Gadis Cun Hantar Surat Kepada Datuk Najib Pasal Kos Hidup

Surat Siti Hajar Aladin Kepada Najib Razak (Perdana Menteri). Gaji Bersih RM2032 di KL? Simpanan RM213.40. Boleh Beli Rumah Apa?

Assalamualaikum Dato’ seri.. Tujuan saya (Siti Hajar) menulis surat ini adalah sebagai seorang anak Malaysia yang ingin negaranya membangun dan mengurangkan kemiskinan di negara sendiri . Beberapa isu ingin saya ketengahkan kepada Dato’ Seri dan saya berharap apa yang saya perkatakan ini memberi idea dan impak kepada semua rakyat Malaysia.

Saya menulis surat ini adalah…sifat keberanian dalam diri saya dimana saya ingin menjadikan Malaysia ini sebuah Negara Membangun Pesat bukan Negara Yang Sedang Membangun.

Sejak akhir-akhirini isu minyak diperkatakan. Ada yang mengatakan negara-negara jiran kita lebih mahal minyak jika dibandingkan di Malaysia. Ya. Saya setuju tentang kenyataan itu tetapi idea untuk menaikkan harga minyak adalah sesuatu yang memang terang lagi bersuluh bukan idea yang bijak. Jika hari ini kerajaan telah menaikkan harga minyak sebanyak 20 sen, ia bukan sekadar memberi impak kepada golongan muda sahaja tetapi juga golongan miskin dan juga seluruh rakyat Malaysia. Hari pertama harga minyak naik, food court ditempat kerja saya menaikkan harta roti sebanyak 30 sen. Lihat! Impak terhadap kenaikan minyak. Tetapi jika satu hari nanti harga minyak turun walaupun sebanyak 50 sen sekalipun, harga roti yang naik 30 sen ketika harga minyak naik akan kekal sama dan tiada pengurangan. Mungkin ianya kecil pada mata orang-orang yang kaya nilai 20 sen itu tetapi ia cukup berharga kepada kami yang baru sahaja memulakan kehidupan.








Perjalanan hidup saya masih jauh. Umur baru 27 tahun. Belum berkahwin. Tetapi saya dah rasakan bebanan yang saya akan hadapi untuk 10 tahun akan datang. Bagaimana pula sahabat-sahabat saya yang sebaya dengan saya, yang telah berumahtangga? Pasti mereka lebih terbeban akibat krisis kenaikan harga minyak. Boleh dikatakan golongan muda belia ini sangat diperlukan bagi menjamin kesejahteraan Negara pada masa akan datang, tetapi saya tidak nampak bagaimana kami mampu memajukan Negara sedangkan saya sendiri rasa ianya satu penindasan ke atas kami. Apa yang dikatakan penindasan?

Mengenai BR1M. Pada mereka yang diberikan BR1M, pasti mereka akan gembira. Kenaikan BR1M telah memberi impak positif yang besar kepada kerajaan kerana kerajaan telah melaksanakan sebahagian tanggungjawab untuk membantu rakyat, tetapi pada masa yang sama kenaikan harga memberi impak negatif yang lebih besar kepada seluruh rakyat Malaysia baik yang menerima BR1M atau tidak. Mengapa tidak bajet BR1M itu digunakan bagi memberi subsidi minyak?

Kerajaan mengatakan bahawa pemberian BR1M kepada rakyat bagi mengurangkan bebanan terhadap mereka yang berpendapatan rendah. Tetapi saya tidak nampak semua itu. Seperti saya katakan tadi, apabila harga minyak melambung, maka harga barang juga turut melambung. Jadi pemberian itu tidak memberi makna apa-apa terhadap rakyat. Ia umpama buruk siku. Lepas bagi, ambil balik.

Kadang-kadang saya terfikir, apakah keistimewaan saya sebagai rakyat Malaysia? Adakah hanya sekadar penyumbang ekonomi negara tanpa mendapat sebarang kebaikan daripada negara sendiri? Gaji saya di dalam golongan middle income (RM3,000 – RM5,000). Saya tidak layak menerima BR1M malah saya juga di dalam kategori pembayar tax kepada kerajaan. Golongan middle income pada hari ini masih sukar untuk membeli rumah kerana kos sara hidup yang tinggi. Apakah keistimewaan kami yang mana suatu hari nanti bakal menerajui negara sendiri?

Seterusnya pula, Boleh dikatakan golongan lepasan Ijazah yang belum berkahwin, gaji permulaan bermula RM2200. Maka mereka tidak layak untuk menerima BR1M. Syarat untuk menerima BR1M bagi individu adalah bawah RM2000. Manakala bagi mereka yang telah berkahwin dibawah RM3000. Walaupun gaji mereka Bawah RM3000 dan layak untuk menerima BR1M, ia masih tidak mencukupi kerana mereka ada tanggungan yang perlu ditanggung bukan setakat anak isteri tetapi juga pinjaman pembiayaan pelajaran. Untuk memulakan hidup, saya pasti Dato’ Seri pun tahu bagaimana gigihnya seseorang untuk menanggung keluarga.

Beban atas kenaikan minyak amat dirasai pada golongan kami.

Gaji kasar : RM2300 (fresh graduate)
Gaji bersih : RM2032 (masih tidak layak menerima BR1M)
Kereta : RM 400 (Kawasan yang sukar mendapatkan public transport seperti di kawasan Damansara, maka kami memerlukan kereta)
Tol: RM1.60 x 2 kali sehari : RM 3.20 x 23 hari = RM73.60 (melalui LDP, masih tidak menerima 20% rebate touch n go)
Parking : 23 hari x RM5 = RM115
Minyak : RM 12 x 23 hari = RM230 (dari Taman Melati ke Damansara dan untuk ke kerja sahaja)
Sewa : RM 200 (paling murah di Kuala Lumpur untuk satu bilik)
PTPTN : RM150 (minimum)
Makan untuk sebulan = RM 450 (sehari RM15)
Ibu Ayah = RM200
Baki : RM2032 – RM400 – RM73.60 – RM115 – RM230 – RM200 – RM150 – RM450 – RM200
TOTAL BAKI : RM213.40
Saya sebagai seorang rakyat Malaysia dan juga sebagai seorang yang berpegang kepada pucuk pimpinan Barisan Nasional, saya merayu agar Dato’ Seri Najib Razak dapat memikirkan masalah yang kami hadapi sekarang ini. Sebagai pemimpin disegani di seluruh dunia, saya pasti Dato’ Seri mampu mengubah dan memperbetulkan apa yang dirasakan membebankan kami.

Terima kasih
Ikhlas,
Siti Hajar binti Aladin

3 Tip Untuk Lelaki Bertahan Lama di Ranjang

Question: I want to know how I can last longer when having s*x with my partner.

The average guy lasts only 5 to 10 minutes during s*x, and you are not alone in wanting to prolong your pleasure as 71 percent of men want better s*xual endurance.

Here are a few techniques according to s*x experts that can make you hang in there a little longer and give your partner the ultimate pleasure.

Stop-Start Technique

You need to get used to building your arousal to where you’re almost at that point of no return. Start stimulation, but as soon as you feel you’re getting too aroused, simply pause for a brief moment—about 5 to 10 seconds—and let your arousal subside. After repeating this technique a few times, feel free to release.

Squeeze Technique

As soon as you feel you’re getting close, stop stimulation and squeeze right below the head of your man-hood. It’s best to focus the pressure on the urethra—the tube running along the underside of the man-hood—because this will temporarily represses your ejaculatory response. Once your arousal has died down, repeat a few more times before reaching climax.


