compared to $14,772,045 in 2007. A substantial
portion of the decline in revenue was experienced in the corporate
barter division, resulting in a decline in trade revenue.
Total operating expenses increased from $14,945,745 in 2007 to
$15,448,086 for the year ended December 31, 2008, an increase of
Payroll expenses increased 2.7% from $9,228,485 in 2007 to
$9,483,364 in 2008, while occupancy expenses increased from $969,243
to $1,078,288, or 11.4%.
Selling expenses increased 22.4%, from $687,079 in 2007 to $840,926
in 2008. The increase in selling expenses was a direct result of an
expanded sales force early in the year. However, the sales
department has been reduced and expenses in 2009 should decrease
General and administrative expenses were reduced 13.1%, from
$2,319,680 to $2,014,856. Depreciation and amortization expenses
were increased 12.2%, from $1,465,367 to $1,643,534. This was mainly
a result of the new exchanges acquired in 2008.
cash flows from operations totaled $610,238 in 2008, compared to
$945,111 in 2007. EBITDA (earnings before interest, taxes,
depreciation and amortization) totaled $593,728, compared to EBITDA
of $1,375,839 in 2007.
more information visit
Attention Trade Exchange Owners. . .It�s GROW OR GO!
The magic bullet for growth is sales, always has been and always
will be...yet the industry�s overall growth is anemic. Why? Maybe
it�s because we�re not providing on-going education about our unique
way of doing business. Knowledge is always a pre-requisite to taking
And for those newcomers, the lifeblood of an exchange, awareness of
and understanding about the value of trading is even more important.
If you expect prospects to come aboard and your members to be more
active traders, but you are perplexed when the results are less than
you desire...there�s a good reason. You must continually educate
and motivate every month--month after month after month!
Such action is necessary because, let�s face it, more cash business,
not trade, is of paramount importance to your members. You must
break through this �cash only� focus and redirect their thinking
toward barter. Although most exchanges don�t see the importance of
doing so, many industry leaders are taking action and so can you.
As the owner of your own operation, there is an easy and
inexpensive solution for moving forward...look
into using The Competitive Edge newsletter. It�s a
camera-ready, 4-page, professionally written, informational
marketing tool...available in PDF format as well as print. So
regardless of how you reach your prospects and clients, you will
have the necessary vehicle.
Written especially for you, the busy trade exchange owner, I am
certain it will be the best investment you ever make.
For more information about The Competitive Edge, and how it
can benefit you
Unsold TV Time Gets
Boost From Global Media Capital Fund
prevent unsold TV time from becoming worthless assets, TV stations
are quietly placing their non-performing inventory into a new
financial system in order to get long term cash returns. Global
Media Management has created the Global Media Capital Fund 1, LP
financial system. TV stations joining the fund are immediately
taking a future non-income-producing event, unsold TV time, and
converting it into a current asset on its balance sheet.
�Conceived by our Madison Avenue advisors and with input from our
Wall Street mentors, it doesn�t cost the TV station a dime to
participate in our fund. Similar to a traditional mutual fund; the
collective amount and diversity of these TV slots capitalizes a
portfolio of carefully selected firms.
�The future availability of this advertising time, called prepaid
media credits, and the obligation of the TV outlet to provide them
on demand, forms the TV stations� capital investment of time slots
into the fund.
�Then when Global Media Management sells the slot on their behalf,
the station gets back a whopping 80% of the revenue. We are already
using more than $1 billion in media assets to help consumer products
manufacturers, entertainment companies, software developers and
other qualified businesses to realize their market and profit
potential,� states Sam Cooper, Chairman/CEO, Global Media
Global Media Capital Fund 1, LP is capitalized with �prepaid media
credits� in the form of appraised and audited advertising time and
space. Spot television, radio, magazine, newspaper, and Internet
advertising contributed by media outlets represent future
opportunities for the fund to use whenever and however it is needed.
All prepaid media credits are scheduled for delivery within a
initial dollar value of the media invested in $1 million increments
is negotiated by the fund and by each media outlet. This initial
value is reduced as insertion orders are placed consuming the media
at a negotiated rate on the day the insertion orders are placed.
