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Many business, non-profit, government agency and association managers, like the rest of us, want to kick our bad business habits and start the year 2006 anew.

And for many managers, public relations may be a good place to prepare such a 2006 New Yearís Resolution. For example, itís hard to ignore the fact that many business, non-profit, government agency and association managers harbor a single-minded preoccupation with simple communications tactics like press releases, broadcast plugs, special events and brochures, which denies them the best that public relations has to offer.

Instead, in 2006, they might resolve to use a strategic PR plan that alters the individual perception of members of a managerís MOST important outside audiences. This starts the process of changing their behaviors by actually persuading many of those key, outside folks to a managerís way of thinking. Then, he/she helps move audience members to take actions that allow that managerís department, group, division or subsidiary to succeed.

If what Iím about to say sounds like theory, it isnít. Itís both reality AND the underlying premise of public relations: People act on their own perception of the facts before them, which leads to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving-to-desired-action the very people whose behaviors affect the organization the most, the public relations mission is usually accomplished.

Resolution-making managers will be pleased to note that the right public relations planning really CAN alter individual perception and lead to changed behaviors among key outside audiences. Itís equally encouraging when you remember that your PR effort must demand more than special events, news releases and talk show tactics if you are to receive the quality public relations results you believe you deserve.

What results, you say? Try these: community leaders begin to seek you out; welcome bounces in show room visits; customers begin to make repeat purchases; new proposals for strategic alliances and joint ventures showing up; capital givers or specifying sources begin to look your way; membership applications start to rise; politicians and legislators begin looking at you as a key member of the business, non-profit or association communities; and prospects actually start to do business with you. Of course, as the manager in charge of all your direct reports, you have a ready-made support staff on the PR side. The public relations people assigned to you can be of real use for your new opinion monitoring project because they are already in the perception and behavior business. But double check that your PR folks really accept why itís SO important to know how your most important outside audiences perceive your operations, products or services. In brief, be sure they believe that perceptions almost always result in behaviors that can help or hurt your operation.

Itís also essential that your PR staff buy into the need to monitor and gather perceptions by questioning members of your most important outside audiences. Ask questions like these: how much do you know about our organization? Have you had prior contact with us and were you pleased with the exchange? Are you familiar with our services or products and employees? Have you experienced problems with our people or procedures?

If your budget will allow, a survey firm can do the opinion gathering work, but the cost can be heavy. Alternatively, you can use those PR folks of yours in that monitoring capacity. But whether itís your people or a survey firm asking the questions, the objective remains the same: identify untruths, false assumptions, unfounded rumors, inaccuracies, misconceptions and any other negative perception that might translate into hurtful behaviors.

One of the most important steps in establishing your new strategic public relations plan is setting a PR goal drawn from the most serious problem areas you uncovered during your key audience perception monitoring. Will you correct that gross inaccuracy? stop that potentially painful rumor dead? Or straighten out that dangerous misconception?

The right strategy will show you the way to that PR goal. But just three strategic options are available to you when it comes to solving perception and opinion problems. Change existing perception, create perception where there may be none, or reinforce it. The wrong strategy pick will taste like marshmallows on your pot roast. So be certain your new strategy fits well with your new public relations goal. You certainly donít want to select ďchangeĒ when the facts dictate a strategy of reinforcement.

In public relations, youíre never far from the need to write something. And thatís true here. Your staff must prepare a persuasive message that will help move your key audience to your way of thinking. It must be a carefully- written message aimed directly at your key external audience. Select your very best writer because s/he must come up with language that is not merely compelling, persuasive and believable, but clear and factual if they are to shift perception/opinion towards your point of view and lead to the behaviors you have in mind.

Moving your new message to your target audience requires selecting those communications tactics most likely to carry your message to the attention of those folks. And many of them await your pleasure. From speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and many others. But be certain that the tactics you pick are known to reach people just like your audience members.

Now, communicating your message can be a problem because the credibility of any message is always fragile. And thatís why, at first, you may wish to unveil your corrective message before smaller meetings and presentations rather than using higher-profile news releases.

When progress reports are contemplated, your first thought should lead you to begin a second perception monitoring session among members of your external audience in order to measure headway. You can use many of the same questions used in your benchmark session. But this time, you will be on guard for signs that the bad news perception is being altered in your direction.

Any program can lose momentum, but you have two options for speeding up the action: add more communications tactics and increase their frequencies.

This managerís 2006 New Yearís Resolution can put your public relations program back on track. Especially when it moves you away from a major emphasis on communications tactics and on to a plan for doing something positive about the behaviors of those important external audiences of yours that most affect your operation. And particularly so when you persuade those key outside folks to your way of thinking by helping to move them to take actions that allow your department, division or subsidiary to succeed.