Rely On Rubbers

Another useful technique for pushing back your ejaculatory response is to wear a desensitizing condom. These products contain the desensitizing lubricant benzocaine, so it will buy you a few more minutes in the sack. But something to keep in mind: Make sure you’re not putting the condom on inside out, otherwise the Benzocaine will end up inside her v**ina.

Hope this helps.

Good luck.

Tembikai - Stimulus Seks Lelaki

Men hoping for some fireworks in their love life this Fourth of July may want to skip the burgers and beer at the barbecue and eat plenty of…instead.

It turns out, watermelon may be a natural Viagra, says a researcher. That’s because the popular summer fruit is richer than experts believed in an amino acid called citrulline, which relaxes and dilates blood vessels much like Viagra and other drugs meant to treat erectile dysfunction (ED).

Until recently, many scientists thought most of the citrulline was in the watermelon rind. But now, experts have discovered that there is more citrulline in the edible part than previously believed.

Why does this work?

The amino acid citrulline is converted into the amino acid arginine. This is a precursor for nitric oxide, and the nitric oxide, a blood vessel relaxer that enhances circulation to all your vital parts.

How much watermelon should you eat?

A typical 4-ounce (115gms) serving of watermelon (about 10 watermelon balls) has about 150 milligrams of citrulline.

5 Tanda Seorang Wanita Menyukai Anda

Meeting new women can be a very exciting and nerve-racking experience at the same time.


Wouldn’t it be really amazing if you can skip past the nerve-racking part and enjoy hanging out with her because you know she already likes you?

Well here are 5 ways to know when she’s feeling your vibes.

She makes eye contact: If you haven’t met yet but catch her looking at you then glancing away, then checking back to see if you’re still looking at her … this is a sign, gentlemen! Just make sure she’s actually staring at you

She smiles, tells you her name and starts throwing off physical signals: If she seems to be showing off, fluffing or twirling her hair, extra giggly etc, those are good signs. Also, she tends to ignore the fact that you keep sneaking a peek at her cleavage, heck, she might even position herself for better view. Meanwhile, is she politely shooing away people who drift in to interrupt? That’s fantastic! She’s trying to keep the party to two.


She searches for commonalities: Any. Thing. At. All. During the conversation, she tries to find something you both have in common. It might be as trivial as shared love for the same sweets and sitcoms, or as heavy as your political views. If it starts to seem like you have nothing in common, she can say something like “Wow! I’ve always wanted to try that”, regardless of whether you’re going on about shark-cage diving or a pottery class.

But if she frowns at you blankly, clearly having no clue what you’re talking about, move on.

She touches you: That may mean she touches your shoulder when she leans in to talk or gives you a friendly jab in the ribs. Subtly test waters by letting your hand rest on her knees. She lets it stay there? Score! If she’s taking great pains not to let any part of her body linger near yours or if she recoils abruptly at your touch, even by accident, move on!

She’s taking the interaction to another level by 

a) clarifying that she’s talking about an ex-boyfriend, not a current one, when she says “we”, 

b) asking open-ended questions about you that require long answers, and 

c) dissuading you from leaving and encouraging you to stay with her.

5 Perkara Lelaki Ingini Ketika di Ranjang

You might think you have sexy down to a science. But do know what real men actually want in a lover? Read on to find out

Enthusiasm
When it comes to s*x, you can get an “A” for effort. Guys want to be with someone who’s actually into s*x and not doing it as a favor or just going through the motions.

“There is nothing more seductive than an enthusiastic lover,” says Lou Paget, certified s*x educator and author of The Big O: Orgasms: How to Have Them, Give Them, and Keep Them Coming. “That beats out the perfect body or the perfect face anytime. A man wants feedback that a woman is into doing things with him!”

New Tricks
Men want a lover who is willing to try new things from time to time. That doesn’t mean you have to go all 50 Shades of Grey. Just be open to ideas.

“s*xual desire is like an appetite,” says Paget. “We all want to try different flavors — otherwise we’d get bored eating at the same place all the time. Men want someone who is willing to explore unique feelings and new sensations.”

Worried that whatever you do is suddenly going to become part of your nightly repertoire? Don’t think of it as a can of worms. Most likely the occasional change-up is all he needs.

Praise
We normally think of women as the ones who need reassurance about their appearance, but men get insecure, too. A lover who will find something to compliment and worship about her partner will never lack affection from him.

“Every man wants to know they have that special something that turns a woman on,” says Paget. “It could be something that turns her head or something like his intelligence or sense of humor that she finds incredibly sexy.”


Bossiness
It’s not a cliché, ladies. A man wants a woman who will tell him what to do — at least in the bedroom. Most guys will be thankful for a little instruction, especially if it means they’ll succeed at pleasuring you.

“A woman who can guide you with sounds or one word responses is preferred as it takes away the guess work,” says Paget. “Just remember to avoid acting like a s*xual traffic cop!”

Confidence
Men want someone who will leave the lights on and let him get a good look at her. Stop worrying about covering up any squishy parts.

“Indirect lighting is Hollywood’s best friend and it can be yours as well,” says Paget. “Need I repeat that men are visual creatures and they want to see their partner? It’s a big part of their turn-on factor.”

Confidence is sexier than anything!

Love on the Brain
A woman who keeps s*x in the forefront of her thoughts knows how to inject it into life outside the bedroom — and that’s sexy. Try sexting him or be extra naughty and playful in public.

“Do it in a discreet way,” say Paget. “Let your partner know that you’re thinking about s*x throughout the day. Remember, your brain is your s*xual power source.”

5 Perkara Lelaki Memikat Wanita

5 Things Men Can Do To Túrn Women On

Let her know the things you like about her, what túrns you on about her– is in fact a huge túrn on for her.

If you frequent the bar scene or have tried online dating recently, you’ve probably been barraged by men who think that lewd séxual remarks or lame pick up lines are what it takes to get them a date— or into your pants.

And then, there’s the general insensitivity. Men can be thoughtless when it comes to dating and relationships. It’s not that they intend to be rude… they just don’t think things through. But that doesn’t mean women should necessarily push men away. Women play a part too. Sometimes, women can tend to focus on the negative, making matters worse.

Dr. Jane Greer, GalTime’s own Relationship Expert, and creator of “Shrink Wrap” (a national commentary on what we can learn from celebrity relationships), has heard it all… “He talked too much, he interrupted, he came late, he told you that you were going out to dinner and then he changed his mind… this list could go on infinitely because the knee-jerk response is to talk about what túrned you off.”

Dr. Greer points out that we can all benefit from a change in attitude. “I think the key for men and women both is to shift from the ‘túrn off’ to the ‘túrn on.’ Then your day after conversation can be testimony to the positives. You can say, ‘Here’s what I liked…’ and that can give you something to build on.”

There are plenty of things men can do to túrn women on. She offers these tips:

1. Be reliable and follow through. If you say you are going to call, call. Otherwise, don’t say it. If you make a date for 7:00 get there at 7:00, or be thoughtful and communicate in some form that you’re running late. This is how you convey respect.

2. Show interest by asking questions. Take the time to inquire about the important aspects of her life—like friends, work, family and hobbies. This is the way you get to find out the things you have in common– and at the same time show her she’s important to get to know about.

3. Compliment her. Let her know the things you like about her, what túrns you on about her– is in fact a huge túrn on for her. If you like her hair, outfit or something she says… tell her!

4. Be considerate. Ask her about the things she likes to do, and factoring in her preferences and needs into the plans you make for your date. If you’re at a restaurant ask her what food she likes before you order to see if you can share anything.

5. Flírt with her! Be playful, charming, and séxy, smile a lot and laugh with her. All of these things will spark a connection that will be a great túrn on.

