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Employee health and wellbeing programs are all the rage today. New programs are being launched all the time. If you are thinking about launching a program, you do want to optimize your effort and maximize the benefits, right?The workplace is often seen as a venue through which to reach adults for the purpose of health education and promotion. While employee health and wellbeing programs are often seen as offering many potential benefits, far too many organizations do not understand the intricacies and challenges associated with launching or implementing an effective and successful program.The five mistakes listed below are the most commonly made mistakes when launching or implementing a worksite wellness program.Mistake #1: No Initial AssessmentFar too many worksite wellness programs are launched or implemented without the benefit of a comprehensive, organization-wide needs assessment and subsequent data analysis having been conducted. How do you know what needs to be addressed by the programming and interventions if you have not done any type of assessment?What You Should Do DifferentlyBuild an appropriate foundation for your program by examining existing, available employee health, wellness and wellbeing data. Find out from senior leaders what they want. Learn from employees what their needs and interests might be. Identify existing resources you can tap into to support your programming and interventions.Mistake #2: No Program PlanRecent survey research revealed that only 16% of employers responding to the survey have an employee health and wellbeing plan in place.What You Should Do DifferentlyMake a plan! Your program should have at least an annual operating plan to guide its operation so the program is not dependent upon any one person. What happens if that employee dies or leaves the organization? Having a plan in place will mean that your program be sustained, despite the changes. Your plan should be based upon the program’s purpose and that it contains goals, objectives, a program timeline and a budget.Mistake #3: No Plan for Monitoring, Measuring or EvaluationThe latest survey research shows that less than 45% of the wellness programs in existence today monitor, measure, or evaluate what they do. What value is there in implementing a program if you don’t measure the results it achieves?What You Should Do DifferentlyIdentify the metrics associated with your program’s purpose, goals and objectives. Create an evaluation plan for how you will measure these metrics for each intervention, where appropriate, and for your program overall.Mistake #4: Programming and Interventions Not AlignedThe typical employee population can generally be stratified into three different groups based on health risk level: No or low risk, Moderate risk and High risk. One size or type of health, wellness or wellbeing programming or intervention will not successfully address all three groups.What You Should Do DifferentlyThe programming or interventions you offer need to be aligned with the appropriate risk level. Programming and interventions should also be aligned with employee readiness to change. Employees will also participate more when they have a role in deciding on and in delivering the programming or interventions.Mistake #5: Lacking Management SupportSuccessful employee health and wellbeing programs have the support and ideally the involvement and participation of all levels of management. Employees readily notice and take their participation cues from who does and does not actively support and participate in the program’s offerings.What You Should Do DifferentlyTalk to all levels of management to learn why they are not supportive of employee health and wellness and then work to resolve or overcome their concerns. Provide the necessary resources to managers and leaders so they will have what they need to support the program with their direct reports.Wellness is more than having broccoli in the cafeteria or having healthier items in the vending machines. Worksite wellness is about making the healthiest choice the easiest choice for employees.

