Alpine TLI Group, Inc.
Alpine TLI Group, Inc. (OTC: APGR), a full service tax lien and tax deed purchase, research, and property management company today announced expectations for a record year in 2008 as foreclosure rates and the mortgage fallout increases the amount of properties available nationally at tax lien and tax deed sales. The Company's unique research and analysis methods pinpoint participation in the most favorable of over 2,000 auctions held every year. Alpine is currently entering a very aggressive time of year as many states are promoting the largest tax lien sales in history. The company expects to place a substantial amount of capital at these sales resulting in a record year for 2008 financial results.
Alpine's corporate strategy and business activity focus around populating and maintaining a $6M fund, which is fully vested in property tax lien certificates. Marketing strategies include the identification of high return properties that have the potential of high yields through interest and penalty rates, which can exceed 24% per annum. In addition, Alpine has developed research technologies, which help identify properties that have a higher propensity of going to deed. Such properties are subsequently acquired for typically less than 10% of current market value and can be liquidated on the open market for a significant profit.
Alpine TLI Group, Inc. generates revenue from two primary sources: interest and penalty revenue from redeemed tax lien certificates and profits from liquidated properties that have gone to deed.
* Interest and penalty revenue is generated through redeemed tax lien certificates. When a tax lien is purchased, the local jurisdiction sets the interest rate as well as the assessed penalty for delinquent tax payment. These interest rates can range from 8% to over 24% per annum. In addition, penalty rates can range from 5% to 10% of the taxes owed. In many cases, jurisdictions will assess the full penalty the first day of the delinquency. As a result, a 5% penalty paid the first day will result in an annualized rate of return of more than 60% when added to the assessed interest rate on early redeemed liens.
* Liquidated Properties occur once the redemption period set by thejurisdiction has expired (ranging from 6 to 48 months), the liened property goes to deed. This means the lien holder now has the legal right to receive title to the property. After a legal process of quieting the title, the deed is conveyed free and clear of all previous encumbrances. In most cases, these properties have been acquired by simply paying the past due taxes. Typically, these taxes represent only 5% to 10% of the current property value. Alpine's financial model provides a strategy to liquidate such property at a discount and put the proceeds back to work through purchasing additional tax liens. The returns on such properties can exceed 5,000%.
Monday, September 29, 2008
Final #4
Describe or Define KBS
Answer: Knowledge-based System (KBS) is a knowledge-based system as a computer system that is programmed to imitate human problem-solving by means of artificial intelligence and reference to a database of knowledge on a particular subject. Knowledge-based systems are systems based on the methods and techniques of Artificial Intelligence. Their core components are the knowledge base and the inference mechanisms.
Distinguish KBS from MIS
Provide information about its business operations. It's also used to refer to the people who manage these systems. Typically, in a large corporation, "MIS" or the "MIS department" refers to a central or centrally-coordinated system of computer expertise and management, often including mainframe systems but also including by extension the corporation's entire network of computer resources. While MIS imitate human problem-solving by means of artificial intelligence and reference to a database of knowledge on a particular subject.
Provide information about its business operations. It's also used to refer to the people who manage these systems. Typically, in a large corporation, "MIS" or the "MIS department" refers to a central or centrally-coordinated system of computer expertise and management, often including mainframe systems but also including by extension the corporation's entire network of computer resources. While MIS imitate human problem-solving by means of artificial intelligence and reference to a database of knowledge on a particular subject.
Illustrate (give examples) how KBS can improve company's competitive advantage and organizational performance.
Answer: Provide consistent answers for repetitive decisions, processes and tasks.Hold and maintain significant levels of information.Reduces creating entry barriers to competitors. Review transactions that human experts may overlook.
Expert systems are most valuable to organizations that have a high-level of know-how experience and expertise that cannot be easily transferred to other members. They are designed to carry the intelligence and information found in the intellect of experts and provide this knowledge to other members of the organization for problem-solving purposes.
Typically, the problems to be solved are of the sort that would normally be tackled by a medical or other professional. Real experts in the problem domain (which will typically be very narrow, for instance "diagnosing skin conditions in human teenagers") are asked to provide "rules of thumb" on how they evaluate the problems, either explicitly with the aid of experienced systems developers, or sometimes implicitly, by getting such experts to evaluate test cases and using computer programs to examine the test data and (in a strictly limited manner) derive rules from that. Generally, expert systems are used for problems for which there is no single "correct" solution which can be encoded in a conventional algorithm — one would not write an expert system to find shortest paths through graphs, or sort data, as there are simply easier ways to do these tasks.
Simple systems use simple true/false logic to evaluate data, but more sophisticated systems are capable of performing at least some evaluation taking into account real-world uncertainties, using such methods as fuzzy logic. Such sophistication is difficult to develop and still highly imperfect.