Spot price on insertion orders will be negotiated directly by the
fund or one of the Big 5 Media buying agencies on behalf of the
each $1,000,000 of prepaid media credits invested by a media outlet,
they receive a $1,000,000 limited partnership interest in the fund.
The immediate effect of this transaction is that the media outlet,
now a limited partner, can take a future non-income-producing event
and convert it into a current asset (i.e. the limited partnership
interest) on its balance sheet.
Once prepaid media credits reside in the fund, they can be used in
two different ways. They can be invested directly as if they were
cash or they can be used as collateral to secure cash.
more information go to
International visitors look for BARTER CONTACTS in our Global Barter
Section. If YOUR exchange isn�t listed see the forms on the lower
left of the page. (Click
Attention trade exchange owners...thousands of visitors every month
visit our BARTER CONTACTS section on our web site where we have
names & addresses of barter companies in the USA. If YOUR exchange
isn�t listed, or the information is incorrect, you can correct the
situation by using the forms to the lower left of the USA map. (Click
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The 20 Hour Watch ... Why The Smart
Russians & Even Smarter Americans Aren�t The Smartest
After the fall of the Berlin Wall, the Russians sent me a Russian. I
was to teach him about capitalism. He was amazed at the concepts of
discounts, the emotion of advertising and the possibility of stiff
commercial competition. After his internship, we exchanged $40
watches. As I was an avid jogger then, he got a waterproof sports
watch, digital and accurate to 3 seconds a year, with dual time
zones, alarms and lap times.
quite happily and smugly traded for his new Red Star analog military
watch. I was a little chagrined when he told me it had a winding
stem like by Dad�s old watch. I quickly found that it lost 4 minutes
per day, fogged in the shower, and the band came un-sewn. This all
didn�t matter much, because the watch stopped within a month.
stem fill out. But what left me with the biggest lesson, was that
one winding of the watch lasted 20 hours. Who the heck designs a
winding watch that you can�t just wind once a day? Well, the answer
is any worker in a centrally planned economy, not subject to the
competition of the market.
This is all in great contrast to Costco blueberry muffins. My hard
working friend, Jesus, ran a trucking company that delivered muffins
to Costco. A vendor of his was trying to introduce a new blueberry
muffin into Costco stores. At the taste-off there were thirteen
competing brands of blueberry muffins.
With just the right mix of sweetness, the best oil, a few pecan
chips (never walnut), full blueberries and snappy packaging, Jesus
and his vender won. In a similar way, mini-muffins, muffin tops and
giant muffins were all introduced to Costco. The same type of
vetting and re-vetting is going on today at WalMart and any number
of stores across America.
reason capitalism works and socialism does not is the genius of
Jesus and a million other experts in their daily jobs that keep
striving to make their particular product and work a little bit
better than the competition. Even though the many advisors around
you are all smart, none of any of us is as smart as the collective
Jesus� of the world.
president, especially a competent and intelligent president, must
keep the effective and distributed dynamic of capitalism in mind and
not substitute the centralized judgments of a well meaning elite.
Chet Billingsley did his undergraduate work at West Point. He
attended Harvard where he received a Master�s Degree in Applied
Physics with concurrent study at Harvard Business School and MIT�s
Nuclear Engineering Department. He spent the major portion of his
early career at General Electric in the energy and high tech sector
in project turn-around and international management positions.
Currently, Billingsley is the CEO of Mentor Capital (Symbol:MNTR).
For more information on Mentor Capital see:
�The Prince� by Chet Billingsley can be purchased at
(Disclosure: Bob Meyer owns Mentor Capital stock.)
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The Growth and Use of
Secondary Capital (New Money) Creates Unprecedented Wealth In
Today�s New Age Of Possibility
are many forms of secondary capital�which can be defined as any
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common language. Would you like to see and learn more about the many
forms of secondary capital?
have 70 free, informative and inspiring, articles for you in our
�Secondary Capital Section.�
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