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April 14,  2009

Written by Bob Meyer, Editor of BarterNews

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From the desk of Bob Meyer...04/14/2009

BizXchange Gets Exposure On Forbes Web Site recently did a 2-minute video news piece on BizXchange.

Here is the link:

Champagne Exchanged For Advertising

Vienna�s Albertina 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) trading.

Barter Aids Hotels By Countering Low Occupancies

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 go to

All back issues of �From the Desk...� can be accessed by clicking here.

(Please feel 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. . .)

International Monetary Systems 2008 Annual Report

International Monetary Systems (OTCBB:INLM), a worldwide leader in business-to-business barter services, has unveiled its Annual Report for 2008.

Gross Revenue & Expenses

In 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.

The 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 organic growth.

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 3.3%.

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 proportionately.

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.

Net 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.

For 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 sustained action.

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 click here.

Unsold TV Time Gets Boost From Global Media Capital Fund

To 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 Management.

The 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 ten-year term.

The 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 fund.

For 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.

For more information go to


25 Years Of BarterNews Issues Now In Digital Format

Welcome to the largest repository of barter contacts, strategies, and barter techniques in the world. All 64 issues of BarterNews now available in digital format at

         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 here.)

         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 here.) 

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The 20 Hour Watch ... Why The Smart Russians & Even Smarter Americans Aren�t The Smartest

By Chester Billingsley

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.

I 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.

The 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.

The 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.

A 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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