10 Perkara Lelaki Terlupa Buat Semasa Lakukan Seks

…. a sweet kiss with just your lips is better than a Labrador retriever-style kiss with your tongue.

No one on earth is quite as pleased as a man who has just pleased a woman between the sheets. We love the care and attention you've paid to us for our own benefit, but we also love watching you bask in self-satisfaction. But as satisfied as you might be with yourself, sometimes we’re not quite as satisfied as you’d hoped: something relatively minor, but highly distracting, was a bit “off.”

Don’t be offended, darlings, but a few nips and tucks in your bedroom style might speed things along (in a good way)—leaving us more time for another go at it!

1. The clitoris is right there. Yes, right there. Not over here, not down there, not off to the side. It doesn't move. Try to stay focused and play with the clít!

2. Take your socks off. Not a single thing is séxy about a man who is nakéd except for his socks.

3. Lubrícant, lubrícant, lubrícant. We may feel “so wét” to you from our own fluíds, but we actually need to be pretty drenched with water-based lube for business time.

4. Talk dírty to me. Some women become very arouséd by their imaginations, so a little dírty talk about what you’re going to do to us stimulatés our biggest séx órgan: our brain! (But avoíd these 36 words that kill the moment.)


5. Get it wet. If you’re going down on us, make sure to keep your tongué wet with spít. A dry tongue chafés down there!

6. Watch your hands. Unless we’ve expressly índicated that we like our headlights to be twéaked, do not pinch our nípples in the heat of the moment. They’re very, very sensitíve!

7. Sometimes a light touch is better than a strong one. And a sweet kíss with just your lips is better than a Labrador retriever-style kíss with your tongue.

8. Nibble away. We absolutely adore when you gently, tenderly suckle on our fingers (or our toes, for men with mouths of asbestos).

9. Stop stressin’. That look of concentration on your face makes it seem like you’re doing calculations in your head, not making love. Smile a little bit, why don’t you?

10. Don’t forget the títs. Nipplés should be a pit stop on the way to Vagínavílle—get off the express traín!

BIMB - ar-rahnu

TURNAROUND - Expert: 5 steps required to turn around failing firm

In the wake of the firing of Yahoo CEO Carol Bartz after she failed to turn around the ailing company, turnaround specialist John Treace, founder of Florida-based JR Treace & Associates, gives his “5 essential steps for a successful business turnaround.”
I have taken part in many business turnarounds in my career, and time and again noticed the same problems, regardless of whether the reason for the turnaround was a relatively minor situation or a reorganization after bankruptcy. Here are the five steps that need to happen during any major business adjustment and some of the pitfalls to avoid along the way. While this article will focus on sales teams, these steps are of a universal nature and will apply to most departments within a company.

1. Assessing the Situation
Before a successful business turnaround can be implemented, it is crucial to understand what got the company where it is now. When businesses fail, it is most often due to ineffective management. Since management is usually the problem, it is difficult to use current management insight to determine what change is needed. As outside consultants, we often hear from ineffective management teams that they need greater funding to correct the sagging business, but we know that throwing money at a problem does not work. The people who created the problem in the first place will not know how to fix it. Providing them greater resources is a mistake: it wastes money and degrades employee morale. Also, failing businesses most often do not have good metrics in use to manage and guide the business. Metrics should not only tell company leaders where they have been but should also be used to gauge future performance. Management should be able to clearly describe how the metrics it uses will predict future results.

Providing that the company’s products or services are competitive, the issues affecting the performance of a sales team can range from an ineffective sales process to low morale, which is caused by any number of factors. In these situations, I have never seen a “bad” sales team, but I have seen plenty of lousy processes and plenty of low morale—both deal-killers that will destroy any company’s sales effort. Great insight can be gained by getting close to the company’s sales force, sales processes, and customers to determine why sales are not progressing to plan.

2. Defining a Winning Culture
Companies in need of a turnaround usually have ill-defined culture. We can test this by asking salespeople to describe the company culture as they perceive it. In failing businesses, employees will not be forthcoming, and answers will vary from person to person; you’ll find that no two sales reps share the same description. Especially when a company is charting rough waters, it is imperative that the sales team embrace a unified culture, one that will define success.

At the heart of culture are the core values a company embraces. Core values are like the Ten Commandments. They are simple action statements that define the principles the company believes in, not fuzzy declarations that can be interpreted at the whim of management. They should be published and posted throughout the company. Employees should understand the corporate commitment to them, and that disciplinary action will follow their violation.

“Tell the bad news first, not last” was a core value we used at one company. If we were not able to make a customer delivery on time or if we expected to miss our sales forecast, we were expected to give fair warning to the customer or the CEO respectively. This core value became a cornerstone of this company’s customer service. Another core value was “Do the right thing for shareholders, customers, and employees, and don’t take a position that favors one over another.” This core value ensures that the company will keep the playing field level for all and not sacrifice one group for another.

Many companies say they do the right thing—but do they? And do they do it all the time? Core values define corporate culture, and companies without them tend to wander and underperform.

3. Managing People
People are the most important component of any organization. Powerful investment groups don’t invest in companies; they invest in people. When companies fail, it is almost always due to ineffective management. In a business turnaround, it is important to identify who stays in his or her current position and who must find a position elsewhere. However, most failing ventures have poor methods of measuring individual results, so care must be taken in this selection process. Making this determination is critical; powerful managers surround themselves with high performers.

However, when looking at the long term, it isn’t so much who you fire as who you hire. To fill out a failing company with high performers, look for a track record of success. All high performers will have one. To retain them, you must ensure these valuable employees that they can trust management’s word, that management has their best interests at heart, and that management is committed to distinction in all that they do. High performers want to be on a winning team, and if they think management can’t accomplish this they will look for employment elsewhere.

4. Creating a New Vision of the Future
When companies fail, employee morale and confidence is degraded, and many high performers will look for employment elsewhere. Most employees in these situations want their company to prosper, but they don’t know how to accomplish it. They believe that they have done an admirable job and will resent those who say otherwise, especially if employees from other departments lay blame on their department. This not only creates low morale but also degrades teamwork, a necessary ingredient in success. In these situations it is imperative that a new vision for the company be formulated and effectively communicated to all employees.

Don’t expect this to be an easy task—it usually isn’t. Most employees believe they have been on the right course, and they see the company’s failure as due to the ineffectiveness of other departments, not theirs. When the new vision is communicated, expect employees to fall into three categories: those who embrace it with enthusiasm, those who sit on the fence to wait and see how things go, and those who do not buy in, who resist the change and are open and verbal in their opposition. The sooner management resolves these last two groups, the better. The fence-sitters and the resisters must quickly reverse their positions and enthusiastically support the new vision—or find employment elsewhere. The sooner management converts these groups, the better. Powerful companies have sales organizations that embrace a vivid vision of the future and employ sales representatives who are confident in their management and in their employment with the company.

5. Developing a Strategic Plan
Once a turnaround-management team has defined the core values, culture, and vision of the future, effective strategic planning can begin. It makes little sense to begin strategic planning before these first steps have been accomplished. The strategic planning process should include the top management members who will be charged with implementing the plan. The planning sessions should not be held in secrecy, as the sales force will always find out that management is conducting an important meeting and will become suspicious as to why the meeting is being held. No one likes secret meetings that may define his or her future, and salespeople are especially sensitive to this. After the plan is finished, the sales force should be promptly informed as to the outcome and how the plan affects their future. Powerful companies have solid strategic plans, and they effectively gain employee buy-in to them.