Please feel free to publish this article and resource box in your ezine, newsletter, offline publication or website. A copy would be appreciated at Word count is 1260 including guidelines and resource box.

Robert A. Kelly © 2006.

Bill's Life and his Lessons Learned, Part II

There are a few people, very exceptional people, who are so singularly special that the complimentary joke is made; after they were born, the mold to make them got broken. In other words, there's no chance for posterity to make any more of the likes of Michelangelo, George Washington Carver, Franklin Delano Roosevelt, etc. In my case, they threw out the "mold," but I fooled 'em and grew back!

Seriously speaking, the first lesson I learned while very young is that in order to sell successfully you must be relentless. You have to be downright incredible to be able to keep your integrity and successfully sell something like, "ice in the wintertime to Eskimos." However, As John Paul Ghetty, the oil-marketing billionaire, observed, if you have a high quality product you know people both need and want, repeatedly, it will almost sell itself." Like the nursery stock we grow at Highland Hill Farm.

I have learned these lessons. There are basic concepts that are important to understand. Starting when I was very young, I've always had "business." My first business was making and selling potholders when I was 5-years old. My parents had bought me a small potholder-making contraption. Rather than just make a few for the sake of "arts and crafts," developing my fingers and hands, I made hundreds and hundreds. I got real good at making real good potholders, you could say. Whenever I met someone I tried to sell them potholders at 25 cents each. As I earned more and more money, I started an account at the savings bank in Lambertville, always carrying with me lots of differently colored potholders when I walked into town to make my deposits. On the sidewalk and inside the bank, grownups would inevitably say, "What a cute little boy," and then, "Why are you carrying all those pretty potholders?" They sold themselves. The potholder sold themselves. The customers "sold" themselves.

I sold enough potholders for me to buy 2 shares of General Electric stock and 2 shares of the Atlas Corporation, upon the advice of my great-uncle Bill. (See My Uncle Bill's Story, Part I of my life and my lessons learned). I got these shares of stock when I was 7-years old. My small beginning business venture then expanded to include looking for Helgermites, or Hellgrammites, they're like Redworms, which I'd sell out along the road (leading to the Delaware River, of course). I picked wild blackberries and sold them along the road too. I bought fishing lures and took them to sell along the Delaware River's east bank, our side of the river. There were "hot spots" where Shad fishermen would gather during the intense "fish runs." It seemed like a good idea to bring along some blackberries too. The fisherman needed a snack. I did too.

I parlayed my growing savings and bought 144 chickens. A "gross" of chickens came at a discounted unit price. I didn't quite realize it at the time, but I was "leveraging" my money and buying in bulk, "wholesale." So, here are two more valuable lessons for us all. Buy as cheaply as you reasonably can. (Did you notice I didn't buy a dozen gross of chickens? That's 1,728 chickens. The price per chicken would have been cheaper, but I would never have been able to handle them all!) Also, make your money work for you. Make your money work just like a transistor works, use a little power to control a lot. My father, who coincidentally worked in electronics engineering, had a wonderful friend who bought me a book about stock options. John stuttered so terribly he could barely speak, but I will always be grateful to him for teaching me about the greatest investment vehicle of all in the stock market: Options. What a great way to make money work, investing a small amount of money to "own" rights to shares worth far more money.

With my 144 chickens, I created an "egg route," using the experience from my potholder business. I had "saturated" the market. Just how many potholders can people buy? John Paul Ghetty was right. It is best to sell something people need repeatedly, like fuel, and like food. I sold eggs in the two towns nearest to our little farm, Lambertville and Titusville, New Jersey.

I joined the 4H club and started to raise bees for their honey. Again, not realizing it, I was selling food, something people needed over and over, like John Paul Ghetty said. As I sold honey along with my eggs, I noticed that unlike some of my friends, I never got an allowance. Then again, I didn't need one.

As you can see my selling started early and has simply never stopped. Family and friends of my parents helped me. My small ventures were very important to me and I learned the valuable lessons I'm sharing with you.

There was a great lesson in another book my father gave me, The ABC's of Beekeeping. It mentioned that if you wanted more bees, just put an advertisement, an "ad," in the newspaper. Just have the "ad" say "Wanted Bee Swarms," with your phone number below it. Well stupid me, I believed everything I read and I therefore I did just what it said in the book. Within a few days a woman called me from Lambertville and said she had a bee swarm, could I come and get it? I followed the guidelines my father taught me and from the book. I captured that first swarm, and many, many more. Bees at the greatest price discount possible, free, were available for my to use to make honey and make money.