IntroductionImplementation of Information Management solutions necessarily brings change to any organization. Business practices, role and relationships all affect the way in which people work and interact on a day-to-day basis. Whether the driver for implementation is for productivity, compliance or risk reduction there is always the need to consider what impact there will be on user communities.Document and records management practices in organizations are not often front-of-mind for most managers and employees and asking them to think about information in a different way or even at all, as a corporate asset requires a fundamental mindset change. This will take many employees out of their comfort zone, impact on their confidence and competence to perform the work and creates a situation where individuals can sense a loss of control in their work context.It is natural that most people initially react with caution with concerns about their future, security and where they will fit in to a new order of things. In any group there will be 10% who are excited by the prospect of change and at the other end 10% who will resist change regardless. This means that there are 80% who can be influenced one way or the other.The successful implementation of an information management system extends far beyond the design and implementation. It extends beyond the support and operation. Effective information management requires a fundamental mind-shift by stakeholders and everyone in the organization that relies on information in their work activities. This shift needs to be carefully executed to create a requisite culture in which information is appropriately and thoroughly managed as a key organizational asset.What is Change Management?Change management is the art of influencing the majority to positively accept and commit emotionally to the change. Many of the issues arising as a response to change can be real or perceived and are closely related in a cause and effect network. Either way, they need to be addressed to avoid resistance or rejection of the change. This requires a combination of communication, understanding, mentoring, coaching and general support with the aim of building trust. It is from this position of trust that the task of building the work culture required for successful information management begins. The ’4 Cs’ of change management help us think about the change from an effected user point of view.Comfort People are creatures of habit and develop patterns of working within a comfort zone of daily activities.Control Changed practices may cause a loss of control over daily routines and activities. This may come through changed reporting lines or responsibilities which can evoke a level of discomfort.Confidence The introduction of new practices may undermine employee confidence in their ability to perform. Some may see this as challenge, for others it can be stressful. Often the introduction of computer equipment is something that can be discomforting. Some people, particularly older workers may have no experience with computers and can cause self doubt over their abilities to learn the new skills required.Competence To be able to operate in a changed work environment there is always an element of re-skilling required. This necessarily means that current skills, often developed over an extended period of time will need updating or may become redundant. This uncertainty can impact on an employee’s competence and ability to perform.The management of the complex web of responses, issues and perceptions requires focused attention. The skills of a change manager are built on an understanding of human behavior and the change manager’s role is to assist people to understand the change and what it means in personal terms and has been proven to be a significant success factor in building Information Management capability.Why is Change Management important?As volumes of information inevitably grow and our regulatory obligations increase amid the ongoing business pursuit of productivity, we cannot afford to waste the opportunity to exploit the benefits of information management solutions.Studies repeatedly show that a key risk in the success or failure of information management solutions is stakeholder resistance to change. Through an investment of time and effort in preparing the user community for the coming change the chances of resistance are lowered. In short without a disciplined approach to managing stakeholders through the change then realization of anticipated benefits is put at risk. This has impact on business productivity, staff moral and the bottom-line. So it would seem logical for us to deploy our information management solutions in the most effective manner.Some common Change Management pitfalls of an IM solution implementationWe are seeing an ongoing consolidation of the information management vendor community and a subsequent convergence of the underlying technology. There is a growing recognition by organizations that an information management capability is needed. Further, audit activity frequently highlights any shortfalls in performance and organizations react accordingly.The selection of an information management solution is an important corporate investment and common pitfalls addressed by change management include:Focus on TechnologyIgnoring the emotional needs of users in the rush to get the technology in place can create a real project risk. Many organizations with an information management solution already in place experience a negativity of opinion towards the system. Often the cause of this perception can be traced to an initial technical implementation focus that neglected the needs of those who consequently struggled to apply new functionality in their work activities. An effective change management approach including awareness building and communication can turn this perception around.Recognition of the Business importance of InformationThe low profile that information management has in most employees’ minds can be an issue. We are all busy and in the scheme of things ‘filing’ is not front-of-mind for the majority of employee’s striving to keep pace with everyday work pressures. Document management and filing, can fall down the priority list partly because of work pressures and partly because of limited awareness and can be seen one of the things that ‘should’ be