Pulling off a business turnaround takes an intimate understanding of a business, including its customers, products, sales process, and employees. Powerful leaders and managers will begin by defining the culture and vision and will then communicate these to gain strong employee support. Since the turnaround process should be completed in a short time period—stalling or extending it can lead to even more losses—management should apply all the tools available, including third-party consultation. With the proper tools and an understanding of these five steps, you’ll be on the road to a successful and permanent business turnaround.

TURNAROUND - Corporate Renewal Industry Overview

Periods of economic and financial distress pose special challenges to the capabilities and decision-making processes of most professional management teams. Not only do such occurrences increase demands on existing managerial abilities, but they also create a whole new spectrum of legal, accounting, and financial considerations that impact the renewal process. Today’s increased competition, cyclical and volatile financial markets, and economic trends have created a climate in which no business can take stability for granted.

As once-stable, profitable, and competitive companies struggle to improve operational and financial performance, the expertise of corporate renewal professionals is critical to this revitalization process. The chances of successfully navigating the corporate renewal process increases through the use of qualified turnaround professionals, who have the experience and expertise to apply sound practices of turnaround management to failing businesses. While many companies have turned to downsizing as a stopgap measure to improve their economic health, downsizing alone has its own adverse consequences in that it thins the ranks of managers groomed to assume top positions. Moreover, a volatile business environment may turn once-successful, growth-oriented CEOs into hesitant managers who no longer can provide strong leadership during periods of retrenchment.

New lender liability laws also have increased the need for turnaround management. At one time, banks could take control of client companies that were in serious financial peril. Today, courts view this action as equity participation, forcing banks to avoid direct involvement with corporate management. A turnaround specialist, operating as either an interim manager or consultant, may replace a company’s CEO and temporarily take over the decision-making processes of a company to lead it toward stability. Alternatively, a turnaround professional may become an active advisor to a troubled company’s board of directors.

Advantages of a Turnaround Professional

A turnaround specialist enters a company with a fresh eye and complete objectivity. This professional can spot problems that may not be visible to company insiders and implement solutions.

Turnaround managers have no political agenda or other obligations to bias the decision-making process, allowing them to take sometimes unpopular, yet necessary, steps required for a company’s survival.

A turnaround manager’s experience within a particular industry is less important than experience in crisis situations when a company is facing bankruptcy or the loss of millions of dollars in revenue. Like an emergency room doctor, a turnaround professional must make critical decisions quickly to staunch the financial bleeding and give a patient the best chance for recovery.

Operating in the eye of the storm, a turnaround specialist must deal equitably with angry creditors, frightened employees, wary customers, and a nervous board of directors. Clearly this is no assignment for the faint-hearted.

Signs of a Troubled Business

Executives who encounter corporate distress often go through the same emotional stages as dying people: denial, anger, bargaining, depression, and finally acceptance. The last stage is when most corporations hire turnaround professionals, unless they are forced to do so earlier by a lender, equity sponsor, or bankruptcy court.

Corporate managers who recognize and acknowledge the signs of trouble and get help in the earlier stages have a much better chance of a successful recovery for their corporation.

Most businesses in distress display more than one of these external and internal signs of trouble:

Ineffective Management Style. A president or founder of a company often is reluctant to delegate authority or refuses to do so. No decision, big or small, can be made without this individual’s blessing. As a result, the rest of the management staff gains no solid experience or feeling of vested ownership in the business. Dishonesty or fraud may exist, yet go undetected or unreported. The board of directors may be non-participative and ineffective. In such situations, if the president suddenly becomes incapacitated or dies, the entire company is in danger of collapse due to the resulting leadership void.

Overdiversification. The business has yielded to pressure to diversify to reduce risk. However, too much diversification may cause a company to spread its managerial, financial, and competitive resources too thin. As a result, the business becomes vulnerable to loss of market share to better competition.

Weak Financial Function. A company with excessive debt, stringent covenants, and inadequate equity capital is operating with little or no margin for error. Credit is overextended, inventories are accumulating, and fixed assets are underutilized. The introduction of better working capital policies and improved capacity utilization decisions are clearly warranted in such cases. Yet, incumbent management instead often engages in debilitating attempts to grow the company out of its problems.

Poor Lender Relationships. A weakened financial condition has led to the company developing an adversarial and unproductive relationship with its lending institution(s). Fearing that its loan relationships and facilities may be in jeopardy, the company tries to conceal financial information from its lenders. Telephone calls from the bank are not returned. Interim or periodic reports are not filed. Since money is the lifeblood of most any business, this kind of lender relationship only leads to more trouble and compounds the difficulty of managing the declining business operations.

Lack of Operating Controls. The company is operating without adequate reporting, accountability, and responsibility mechanisms. This is tantamount to flying an airplane without an instrument control panel. Management decisions based on inadequate, untimely, or inaccurate information can make a bad situation considerably worse.

Market Lag. Changes in the product and customer marketplace have bypassed the company, leaving it with sagging sales and declining market share. For some businesses, the source of the deficiency is technology; their equipment or products and services have become obsolete. For others, the problem lies in sales and marketing; the company hasn’t kept pace with the needs of the marketplace or the ability to distribute its products effectively to the customer base.

Explosive Growth. The business is growing rapidly. A business that is a success at $5 million in sales a year can become a dismal failure at $10 million. Companies achieving fast growth from concentrating on boosting sales often overlook the effects of that growth on the balance sheet and the cash requirements of funding it. Growth often carries a very high capital investment requirements, including significant investments in R&D, capacity, and working capital. Leveraging a company to meet these increased funding needs typically means that management must operate with little or no margin for error.

In addition, growth has led to overwhelming the capabilities and effectiveness of management and employees alike. Staff is not able to work successfully at the new level. For example, management of engineering operations for a company with 12 plants is much different than managing a similar business with perhaps one or two plants. The same challenge applies to others in key positions in marketing, sales, operations, and manufacturing. A company can grow beyond its ability to manage.

Precarious Customer Base. The business relies on a few big customers for most of its sales. If a manufacturer selling to large retail chains has two customers representing 60 percent of its business, the company obviously is vulnerable to the financial condition of its customer or the possibility of new suppliers displacing its relationship. The loss of just one of these key customers could put hundreds out of work and send the business into bankruptcy.

Family vs. Business Matters. Family issues can cause business decisions to be made on an emotional basis rather than on sound business principles. Sibling rivalry has ruined many privately held companies. Deciding which relative should run the business after the founder’s retirement or death can be one of the most difficult challenges a business can face. Divorce can also shatter a business, leaving it in fragments. Nepotism can cause bright, skillful managers who aren’t part of the family circle to take their talents elsewhere.

Operating without a Business Plan. Armed with 15 or 20 years in the business, management often operates a growing company by intuition or the seat of its pants. Its plan may change overnight because it is based on management’s own "feel" for the market. In some cases, the business plan exists in everyone’s head rather than in writing. The result is that plans are carried out according to individual interpretation. Moreover, plans are inadequately communicated to employees.

Stages of a Turnaround

Stage One: Changing Management

Management change can begin only when company leaders have decided that changes are necessary. As most CEOs or company presidents do not relinquish power easily, the motivation for management change must often come from the board of directors. Even if incumbent mangers are willing to implement changes in an effort to turn a company around, they often lack the credibility or objectivity to do so because they are viewed as having caused or contributed to the problems in the first place.

During this stage or after Stage Two—situation analysis—steps are taken to weed out or replace any top managers who might impede the turnaround effort. This may include the CEO, CFO, or weak board members.

Stage Two: Analyzing the Situation

Before a turnaround specialist makes any major changes, the individual must determine the chances of the business’s survival, identify appropriate strategies, and develop a preliminary action plan.