Answer: Provide consistent answers for repetitive decisions, processes and tasks.Hold and maintain significant levels of information.Reduces creating entry barriers to competitors. Review transactions that human experts may overlook.
Expert systems are most valuable to organizations that have a high-level of know-how experience and expertise that cannot be easily transferred to other members. They are designed to carry the intelligence and information found in the intellect of experts and provide this knowledge to other members of the organization for problem-solving purposes.
Typically, the problems to be solved are of the sort that would normally be tackled by a medical or other professional. Real experts in the problem domain (which will typically be very narrow, for instance "diagnosing skin conditions in human teenagers") are asked to provide "rules of thumb" on how they evaluate the problems, either explicitly with the aid of experienced systems developers, or sometimes implicitly, by getting such experts to evaluate test cases and using computer programs to examine the test data and (in a strictly limited manner) derive rules from that. Generally, expert systems are used for problems for which there is no single "correct" solution which can be encoded in a conventional algorithm — one would not write an expert system to find shortest paths through graphs, or sort data, as there are simply easier ways to do these tasks.
Simple systems use simple true/false logic to evaluate data, but more sophisticated systems are capable of performing at least some evaluation taking into account real-world uncertainties, using such methods as fuzzy logic. Such sophistication is difficult to develop and still highly imperfect.
Final #3
Describe or Define OV?
Answer: Virtual office is a term for shared office services, which normally includes business address, mail & courier services, phone services, fax services, answering services, web-hosting services, and meeting & conference facilities.
Distinguish VO from MIS
Distinguish VO from MIS
Answer: Virtual Office provide other in-house or outsourced services such as corporate secretarial services, accounting services, or legal services. Professional firms such as law firms and accounting firms often provide registered address services as part of their service offerings. While MIS (management information systems) is a general term for the computer systems in an enterprise that provide information about its business operations. It's also used to refer to the people who manage these systems. Typically, in a large corporation, "MIS" or the "MIS department" refers to a central or centrally-coordinated system of computer expertise and management, often including mainframe systems but also including by extension the corporation's entire network of computer resources.
Illustrate (give examples) how VO can improve company's competitive advantage and organizational performance.
Answer: Save lots of money without a secretary and put that towards growing your business instead. No more meetings at your clients' offices or at coffee shops. Schedule meetings at your Beverly Hills office and utilize our state-of-the-art conference room. helps work and communication become more efficient and adapts itself well to the needs of the consultant working on a given project. The intensive use and the easy access to company databases make it possible to do part of the work even at home sitting in one's favourite armchair. Good space utilization and cost effectiveness generating from the virtual office are other significant advantages of the concept. While in an average Budapest office 10 m2 is occupied per person at the firm, the 820 m2 office serves already near upon 100 people. Since the model is very flexible the company will only "outgrow" its office when the number of employees doubles.
Answer: Save lots of money without a secretary and put that towards growing your business instead. No more meetings at your clients' offices or at coffee shops. Schedule meetings at your Beverly Hills office and utilize our state-of-the-art conference room. helps work and communication become more efficient and adapts itself well to the needs of the consultant working on a given project. The intensive use and the easy access to company databases make it possible to do part of the work even at home sitting in one's favourite armchair. Good space utilization and cost effectiveness generating from the virtual office are other significant advantages of the concept. While in an average Budapest office 10 m2 is occupied per person at the firm, the 820 m2 office serves already near upon 100 people. Since the model is very flexible the company will only "outgrow" its office when the number of employees doubles.
Final #2
Describe or Define DSS?
Answer: A Decision Support System (DSS) is an interactive computer-based system or subsystem intended to help decision makers use communications technologies, data, documents, knowledge and/or models to identify and solve problems, complete decision process tasks, and make decisions. Decision Support System is a general term for any computer application that enhances a person or group’s ability to make decisions. Also, Decision Support Systems refers to an academic field of research that involves designing and studying Decision Support Systems in their context of use. In general, Decision Support Systems are a class of computerized information system that support decision-making activities.
Distinguish MIS from DSS
Answer: MIS (management information systems) provide information about its business operations. It's also used to refer to the people who manage these systems. Refers to a central or centrally-coordinated system of computer expertise and management, often including mainframe systems but also including by extension the corporation's entire network of computer resources. While DSS is intended to help decision makers use communication technologies, data, documents, knowledge and/or models to identify and solve problems, complete decision process tasks, and make decisions.
Illustrate (give examples) how DSS can improve company's competitive advantage and organizational performance.
Answer: One example is the Clinical decision support system for medical diagnosis. Other examples include a bank loan officer verifying the credit of a loan applicant or an engineering firm that has bids on several projects and wants to know if they can be competitive with their costs.
DSS is extensively used in business and management. Executive dashboard and other business performance software allow faster decision making, identification of negative trends, and better allocation of business resources.