done’ rather than something that ‘must’ be done.Organizations recognising the business value of information as an asset can then raise awareness of its importance and manage it accordingly. An increased awareness of this importance should also influence the planning of information management system deployments.Business Case and BudgetThe business case for information management is focused on risk, mitigation, and productivity. However; many benefits are intangible and have an indirect impact on the bottom line. Unfortunately associated costs are very tangible and visible.Consequently, there are challenges in the development of the business case as it can fail to excite the financial fundamentalists who view the whole undertaking in terms of an unavoidable cost that must be minimized. For the uninformed, change management activities can be seen as non-essential and result in budgets being set to minimise cost adding to the risk of failure.Although not unique to Information management implementations these above factors can create significant project risk. Change Management techniques are designed to address the human behavioral issues that can adversely impact on project success and as such, are a necessary inclusion in any deployment activity.What are some Change Management best practices for an IM solution implementation?When it is apparent users are not participating in Information Management practices an objective assessment can identify a way forward that is usually cost effective and will meet organizational needs within a much shorter timeframe. This assessment must take an independent and holistic view of the situation from multiple perspectives.This assessment must identify the root causes of any associated issues and develop a clear strategy to build the information management capability required. There are a number of common elements that have emerged as issues with information management implementations that have nothing to do with the incumbent technological tool and the strategy developed must consider how these are to be addressed.The capability assessment framework enables organizations to holistically assess information management practices and to identify improvement opportunities that will build capability. This is achieved by benchmarking current organizational practice against best practice in each of the dimensions of the framework. The best practice benchmark criteria in the framework have been identified through experience with multiple organizations across industry sectors and geographies, and are augmented through industry collaboration and global academic research outcomes.The dimensions of information management identified in the framework are defined as follows.StrategyBest practice organization’s should have a clear strategy relating to its management and use of information The strategy clearly defines the content and structure of the information, how it is to be governed and applied to support the primary business strategy.ContentWe can assume that most organizations have the information content that is required to manage their business. If this is not the case then it is difficult to envisage the organization operating successfully or at all. However, most organizations suffer from an ad-hoc approach to the management of this important asset. Best practices relating to managing this content start by having an inventory of the content, a consistent architecture governing naming conventions, taxonomy, where content is held, how content is held, i.e. hard copy soft copy formats and who can access what categories of information.ProcessDue process governing how information is created, stored, accessed and communicated is fundamental to the governance of enterprise information.Governance is the combination of processes and structures implemented at management level to inform, direct, manage, and monitor the information management activities of the organization. This consists of clear policy, procedure and business rules guiding information management practices. These must be developed in context of the organization’s business activity and be clearly communicated to stakeholders.Information management governance also includes the development of business classification schemes, taxonomy, naming conventions and rules governing the creation, storage, protection, communication, sensitivities, use and appropriate destruction of information.CultureThe manner in which information is treated and perceived in an organization is reflective of organizational culture. Best practice organizations have clear understandings and norms recognising the importance of information as an asset. This mindset needs to be pervasive across the organizational culture and is fundamental to induction and staff development initiatives.Change management during information systems implementations is a clear best practice aimed at creating the cultural awareness and mindset required.RelationshipsOrganizations operate within a network of relationships with stakeholders. These stakeholders include customers, suppliers, regulators and industry bodies. Best practice organizations have clear understanding and service level agreements with other stakeholders in order that corporate record keeping obligations are met and to ensure information is shared appropriately and to the level required to maximize efficiency.ServicesThe application of Information as an asset is fundamental to the services or products offered to the market place. Best practice organizations embed value-adding knowledge and information into services to maximize attractiveness and utility. Corporate discipline ensuring the validity of information shared is necessary to mitigate risk of non-compliance and avoid potential litigation.TechnologyInformation technology is fundamental to the management of the information asset. Clear and consistent architectures, data and information structures, security and operational tools indicate a mature approach to information management. Best practice organizations have clearly defined architectures.Change Management Best PracticeThe capability assessment framework facilitates benchmarking against specific best practice indicators. The absence of any of these indicators provides an opportunity for the organization to improve. Over and above these specific indicators the following themes have emerged as