This means that the first days of an engagement are spent fact-finding and diagnosing the scope and severity of the company’s ills. Is it in imminent danger of failure? Does it have substantial losses but its survival is not yet threatened? Or is it merely in a declining business position? The first three requirements for viability are analyzed: one or more viable core businesses, adequate bridge financing, and sufficient organizational resources. A more detailed assessment of strengths and weaknesses follows in the areas of competitive position, engineering and R&D, finances, marketing, operations, organizational structure, and personnel.

In the meantime, the turnaround professional must deal with various constituencies and vested interest groups. The first and often most vocal group is angry creditors who may have been kept in the dark about the company’s financial status. Employees are confused and frightened, and spend more time worrying about their own job security than fixing the business. Customers, vendors, and suppliers are wary about the future of the company. A turnaround specialist must be open and frank with all these audiences.

Once the major problems are identified, the turnaround professional develops a strategic plan with specific goals and detailed functional actions. The individual must then sell the plan it to all key parties in the company, including the board of directors, the management team, and employees. Presenting the plan to key parties outside the company—bankers, major creditors, and vendors—should restore confidence that the business can work through its difficulties.

Stage Three: Implementing an Emergency Action Plan

When the condition of the company is critical, the plan is simple but drastic. Emergency surgery is performed to stop the bleeding and enable the organization to survive. At this time emotions run high. Employees are laid off, and entire departments may be eliminated. Having sized up the situation objectively, an experienced turnaround leader makes these cuts swiftly.

Cash is the lifeblood of the business. A positive operating cash flow must be established as quickly as possible. In addition, a sufficient amount of cash to implement the turnaround strategies must be sourced. Often, unprofitable divisions or business units are sold as a means to raise cash. Frequently, the turnaround specialist will apply some quick corrective surgery before placing these businesses on the market. Units that fail to attract buyers within a given time frame may be liquidated.

The plan typically includes other financial, marketing, and operational actions to restructure outstanding debt obligations, improve working capital management, reduce operating costs, improve budgeting practices, correct product line and customer mix pricing, prune product lines, and accelerate high-potential products.

The status quo is challenged, and those who change as a result of the turnaround plan should be rewarded while those who don’t are sanctioned. In a typical turnaround, the new company emerges from the operating table as a smaller organization that no longer is losing cash.

Stage Four: Restructuring the Business

Once the bleeding has stopped, losing divisions have been sold, and administrative costs have been cut, turnaround efforts are directed toward making the remaining business operations effective and efficient. The company must be restructured to increase profitability and its return on assets and equity.

In many ways, this stage is the most difficult of all. Eliminating losses is one thing, but achieving an acceptable return on the firm’s investment capital is quite another.

The financial state of the company’s core business is particularly important. If the core business is irreparably damaged, the outlook is bleak. If the remaining corporation is capable of long-term survival, it must now concentrate on sustained profitability and the smooth operation of existing facilities.

During the turnaround, the product mix may have changed, requiring the company to do some repositioning. Core products neglected over time require immediate attention to remain competitive. In the new and leaner company, some facilities might be closed; the company may even withdraw from certain markets or target its products toward a different niche or market segment.

The "people mix" becomes more important as the company is restructured for competitive effectiveness. Reward and compensation systems that reinforce the turnaround effort get people to think "profits" and "return on investment." Survival, not tradition, determines the new shape of the business.

Stage Five: Return to Normal

In the final step of a turnaround, a company slowly returns to profitability. While earlier steps concentrated on correcting problems, the final stage focuses on institutionalizing an emphasis on profitability and return on equity, and enhancing economic value-added. For example, the company may initiate new marketing programs to broaden the business and customer base and increase market penetration. It may increase revenue by carefully adding new products and improving customer service. Strategic alliances with other world-class organizations may be explored. Financially, the emphasis shifts from cash flow concerns to maintaining a strong balance sheet, securing long-term financing, and implementing strategic accounting and control systems.

This final step cannot be successful without a psychological shift as well. Rebuilding momentum and morale is almost as important as rebuilding return on investment. It means a rebirth of the corporate culture and transforming negative attitudes to positive, confident ones as the company maps out its future.

Judging Success or Failure

Of course, not all turnarounds succeed in the manner outlined here. A company may put a quick end to its disastrous losses but never quite attain an acceptable return on investment position. When this occurs, management may decide to sell the business to a company and management team better able to produce an acceptable return on the funds invested. In a sense, however, this outcome is not failure at all. The company may well thrive and reach new heights under different ownership. Here, the turnaround manager can play a key role in identifying prospective purchasers, managing the information disclosure process, and negotiating a successful sale of the business at a price that maximizes the capital available for distribution to existing financial claimants.

Ironically, some companies never reach Stage Five because they achieve significant success in the earlier steps. The turnaround becomes so successful that the company becomes a target of a takeover bid. Again, this must not be viewed as a failure. The company was saved and continues to perform well with stronger sales than ever before.

Choosing a Turnaround Professional

For a troubled company, no decision may be more crucial than hiring a turnaround manager. Yet, with all the pressures and distractions building within a troubled company, this decision must be made at the worst possible and most stressful time. Time, indeed, is often of the essence.

When evaluating the decision of whether and when to introduce a turnaround professional into a company, several important questions should be considered:
For how long will the services of a turnaround specialist be required?
Can the company pay the turnaround specialist’s fees?
Will other specialists be brought in by the turnaround manager?
Is the existing management team willing to work with the specialist?
What exactly is expected of the turnaround specialist, and are the goals in writing?
What are the chances of success in turning around the company?
Is the company willing to let an outsider liquidate or sell key units of the business if necessary?

Key Factors and Considerations

Background. Experience is the most important credential. MBA degrees and CPA designations count for little if a turnaround manager does not have a proven track record. A candidate should be able to produce a portfolio of success stories and satisfied clients.

Ethics and Professionalism. TMA membership is tangible evidence of the degree of professionalism, experience, and integrity of a turnaround professional. TMA also encourages professionals to pursue the Certified Turnaround Professional (CTP) designation as a further demonstration of their expertise and commitment to the corporate renewal industry. The CTP designation indicates that a turnaround specialist has met specific standards of education, experience, and professional conduct, and has successfully completed a rigorous three-part written examination.

TMA’s strict Code of Ethics is signed by all members. In addition, CTPs must adhere to the Code of Ethics and can be brought before a Standards Committee if a violations charge is made. If the person is found to have violated the code, the Standards Committee can impose sanctions, including taking away the professional’s CTP designation.

Reputation. No turnaround manager can expect to succeed without quickly gaining the confidence of creditors, as well as accessing new sources of credit. A company considering hiring a turnaround professional should check the candidate’s reputation with leading bankers, attorneys, accountants, financial advisors, factors, and trade creditors.

Managerial Skills. As the chief architect and implementer of new strategies, the turnaround specialist must be an organizational leader. One should look for a person of action who has entrepreneurial instincts, "hands on" experience, and interviewing and negotiating skills.

Fee Structure. The fee structure of the turnaround specialist should be clear and fair. A company should make sure it can afford such a service to avoid trading one set of problems for another. The company should look to see if the proposed contract includes an incentive or performance arrangement.

TURNAROUND - How to Turn Around a Failing Business

BY Marc Kramer

NEW YORK (TheStreet) -- Over the last 20 years, I have been the leader or the No. 2 person in four companies that needed to be resurrected. The skills needed to turn around a company are similar to those needed to build a start-up, but they're not identical. Unlike at a start-up -- where people are jacked up on caffeine and the high of starting something new -- people working in a floundering company look like survivors of war.