The above paragraphs contain a number of more unmentioned, as yet, valuable lessons. First, it's important to find parents who are supportive of your efforts. I was lucky, but if you're not as blessed, find "mentors" as so many other successful people have. Second, it is important to read books. Give books as gifts too. Don't believe everything in 'em, do believe most of what is in 'em. Especially when you use at least two sources for your information. Reporters call this "corroboration," and "confirmation." Third, the best way to find things or market things is through advertising.

With all these money making ventures going on, I was spending a tremendous amount of time outdoors. I developed a love of hunting and fishing. I loved the woods and being out in nature while "harvesting" the wild blackberries, collecting worms, tending the bees, walking my egg-and-honey delivery route etc. As I got older, I became an adolescent and then a teenager. Really, you ask? No fooling? I say this because like practically every other teenage boy, I got interested in cars. I started to collect junk cars and trucks. As I began to tinker with one of them, my mother came outside to talk with me. (There's that lesson about the importance of finding supportive parents. Boy I was lucky with both!) My mother said, "Bill you don't want to be a farmer. They don't make money. You have to study. Go to college and get a respectable job. If you don't, you will be a farmer working too many long hours worrying about weather and crop diseases and such. Or, you'll be a trash collector. I love you." Then, she walked back into the house. I guess she saw the junk cars and trucks I had collected as trash.

Listen to your mother. That's a lesson you probably already knew before reading this. I picked out a college in the not-too-far from home backwoods of Pennsylvania. I graduated from Juniata College, near Huntingdon, in 1973 with a B. S. in Chemistry. My wife, Marjorie, also a Juniata graduate, is a teacher. We were married in 1977. We settled in Dublin, Pa. I worked for a small chemical plant. One weekend we had a yard sale. The first item that sold was the bunch of flowers that I removed from my wife's window box. Here's another valuable lesson that I have learned. Be observant. This eye opener was telling us that there is a market for plants here. If people will buy them from your window box, plants "will sell themselves." I always had a desire to raise trees and plants and own a farm, though not be a farmer like my mother warned me, so we decided to "go for it." Another valuable lesson: It is good to have a plan...

We purchased a small farm near Doylestown, in the well-to-do and growing heart of Bucks County, Pennsylvania. We began our "tree farm," our nursery. The local newspaper, The Doylestown Intelligencer, became our "store." Placing small "ads" in the paper under the classifieds was our method of advertising. A small, cheap 2 line ad such as, "Pine trees delivered. Planted and mulched, $8. Guaranteed. Call 215-345-0946," were awfully economical and phenomenally successful. We tried many ads. We found that just about anything can be sold or bought using classified advertising. Would it have been better to place quarter-page or full-page sales ads? Would it have made sense to spend money we didn't have yet? I believe the answer is no. "Buy as cheaply as you can," I said above is an important lesson. Now, besides trees, we market anything at our consignment store in Milan, Pa.

A few years later, we learned another lesson. Friends, Walter and Paul, who make Christmas Tree ball kits, had us over for dinner. They had years of marketing experience and told us that you have to test your market. Their suggestion was to run ads for what you want to do or sell and see the response, see if the market "likes" what you offer. Duh! This seems so obvious. They were right, though primitive and simple, isn't this similar to what Marjorie and I had been doing naturally with our flowers and ads for pine trees? Most people don't test out their markets before they invest. We were lucky we did. So take this valuable lesson and "test."

Marjorie and I now began investing in farm properties and leasing out spaces on the farms to help pay for the mortgages so we'd have positive cash flow. I decided that I would buy an option on a property (thank you again, dad's friend John for your lesson) and if I could, find tenants who would rent the property. If there was now the positive cash flow, we would exercise the option to buy. In this manner we would only buy properties that were "cash cows." We were testing to see if each of the properties would make money. (Thank you, Walter and Paul.) Additionally, we'd have all properties rented the day we took over so we would have no vacancies. Okay, being in an area with a growing economy helped.

All of this real estate "business," all of this investing we're doing is not "rocket science." It is the planned application of simple ideas. Or, to say it differently, it is the implementation of a plan. As they might say at the Wharton School of Business, this is "Planning and Control". Okay, enough of the repetition from Highland Hill Farm's Department of Redundancy Department. Just consider that we did not invent any new products or provide any better services. We spend our time, we "invest" our time "up front," beforehand, whether it's a tree, a plant, or real estate we're going to market. We followed our plans and always invested our time before our money. I always tell people to start at the public library. It's a gift of many books to all of us. The price of all those books is very low too. They're free to borrow. Remember that you don't have to read, for example, "The International Plant Propagators' Society Volume 54, 2004 edition, 88888,000001 pages," to be up to date. Do read a wide range of books. Even if only simple, "How-To books," like the how to select how to plant, how to sell, types of books.

My final lesson is, always ask questions when you can't find the answers yourself. I've asked thousands of questions. Then, listen to the answers. You can find more answers to almost anything at my web site

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