A specific example concerns the Canadian National Railway system, which tests its equipment on a regular basis using a decision support system. A problem faced by any railroad is worn-out or defective rails, which can result in hundreds of derailments per year. Under a DSS, CN managed to decrease the incidence of derailments at the same time other companies were experiencing an increase.
DSS has many applications that have already been spoken about. However, it can be used in any field where organization is necessary. Additionally, a DSS can be designed to help make decisions on the stock market, or deciding which area or segment to market a product toward.
Benefits of DSS
Ø Improves personal efficiency
Ø Expedites problem solving
Ø Facilitates interpersonal communication
Ø Promotes learning or training
Ø Increases organizational control
Ø Generates new evidence in support of a decision
Ø Creates a competitive advantage over competition
Ø Encourages exploration and discovery on the part of the decision maker
Ø Reveals new approaches to thinking about the problem space
Final #1
Honda Company
Even as early as 1985, according to J.D. Power & Associates, “Honda owners enjoyed the country’s highest customer-satisfaction rating, edging out even luxurious Mercedes-Benz”. Two themes have contributed to Honda’s success in the United States: the company has seized on opportunities in the U.S. market and it has also tailored its practices to fit American culture. Upon entering the United States, Honda formed the American Honda Motor Company in June 1959 to run its American operations. After a slow start in the United States market, “Honda built a reputation as a premier maker of small motorcycles”. The company’s U.S. sales did not see a sharp increase, though, until 1963, when Grey Advertising, a large national advertising agency, launched an ad campaign with the following theme. All of the American automakers were plagued with efficiency and quality-control problems, and Honda saw with the success of its Civic and Accord that Americans consumers were willing to consider Honda products over American alternatives. Here, Honda saw an opportunity. The motorcycle plant was so successful that within a year, Honda decided to begin automobile assembly in Marysville as well. The auto factory opened in 1982, producing the popular Accord model and making Honda the first Japanese automaker to assemble cars in the United States. Other strategies that Honda implemented—mainly in the person of Irimajiri—were discussion groups in which associates would give input for improving various aspects of production. Honda used unique marketing strategies to position itself as a motorcycle manufacturer—and later a car company—that would be appealing to a wide variety of Americans. With its advertising campaign in the 1960s, Honda repositioned motorcycles from the leather-jacket riders to pedestrian consumers. Later, with its automobiles, Honda sold an affordable, environmentally clean and higher-quality alternative to Detroit’s offerings. Finally, Honda introduced a managerial strategy for its United States production facilities that was unique not only to Honda’s Japanese plants but also to American auto plants in general. Honda established an egalitarian corporate culture in which Honda associates were free to contribute input directly to management and shift their responsibilities readily to adapt to the plant’s needs on the fly. After starting as a small Japanese motorcycle manufacturer, Honda is now the envy of carmakers large and small the world over.
Even as early as 1985, according to J.D. Power & Associates, “Honda owners enjoyed the country’s highest customer-satisfaction rating, edging out even luxurious Mercedes-Benz”. Two themes have contributed to Honda’s success in the United States: the company has seized on opportunities in the U.S. market and it has also tailored its practices to fit American culture. Upon entering the United States, Honda formed the American Honda Motor Company in June 1959 to run its American operations. After a slow start in the United States market, “Honda built a reputation as a premier maker of small motorcycles”. The company’s U.S. sales did not see a sharp increase, though, until 1963, when Grey Advertising, a large national advertising agency, launched an ad campaign with the following theme. All of the American automakers were plagued with efficiency and quality-control problems, and Honda saw with the success of its Civic and Accord that Americans consumers were willing to consider Honda products over American alternatives. Here, Honda saw an opportunity. The motorcycle plant was so successful that within a year, Honda decided to begin automobile assembly in Marysville as well. The auto factory opened in 1982, producing the popular Accord model and making Honda the first Japanese automaker to assemble cars in the United States. Other strategies that Honda implemented—mainly in the person of Irimajiri—were discussion groups in which associates would give input for improving various aspects of production. Honda used unique marketing strategies to position itself as a motorcycle manufacturer—and later a car company—that would be appealing to a wide variety of Americans. With its advertising campaign in the 1960s, Honda repositioned motorcycles from the leather-jacket riders to pedestrian consumers. Later, with its automobiles, Honda sold an affordable, environmentally clean and higher-quality alternative to Detroit’s offerings. Finally, Honda introduced a managerial strategy for its United States production facilities that was unique not only to Honda’s Japanese plants but also to American auto plants in general. Honda established an egalitarian corporate culture in which Honda associates were free to contribute input directly to management and shift their responsibilities readily to adapt to the plant’s needs on the fly. After starting as a small Japanese motorcycle manufacturer, Honda is now the envy of carmakers large and small the world over.
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