At the first turnaround I worked on, I was the 24-year-old COO of a mom-and-pop mall. I worked for a 31-year-old entrepreneur who was a cross between Tony Soprano and P.T. Barnum. The mall, which was outside Philadelphia, had been written up in The New York Times in the 1950s as the eighth wonder of the world, but by the '80s it had fallen on hard times. My boss was a genius at coming up with attractions and selling people on the future, but he was not a good manager, he had no ethics and he spent money like a rapper in a bling store.

For my second turnaround, I was head of a trade association that acquired a sister organization. The founder of the acquired organization was a visionary with good sales skills; he also had poor people-management skills, paid no attention to detail and had no understanding of how to roll out new products and services.

The third turnaround, I was an investor in a group of magazines whose board was made of big-league business leaders. I made the grave mistake of letting everyone know that I had run newspapers and could, without a doubt, fix the problems of the magazine. I had visions of being Caesar returning home after conquering another country, foreseeing the board and staff showering me with flowers and coin of the realm.

I thought that with my past successes, with my contacts, creativity and leadership style, I couldn't miss. A lot of people thought that, because one of the leaders of one of the magazines I was about to take over said having me join the team was like getting the first pick in the NBA draft. Although I shook things up and improved the situation by getting us back to profitability, I didn't come close to meeting my own expectations or those of the board and employees.

By my fourth turnaround, I was a humbled, methodical, process-oriented leader who had no illusions or delusions of grandeur. A visionary entrepreneur with the scruples of a con man targeting the elderly and widows brought me in to "grow" the company. The truth was that there were two sets of financials records, one telling the truth and one perpetuating the lies of the founder and a distrusting, but talented, group of people.

What I am going to share with you is what I learned from these experiences that led me to write a book called Small Business Turnaround, published by Adams Media.

The reason I am writing this column is because all business leaders go from hero to clown if they manage for any length of time. If your company is being rocked by storms, here are 10 steps to take so you can safely land on the beach.

1. Trim the fat. Take all of the company's expenses and create a spreadsheet to show how you are spending your money. Determine what you absolutely don't need -- then get rid of it. When I ran the magazines, I found out that we spent $5,000 in magazine subscriptions for 30 people. I reduced that to $250. The magazine used heavy paper like Business 2.0; I reduced it to Timemagazine thickness, which saved $100,000 a year.

2. Get the word out. Develop a new business plan and give copies to everyone in the company. I mean everyone: from the janitor to the top leadership. Ask for their thoughts in writing. People want to know they have some control over their own destinies, so allowing them to provide input is important. One of our janitors in the mall I was running came up with an idea that saved us more than $100,000, and for a $2 million business, that was significant.

3. Cull your workforce. Make a list of the people you want to keep, and immediately let go of those who don't fit. A common mistake is to let people go in waves. When you do that, the best people leave because they don't want to be the last person in a game of musical chairs, and the worst people stay because they are either complacent or have no confidence that anyone else would want them. Every time I had to let people go, I assessed their skills and capabilities and contacted business associates to see if I could arrange an interview. You can't imagine what an enormous difference this makes to how employees perceive management.

4. Open the books. Anyone could see any financial information, except other people's salaries. I used to have a standing companywide meeting every Friday where I discussed our financial picture. One day, one of the employees stood up and said they all trusted me and that their time was better served improving and selling the product. Not only did this create great trust, but employees started recruiting other quality people.

5. Assuage clients' fears. Meet with all of your top clients to reassure them that you are not going out of business. Admit there is a problem, but let them know that you have developed a plan to fix it. This is critical because your competition smells blood and is whispering in your clients' ears that you are not long for this world.

6. Be honest with your vendors. When I took over one company, we owed 60 vendors and a lot of taxes. I received 12 valentines from law firms threatening to shut us down. I wrote a nice letter inviting each firm to the company, where I handed over a copy of our business plan and offered access to our financials. Each one advised the client to trust me because I was totally open.

7. Embrace alternative financing. As everyone knows, the banks only lend money when you don't need it, and factors lend money when you absolutely need it and can't get it from anyone else. We had terrific receivables, so I sold them. Factors are invaluable in turning around a company, because they typically don't require personal guarantees and are more flexible.

8. Get rid of the least-profitable clients. One of the companies I ran had some major contracts with the entertainment industry. That is an industry that thinks working with it is such a privilege that vendors don't need to make a profit. I prefer dull, boring clients that pay on time and allow me to make a profit.

9. Never take your eye off the cash. Every day I asked my controller how much cash we had in the bank, and I made sure we parceled out the money. Employees and taxing authorities are paid in total; everyone else receives something so they know they won't be stiffed.

10. Encourage risk. Now is the time to be daring and encourage employees to come up with new ideas for products and services. This reinvigorates the company, creates positive buzz with clients and prospects and repels competitors.

The long-term key to success is to stay calm and levelheaded. Like the commercial says, "Never let them see you sweat.

EMAS - Hukum Membeli Emas & Perak Secara Ansuran/Tertangguh -bhgn.3 [klip 9]

EMAS - Hukum Membeli Emas & Perak Secara Ansuran/Tertangguh -bhgn.2 [klip 8]

EMAS - Hukum Membeli Emas & Perak Secara Ansuran/Tertangguh -bhgn.1 [klip 7]

KEKUATAN SEDEKAH

Hadis yang diriwayatkan oleh Turmudzi dan Ahmad :
Tatkala Allah Ta'ala menciptakan bumi, maka bumipun bergetar. Lalu Allah menciptakan gunung dengan kekuatan yang telah diberikan kepadanya, ternyata bumipun terdiam. Para malaikat kehairanan akan penciptaan gunung tersebut. Kemudian mereka bertanya "Ya Rabbi, adakah sesuatu dalam penciptaan-Mu yang lebih kuat daripada gunung ?"

Allah menjawab, " Ada , iaitu besi" (kita mafhum bahawa gunung batupun boleh menjadi rata ketika dikorek/bore dan diratakan oleh buldozer atau sejenisnya yang dibuat dari besi),

Para malaikat bertanya lagi "Ya Rabbi, adakah sesuatu dalam penciptaan-Mu yang lebih kuat daripada besi ?"
Allah yang Maha Suci menjawab, " Ada , iaitu api" (besi walau sekeras manapun boleh menjadi cair dan hancur setelah dibakar api),

Para malaikat kembali bertanya "Ya Rabbi, adakah sesuatu dalam penciptaan-Mu yang lebih kuat daripada api ?"
Allah yang Maha Agung menjawab, " Ada , iaitu air" (api membara sedahsyat apapun niscaya akan padam jika disiram air),

Para malaikatpun bertanya kembali "Ya Rabbi, adakah sesuatu dalam penciptaan-Mu yang lebih kuat daripada air ?"
Allah yang Maha Tinggi dan Maha Sempurna menjawab, " Ada , iaitu angin" (air disamudera yang luas akan serta merta terangkat, bergulung-gulung dan menjelma menjadi gelombang raksasa yang dahsyat, tiada lain kerana kekuatan angin. Angin ternyata memiliki kekuatan yang teramat dahsyat),

Akhirnya para malaikatpun bertanya lagi "Ya Allah, adakah sesuatu dalam penciptaan-Mu yang lebih dahsyat dari itu semua ?"
Allah yang Maha Gagah dan Maha Dahsyat kehebatannya menjawab, " Ada , iaitu amal anak Adam yang mengeluarkan sedekah dengan tangan kanannya sementara tangan kirinya tidak mengetahuinya".