overarching best practice in change management as information management capability is developed.GovernanceAs discussed above governance is the combination of processes and structures to inform, direct, manage, and monitor information management activities. This includes effective record keeping practices. It is important that organizations develop governance practices as early as possible in implementation projects. This often means putting governance in place prior to specification, selection and deployment of a technology solution. This has a double benefit. Firstly: stakeholder’s become familiar with information management expectations and the requisite culture begins to develop; and secondly; the organization gains the opportunity to refine its governance structures prior to full deployment.Information Management SystemThe selection of an enabling information management technology to meet performance and functional requirements should follow a diligent approach. It is best practice for selection criteria to consider wider information management architectural needs. The functional richness of available solutions can allow the retirement of duplicative products providing islands of functionality. Workflow or WebPages are common examples of these islands where products have been acquired for a single one-off purpose and are unable to integrate with core applications. Once configured and deployed the new infrastructure can provide the opportunity to create an integrated technology architecture thereby reducing support cost.PilotsThere are many examples of high cost, high-profile failures in the information technology industry. Often this can be traced to over-ambition and a big-bang approach to deployment.Implementation of Information Management capability within well defined scope delivered in incremental steps provides many benefits. Primarily incremental implementation through a series of pilot deployments allows adaptation of the solution based on real experience before attempting to conquer the world. Many organizations are benefiting from the adoption of this approach.User FocusThe inclusion of change management activities focused on preparing stakeholders to take on the reformed work practices mitigate against risk of stakeholder resistance. This involves considering the emotional needs of all stakeholders to ensure that they feel in control, are comfortable and have the confidence and competence to execute new work practices. For many stakeholders the learning of new skills and changed role and responsibility provides enhanced career opportunity.ArchitectureMost of the solutions available in the marketplace offer rich functionality to manage documents and content in a web-based environment. Full use of the functionality on offer can simplify the technical architecture and realize savings in licence and administrative cost further justifying investment.Change Management Roles and ResponsibilitiesThe change manager works very closely with stakeholders and it is important that relationships based on trust are established. The personal attributes of a successful change manager are empathy and patience. The role and responsibility of the change manager is focused on understanding stakeholder needs, building an awareness of the need for change and supporting these stakeholders as they transition to new work practices.Some key responsibilities for the change manager include communications, setting up reporting and communication channels, participating in business process reform, workshop facilitation, staff training, mentoring and awareness building. In short, any activity that interacts and prepares the user community to participate in reformed work practices.Regardless of the scale of undertaking information management projects require a change management capability. In large scale projects there may be dedicated change management resources. For smaller scale projects this role may be a part-time or shared responsibility. The change management role can in many instances be a shared role across the development. Sometimes this can be provided through a corporate change management function. Regardless of how the role is resourced it is essential that it is included.Many routinely conducted project activities such as workshops, interviews, training and presentations are in fact change management opportunities as these events they are interactions with stakeholders. They therefore present the ideal opportunity to develop the relationship of trust between the project team members and stakeholders.It is important to avoid the situation where contributing stakeholders feel as though they have been sucked dry for information by technical people. This can be avoided through the development of awareness of the importance of the project team/stakeholder relationship thereby maximizing the value of this contact time.Further, ‘champions’ can be identified from within the stakeholder community. This provides a critical change management input. As these champions are representatives drawn from the stakeholder community their roles can be a very influential and positive contributor to project success.SummaryResearch shows proves that higher levels of user acceptance and greater use of installed solutions are achieved when deliberate change management activities are included in the implementation work plan and life cycle. Best practice in change management is focused on the early involvement of stakeholders and on building a trusting relationship. Accordingly, leading organizations have recognized its importance and routinely allocate resources as projects are plannedFor most organizations there is the opportunity improve information management performance. A place to start is through a benchmarking assessment of information management capability against best practice to identify how to realize available benefits by learning from the success of others.This paper has emphasized change management and the resultant outcomes and opportunities as best practice. The selection of an information management solution is an important corporate investment. For those organizations considering implementation and for those that have current infrastructure in place, there is the real opportunity to maximize return on investment and to create a work culture that displays the requisite information management behaviours.