Ertinya, yang paling hebat, paling kuat dan paling dahsyat sebenarnya adalah orang yang bersedekah tetapi tetap mampu menguasai dirinya, sehingga sedekah yang dilakukannya bersih, tulus dan ikhlastanpa ada unsur menunjuk-nunjuk ataupun supaya diketahui orang lain.

Berkaitan dengan ikhlas ini, Rasulullah SAW mengingatkan dalam pidatonya ketika beliau sampai di Madinah pada waktu hijrah dari Makkah : "Wahai segenap manusia ! Sesungguhnya amal itu tergantung kepada niat, dan seseorang akan mendapatkan (pahala) sesuai dengan apa yang diniatkannya".

Oleh kerana itu hendaknya kita selalu mengiringi sedekah kita dengan niat yang ikhlas hanya kerana Allah semata, tanpa berasa ingin dipuji, dianggap dermawan, dihormati, dll yang dapat menjadikan sedekah kita menjadi sia-sia.

GANJARAN BERSEDEKAH
Rasulullah Shollallahu Alaihi Wa Sallam menganjurkan kepada kita umatnya untuk memperbanyak sedekah, hal itu dimaksudkan agar rezeki yang Allah berikan kepada kita menjadi bertambah berkah. Allah memberikan jaminan kemudahan bagi orang yang bersedekah, ganjaran yang berlipatganda (700 kali) dan sebagai ganti, sebagaimana firman-Nya dan sabda RasuluAllah SAW.:

Allah Ta'ala berfirman, "Adapun orang yang memberikan (hartanya di jalan Allah) dan bertaqwa dan membenarkan adanya pahala yang terbaik (syurga) maka Kami kelak akan menyiapkan baginya jalan yang mudah".{Qs. Al Lail (92) : 5-8}

Allah Ta'ala berfirman, "Perumpamaan (nafkah yang dikeluarkan oleh) orang-orang yang menafkahkan hartanya di jalan Allah adalah serupa dengan sebutir benih yang menumbuhkan tujuh butir, pada tiap-tiap bulir seratus biji. Allah melipatgandakan (ganjaran) bagi siapa yang Dia kehendaki. Dan Allah maha luas (kurnia-Nya) lagi maha mengetahui".{Qs. Al Baqarah (2) : 261}

Rasulullah SAW bersabda,"Setiap awal pagi, semasa terbit matahari, ada dua malaikat menyeru kepada manusia dibumi. Yang satu menyeru, "Ya Tuhan, karuniakanlah ganti kepada orang yang membelanjakan hartanya kepada Allah". Yang satu lagi menyeru "musnahkanlah orang yang menahan hartanya".

TOLAK BALA DENGAN SEDEKAH
Orang-orang yang beriman sangat sedar dengan kekuatan sedekah untuk menolak bala, kesulitan dan berbagai macam penyakit, sebagaimana sabda Rasulullah SAW. :

"Bersegeralah bersedekah, sebab yang namanya bala tidak pernah mendahului sedekah".

"Belilah semua kesulitanmu dengan sedekah "Ubatilah penyakitmu dengan sedekah".

Banyak dari kita yang sudah mengetahui dan memahami perihal anjuran bersedekah ini, namun persoalannya seringkali kita teramat susah untuk melakukannya kerana kekhuatiran bahawa kita salah memberi, sebagai contoh kadang kala kita enggan memberi sedekah kepada pengemis yang kita temui ditepi jalan dengan anggapan bahawa mereka (pengemis/peminta tsb) menjadikan meminta-minta sebagai pekerjaannya, malas, dll. Padahal sesungguhnya prasangka kita yang demikian adalah bisikan-bisikan syaitan laknatullah yang tidak rela melihat kita berbuat baik (bersedekah) , sebaiknya mulai saat ini hendaknya kita hilangkan prasangka-prasangka yang demikian kerana seharusnya sedekah itu kita niatkan sebagai bukti keimanan kita atas perintah Allah dan rasul-Nya yang menganjurkan umatnya untuk selalu bersedekah.

Masalah mungkin timbul apabila ternyata kemudiannya bahawa sedekah yang kita beri kepada pengemis/peminta tadi tidak tepat sasaran, bukan lagi urusan kita, kerana sedekah hakikatnya adalah ladang amal bagi hamba-hamba Allah yang bertakwa. Pengemis/peminta/ fakir miskin lainnya adalah ladang amal bagi orang yang berkemampuan, dapat kita bayangkan andaikata tidak ada lagi orang-orang tersebut, kepada siapa lagi kita dapat beramal (bersedekah) ???

Walaubagaimanapun dalam dunia yang semakin gawat dan gayat ini pemberian sedekah atau kalau kita termasuk orang yang tidak suka memberi sedekah (kepada pengemis/peminta/fakir miskin) dengan berbagai alasan dan pertimbangan maka biasakanlah bersedekah dengan menyiapkan sejumlah wang sebelum sholat Jum'at dan memasukkan ke kotak-kotak sumbangan yang tersedia dan biasakan dengan memberi sejumlah minima setiap Jum'at, misalnya Jum'at ini kita menyumbang RM5 kekotak amal tersebut maka sebaiknya Jum'at berikutnya harus dengan jumlah yang sama, syukur jika boleh diberi lebih dan yang terpentingnya harus diiringi dengan keikhlasan.

Sedekah anda, walaupun kecil tetapi amat berharga di sis i Allah Azza Wa Jalla. Orang yang bakhil dan kikir dengan tidak menyedekahkan sebahagian hartanya akan rugi didunia dan akhirat kerana tidak mendapat keberkatan. Jadi, sebenarnya orang yang bersedekah adalah untuk kepentingan dirinya. Sebab menginfakkan (belanjakan) harta akan memperoleh berkah dan sebaliknya menahannya adalah celaka. tidak menghairankan jika orang yang bersedekah diibaratkan orang yang melabur (invest) dan menabung di sis i Allah dengan jalan meminjamkan pemberiannya kepada Allah. Balasan yang akan diperolehnya berlipatganda. Mereka tidak akan rugi meskipun pada awalnya mereka kehilangan


SEDEKAH YANG PAHALANYA TERUS MENGALIR
Dari Abu Hurairah RA, bahwa sesungguhnya Rasulullah SAW, telah bersabda :

"Bila seorang hamba telah meninggal, segala amalnya terputus, kecuali tiga hal : amal jariyah, ilmu yang bermanfaat atau anak sha lih yang mendo'akannya"(HR. Bukhari, dalam Adabul Mufrad).

Jadilah dari "sejuta artikel" dengan meneruskan artikelini kepada saudara-saudara kita sesama muslim yang barangkali belum mengetahuinya, sehingga kita tidak dilaknat Allah dan seluruh mahluk kerana tidak menyampaikan (menyembunyikan) apa yang telah kita ketahui, sebagaimana dinyatakan dalam Al-Quran surah Al-Baqarah Ayat 159 :

"Sesungguhnya orang-orang yang menyembunyikan apa yang telah Kami turunkandari keterangan-keterang an dan petunjuk hidayah, sesudah Kami terangkannya kepada manusia di dalam Kitab Suci, mereka itu dilaknat oleh Allah dan dilaknat oleh sekalian makhluk".

Dari Abdullah bin 'Amru ra, Rasulullah S.A.W bersabda:"Sampaikanlah pesanku walaupun hanya satu ayat".
Semoga Allah Ta'ala membalas 'amal Ibadah kita.