Technology is advancing at a rapid pace, gradually turning every science fiction into reality. Beacon technology is one of those technological advancements, which was once a figment of the imagination of many researchers. Let’s have a look at how beacon technology is evolving and changing our business world.What is a Beacon?A Beacon is a tiny, battery-powered, wireless, low-cost sensor with a built-in Bluetooth chip device that works on Bluetooth Low Energy (BLE). It allows Bluetooth enabled devices to receive data within short distances.Beacon device is designed in such a way that it is easy to fix anywhere and can be efficiently used by everyone. It continuously broadcasts a radio signal, and when a device receives this signal it reads the beacon’s ID and triggers the action in the smartphone app based on the proximity of the beacon. What makes a beacon technology different is its ability to “wake up” an app, which is not open but has been downloaded on the Smartphone.Deep Dive into Beacon TechnologyMost beacons use BLE technology / Bluetooth Smart Technology as it requires low energy consumption and low implementation cost. The technology only allows for small amounts of data transmission, and it is the reason most beacons only transmit their IDs.Beacon IDs consists of three values:

Universally unique identifier (UUID)

Major value

Minor value
The purpose of transmitting the ID is to distinguish a beacon from all other beacons in a network. Major and Minor values are the integer values assigned to the beacon, for greater accuracy in identification. Beacon also carries information about its signal power to determine the proximity of the source.iBeaconiBeacon is a brand name created by Apple Inc., which was first presented at the World Wide Developer’s Conference in 2014 as part of Apple’s iOS 7. It is a technology innovation of Apple that has been implemented in the location framework in iOS 7 and newer operating systems. As described above, iBeacon uses BLE technology to sense proximity and transmit a UUID, which triggers an action in a compatible app or operating system.Eddystone – A Game ChangerIn response to iBeacons, Google came up with its beacon project called Eddystone on July 14, 2015, with more open and flexible approach. Eddystone is Google’s open-source, cross-platform BLE beacon format. While Apple’s iBeacon only works with iOS devices, Eddystone works with both Android and iOS devices. Unlike iBeacons, they broadcast not only their UUID but also pre-programmed web page URLs and thus don’t require the installation of specific apps. The URL could be a regular web page providing relevant information, for e.g. a beacon next to a restaurant can broadcast a link to a YouTube clip or their specialty menu. Certainly, Eddystone will bring in new IoT use cases.Beacons EmpoweredWith this drastic rise in beacon technology, companies are investing in this technology to generate greater revenues. Here I have given a brief detail about how retail industry is utilizing and availing benefits of beacon technology.Smart RetailThe rapidly growing e-Commerce industry has resulted in the decrease of footfall and in-store sales for both the small-time retailers and big brands. In-stores have understood that they have to mimic e-commerce in the areas of personalized offers and shopping experiences.Thus, Retail is a critical area where beacons are expected to bring huge impact – from proximity marketing to contactless payments to in-store analytics. 85% of the retail industry is expected to leverage beacon technology by the end of the year 2016. Beacons may seem like hype today, but let’s have a glance at few of its revolutionary aspects.Beacons send location awareness alerts, updates on merchandise/products, and promotional notifications to tempt a passerby to enter the store. It can also be used to analyse customers who walk past the store and their visit duration. This analysis will help in making strategic decisions on product display.Beacons use in-store navigation and provide real-world analytics like:

The areas and items a customer likes to explore

Where a customer spent most of her/his time

What and when s/he makes a purchase

Most in-store rushed locations

In-store deserted locations

Busiest days of the store

Number of people who walk into their store per day
These data provides insight into customer behavior and store performance. This analysis will help the retailers to organize their products, prices and place their products in strategic locations on strategic days and time. By knowing the repeated visitors to the store, retailers can reward those customers with loyalty benefits for their purchase.Beacon makes a customer’s in-store journey personalized and unique. It fetches data from the wish list of a customer and notifies him when he comes across that particular product. It also recommends products based on price, quality, and offers to provide better in-store experience.The customers who have already set up their payment information through their smartphone can use a connected beacon and complete their purchase by processing their payment (a.k.a contactless payment) without waiting in long queues. When a payment is done, the stock will be automatically updated.Beacon technology is spreading gradually in not just the retail space; it is being adapted to various other sectors like Hotels, Airline industry, Football Leagues, B2B arena and more. Beacons help businesses to attract more customers and to understand the demands of their potential customers. It is a cost-effective and targeted marketing technique that promotes your sales and generates higher revenues.

NEED AND IMPORTANCE OF COMMUNICATION”Identification is one of the key ingredients of effective communication. In fact, unless your listeners can identify with what you are saying and with the way you are saying it, they are not likely to receive and understand your message.”Communication refers to exchange of views, ideas, thoughts, beliefs and feelings with the intention of conveying information from the sender to the receiver, through verbal or non verbal means. We communicate for numerous reasons like for sharing information, learning, consulting, for connecting with others, writing rules and regulations, giving advice, sharing values and mission, teaching, expressing our expectations/ creativity/ philosophy/ research work, selling of products/ services, for publicity, maintaining public relations and advertising, networking with people with common interest or even with Internal and External source of the organization.A study conducted by North Carolina State University concluded that in most of the organization Communication Skills were considered more important than either technical knowledge or computer skills. This itself conveys the Importance of Communication in work place. Many experts explain Communication as ‘foundation of every relationship’s, ‘life blood of an organization’, ”life blood for a successful team’ etc.The Importance of Effective Communication is discussed further: –
# The success of any business depends on a sound professional relationship between both parties and communication plays a crucial role in building, maintain and enhancing such relations.
# Communication doesn’t only include exchange of words but listening, understanding and interpreting are also a part of effective communication.
# Human Resource (HR) is the most important element in any organization. Managing ‘Man’ is the biggest challenge for the organization. Communication is the lubricant which keeps this resource moving throughout the organizational machinery since it involves communication at all levels – Vertical/ Horizontal/ Parallel/ Lateral and Diagonal.Research has revealed that managers spend a great part of their work time in communication; they generally devote 6 hours per day in communication which includes both written and oral communication.Top management uses Communication for Internal Sources to: -
 Communication provides effective guidance to the employees by informing them about their duties, responsibilities, authorities and the power they have to perform the task.
 To impart the organizational values, mission, vision, goals, objectives to the workforce.
 They also use communication for implementation of the short and long term goals of the organization.
 Communication enables adequate flow of information for effective decision making and problem solving.
 Communication provides a channel through which the employees can give and receive ideas, view, suggestions, opinions, feedbacks etc for the growth and development of the organization.
 Communication enables the management to get feedback about their products/ services from the existing and potential customers.
 No communication or even lack of communication can create confusion and misunderstanding leading to undesirable outcomes, poor performance and low employee morale.
 Management explains their financial plans, operational structure, job expectations, work ethics, corporate social responsibilities, remuneration system, rules, regulations and policies and even provides training and development to the middle and lower level of hierarchy.
 Writing financial reports for directors and shareholders to inform and intimate them about the company’s progress and future plans.
 Communication enables messages to reach to the target audience and get appropriate feedback from them.For External Sources communication is required for the following reasons: - Finding prospective investors.
 Obtaining permits/ licenses.
 Dealing with buyers/ agents/ dealers and suppliers.
 Building long term relationships with the existing customers/ clients.
 Finding new prospective customers/ clients.
 Building healthy relationships with government agencies/ bodies/ organizations.
 Enhancing relationships with media and NGO’s (Non Governmental Organizations).
 Building a congenial relationship with stakeholders and general society at large.However, it is often observed that the best way to communicate with Internal and External source is through establishing an open door organizational culture, collaborative sharing and supporting management which helps to create a safe and healthy environment.