LAGI KELEBIHAN BERSEDEKAH
“Orang yang membantu perempuan janda dan orang miskin samalah seperti berjihad di jalan Allah dan seperti bersolat malam tanpa letih dan seperti berpuasa siang hari tanpa berbuka” (Riwayat Bukhari)

Dari Abdullah Ibnu Mas’ud r.a Rasulullah s.a.w. bersabda :
“Baragsiapa yang bertakziah kepada orang yang tertimpa musibah, maka ia mendapat pahala seperti yang diperolehinya“ (Riwayat Tarmizi, Ibnu Majah & Hakim)

“Si pemurah yang jahil lebih Allah cintai daripada ahli ibadah yang bakhil.” (Riwayat Al-Khatib)

Daripada Abu Hurairah r.a berkata bahawa Rasulullah SAW bersabda yang maksudnya :
“Sedekah tidak mengurangkan harta. Allah tidak melebihkan seseorang hamba dengan kemaafan-Nya melainkan kemuliaan dan tidak merendahkan diri seseorang melainkan Allah mengangkatnya.” (Riwayat Muslim, ad-Darimi dan Ahmad)

SEDEKAHLAH BENDA YANG KITA SAYANGI
Dalam amalan bersedekah, kita perlu melakukannya dengan ikhlas kerana Allah, bukan disebabkan balasan nama atau sekadar bersedekah saja. Agar sedekah tidak menjadi sia-sia, Islam mengajarkan umatnya menyumbang dan bersedekah menepati erti ‘sedekah’ iaitu Sedekahlah dengan barang yang disenangi penerima. Allah melarang bersedekah dengan benda yang tidak baik kerana bersedekah adalah ibadat dan tanda mensyukuri nikmat Allah.

Firman Allah yang maksudnya :
“Wahai orang yang beriman! Belanjakanlah pada jalan Allah sebahagian daripada hasil usaha kamu yang baik dan sebahagian daripada apa yang Kami keluarkan dari bumi untuk kamu. Dan janganla kamu sengaja memilih yang buruk daripadanya lalu kamu dermakan atau kamu jadikan pemberian zakat, padahal kamu sendiri tidak sekali-kali akan mengambil yang buruk itu kalau diberikan kepada kamu, kecuali dengan memejamkan mata padanya. Dan ketahuilah, sesungguhnya Allah Maha Kaya, lagi sentiasa terpuji.” (al-Baqarah: 267)

Sesuatu yang disedekahkan ialah yang halal, bukan haram atau subahat. Sunat bagi pemberi sedekah atau penderma bersedekah dan menderma daripada benda yang disukai dan disayangi, tidak kira sama sedikit atau banyak sebagaimana firman Allah SWT yang
maksudnya:

“Kamu tidak sekali-kali akan dapat mencapai hakikat kebajikan dan kebaktian yang sempurna sebelum kamu dermakan sebahagian daripada apa yang kamu sayangi. Dan apa jua yang kamu dermakan maka sesungguhnya Allah Maha Mengetahuinya.” (Ali-Imran:92)

Bersedekah dengan disertai keikhlasan, bukan mengungkit, merungut, membidas dan menyakiti hati orang yang menerima sedekah kerana perbuatan ini haram dan merosakkan amalan bersedekah. Sedekah yang diberikan secara sembunyi lebih afdhal, ibarat tangan kanan yang memberi, tangan kiri tidak mengetahuinya.

Rasulullah s.a.w. pernah bersabda yang maksudnya:
Mana-mana orang mukmin yang memberi makanan kepada seorang mukmin yang lain kerana kelaparan, maka Allah akan memberi makanan kepadanya pada Hari Kiamat daripada buah-buahan Syurga.

Dan mana-mana orang mukmin yang memberi minuman kepada seorang mukmin yang lain kerana kehausan, maka Allah akan memberi minuman kepadanya pada Hari Kiamat daripada tamar Syurga yang termetri bekasnya.

Dan mana-mana orang mukmin yang memberi pakaian kepada seorang mukmin yang lain kerana tidak berpakaian, maka Allah akan memberi pakaian kepadanya daripada pakaian Syurga yang berwarna hijau. (Riwayat Tirmizi dan Abu Daud).

Perumpamaan org yg menginfakkan hartanya di jln Allah sperti sebutir biji yg menumbuhkan 7 tangkai,pada setiap tangkai ada 100 biji.Allah melipatgandakan bgi siapa yg Dia kehendaki & Allah Maha Luas, Maha Mengetahui. Surah Al-Baqarah, ayat: 261.

Waullahu ‘Alam

EMAS - Gred Emas Malaysia

Jenis / Gred emas di Malaysia.......hati2 tertipu

Anda mungkin ditipu tanpa sedar jika tiada ilmu tentang gred emas.Anda boleh rujuk gred Emas dipaparkan di atas.Anda perlu tahu apa itu emas 999,916,875,835,750.Ini adalah penanda kandungan emas dalam rantai tangan,rantai leher dan sebagainya.


Jika Emas 999 bermaksud kandungan emas mestilah 99% emas dan 1% campuran bahan lain sama ada perak,tembaga atau logam lain yang bukan emas.

Jika emas 916 bermaksud kandungan emasnya adalah 91.6% dan 8.4% lagi campuran logam bukan emas.Itu sebab kebanyakkan barang kemas adalah Emas 916 dan Emas 999 (rapuh) sesuai dijadikan Gold Bar untuk pelaburan atau simpanan. 

Sekarang harga emas 999 sekitarRM155/gm dan emas 916 sekitar RM145/gram

Cara kedai emas konvesional menipu adalah,lihat emas 835 dan 750 itu berapa segram dan anda mahu beli emas 916 tapi diberikan emas ini 835 atau 750 dengan harga murah di bawah harga pasaran sebenar 916 RM145/gm.Kebiasaannya kurang dalam RM10-15/gm. Jika ada keperluan mendesak dan masukkan item ke pajak gadai, baru tau emas itu bukan emas 916 tapi bermutu lebih rendah dari emas 916 yakni emas 835 atau 750.

Yg betul-betul campurannya memenuhi spesifikasi yg ditetapkan cuma di cangkuk rantai itu sahaja manakala body rantai emas lebih murah emas 835/750. Ini yg sering berlaku pada yang suka membeli emas di kedai-kedai konvesional. Kebanyakan mereka mengguna modus operandi ini dalam berniaga untuk meraih keuntungan lebih berlipat kali ganda.


Disarankan sebelum membeli eloklah bawa orang yang mahir tentang emas atau buat surat perjanjian."Sekiranya saya beli emas ini dan saya dapati kualitinya tidak sama dengan emas sebenar,kamu pekedai mestilah menukar semula item ini dengan yang lain yang sama kualiti.Sekiranya kamu enggan saya akan bawa kes ini ke meja perundangan."Kalau tak ada surat,anda dah beli...keluar dari premis sahaja andai anda ditipu.


Cara mengetahui kadar emas dan campuran logam bukan emas untuk rantai tangan emas 916,berat 51 gram ?

Emas 916 = Emas 22 karat
22/24 x 51 = 46.749 @ 46.75
> 46.75gm itu adalah emas
> 4.25gm itu adalah campuran sama ada Perak,Tembaga atau logam selain emas.Kalau nisbah campuran ini tidak betul, label sahaja emas itu Emas 916 tapi realitinya ia bukan Emas 916 tapi bawah daripada itu emas 835/750.
Item yang bawah 10gram kebawah memang sukar untuk mendapat bacaan yang sepatutnya. Biasa item bawah 10gram ini bacaanya akan pergi pada emas 875.Yang kes begini peniaga itu bukan menipu tapi masalah pada emas itu sendiri masalah dengan ketumpatan emas dan udara.Jika bacaan dapat emas 875 ini tiada masalah.Biasanya emas yang bawah 10gram kebawah sahaja punya masalah seperti ini.