Most of us know where to invest money in good times, but when it looks like the sky might be falling, knowing where to invest money and how to invest it becomes a puzzle. In 2014 and 2015 good investments might be hard to find, especially if yesterday’s good investments like stocks and bonds tank. This is not a prediction, but rather a “heads up.” You can’t prepare if you’re not aware, so let’s take a closer look at the sky.We all know that safe choices like money market funds and bank savings accounts don’t look like good investments for 2014 because they pay peanuts. But what if the sky starts falling: either interest rates ignite and/or the stock market tanks? Either way or both… where to invest money is the question of the day. Safe choices will look like good investments for parking money that must be safe.Wall Street’s traditional answer to where to invest money: put about 60% into stocks with about 40% in bonds holding a cash reserve on the sidelines. Problem: in 2014 and 2015 losses in stocks may not be offset by gains in bonds… as was the case for the last 30 years or so. If interest rates soar from today’s record-low levels, neither stocks nor bonds look like good investments.For over 30 years interest rates were falling and bonds were generally good investments. With today’s ridiculously low rates (created by our government to stimulate the economy) a rebound in interest rates is in the cards (as the government unwinds its stimulus). When that happens, bonds will no longer be where to invest money for higher interest income with relative safety. Bonds are NOT good investments when rates go up; they lose money. That’s the way it works. How to invest in bonds in 2014 and 2015 if rates take off: lighten up and opt for safety.Stocks had been very good investments five years running as the year 2014 began. This was at least in part due to government stimulus and cheap money. In a sense, stocks were where to invest money because nothing looked cheap except for money (short term interest rates were set at about one-tenth of one percent). With a gain of over 150% in five years, the downside risk in the stock market is mounting. This begs the question of how to invest money in stocks if the sky starts to look ominous.Remember that the stock market is actually a market of stocks, which means that the vast majority of stocks get hit when the market crumbles – but at least a few will be good investments. And the best way to find good investments in a bad market is to watch the price action. For example, as the market climbed 30% in 2013, some gold stocks were down about 50% by early 2014. If you don’t know how to invest in or how to pick a specific gold stock… you might want to know where to invest money to get a piece of this action. The answer is to invest money in gold funds and let them pick the gold stocks for you.The bottom line is that in 2014 and 2015 investors face an uphill battle, because both stocks and bonds look pricey. That presents a new challenge to today’s investor in search of where to invest money. We are facing uncharted waters in this modern electronic world, where no one really knows how to invest or where to find good investments for the future. This includes the big investors like life insurance companies and pension funds.My suggestion is to take some profits in your stocks and bonds, because the tide will turn eventually if not in 2014 or 2015. Then you’ll have a cash reserve, so you can take advantage of the situation as the skies darkens. Smart investors are always in search of where to invest money next, especially when a change of trend is in the cards. At such times, yesterday’s underperforming sectors or industries often become today’s good investments.