The project is scheduled to start in January 2011 running for 12 months and rivals an experiment by Chicago trader Richard Dennis in the eighties who set out to prove that anyone from any background could become a successful trader by following a simple set of rules.

The UK project will use Baghdady’s own capital to fund the apprentices- an estimated £100k per head- and will be based around his own set of 21 trading rules, the only system of its kind in the world to be based purely on price behaviour (exploiting the trends and human emotions).

“Because the Price Behaviour system is completely rule-based and captured in proprietary software, it can be used as the foundation to accelerate the training of novice traders. Our unique methodology creates advantages to the trader. We are prepared to fund this claim to make history with our trading model,” said Baghdady.

• Applicants are advised that there is no one profile or personality type that makes for a potentially successful trader, but that the ability to master the trading rules and trade without emotion are important qualities.
• They are expected to make no personal investment, take no losses and pay no commissions. They are also expected to start early, the same as professional traders, on the trading floor (Central House, 25 Camperdown Street, London. E1 8DZ) at around 07.30 each morning, Monday to Friday, until late afternoon.
• All Apprentices will study the three courses Training Traders offers, including the Foundation in Technical Trading, Day Trading and Long Term Trading. They will also be taught how to use the Training Traders software to support the rules and methods it teaches. Following this initial training, they will then move onto the live trading floor with Mike Baghdady and Ben Tuckey.
• A new website has been set-up to explain the Turtle Trader philosophy and the Apprentice Programme, here: http://newturtletraders.com

Applicants are invited to send their details to cv@trainingtraders.com by November 15th

As outlined in Deloitte’s paper “2010 FIFA World Cup. A Turning Point for South Africa,” South Africa is reaping the rewards of hosting the Cup, including infrastructure improvements, an economic boost, and an increase of national pride.

“South Africa has been likened to a mix of the developed and developing world,” said Lwazi Bam, Public Sector Industry Leader, Deloitte Southern Africa. “On the one hand, a strong technological and economic base put it on a par with the well-developed nations of the world. On the other, infrastructure shortfalls have contributed to keeping it from realizing its full economic potential. This major global event is a catalyst for much-needed infrastructure improvements.”

The need to move tens of thousands of fans, teams, and accompanying supportpersonnel rapidly from one place to another prioritized the strengthening of South Africa’s transportation system.  The country completed much of the
first section of its new high speed Gautrain passenger railway and added bus lines.  Highways were upgraded and the city of Durban was able to finish the country’s first new green field airport in five decades.  These infrastructure projects have increased employment opportunities and provided workers long-term skills and training.

One of the challenges in building the infrastructure for the event was generating power without an unduly adverse environmental impact. New stadium facilities include such environmentally-friendly features as natural ventilation and rain water capture systems.

In addition, host cities have undertaken large-scale tree-planting projects in an effort to soak up excess carbon dioxide.  As a coal-dependent economy, South African faces challenges; however, these steps move the country toward greener energy sources.

To ensure security, the minister of police has consulted with officials from more than 30 different countries whose nationals are in the country, resulting in an unprecedented level of international cooperation.

Seeking to balance a welcoming atmosphere with rigorous security standards, 40,000 police officers, 25 percent of the country’s total force, have been assigned to the Cup.  All of these activities have required a renewed spirit of cooperation between national and local agencies and departments.

Greg Pellegrino, Global Public Sector Industry Leader, Deloitte Touche Tohmatsu, said;

“South Africa has already realized many of the benefits hoped for by any national host of a major international sporting event. The event has provided a boost to national infrastructure improvements, increased employment during the global financial crisis, and provided a unifying rallying point for a still-developing nation. Moving the FIFA World Cup from a developed economy such as Germany, to an emerging economy such as South Africa, and to a continent that has never hosted the Cup, creates an important precedent for future hosts such as Brazil in 2014,”

Students who enroll for the new course will explore the latest thinking on technology, digital marketing and brand experience campaigns, and then explore how they apply to brand management.

The course is designed to be taken over a one year period full time or two years part time and will combine contributions from London Metropolitan University’s Faculty of Computing and Department of Applied Social Science as well as the London Metropolitan Business School.

The course structure includes six taught modules and a dissertation: Brand Equity; Data Mining Business Applications; Digital Marketing Fundamentals; E-Solutions and Digital Media Applications; Experiential Marketing; Marketing Research.

Dr Niall Caldwell, course leader at London Metropolitan Business School, said:

“Making sense of digital marketing is a top priority for most marketing professionals. This new course has been designed to explore the new digital world and expose students to the technical, social and commercial factors which are shaping the digital consumer. We want to equip students with the tools, understanding and skills they need in order to manage brands in the digital world.”

LMBS is located in the City of London and other central London sites and is the largest business school in the UK. It offers a wide range of undergraduate and postgraduate courses and has achieved an excellent rating for its teaching and research.

In addition to full-time study, LMBS also offers part-time courses, professional courses and executive education as well as conducting research and consultancy.

For more information visit the LMBS Digital & Experiential Marketing Degree webpage.

Bev James & James Caan-EBA Directors

Anyone who has witnessed the aggressive nature of bosses, as depicted through television programmes such as The Apprentice, will have winced or cringed more than once at the way the panel of entrepreneurs talk to the budding business owners.

Of course without such ‘bully bosses’ the programmes would seldom be worth watching and everyone would win a place in the final if characters like Simon Cowell did not exist to tell it how it is.

So these people are invited to ’star’ in these shows to boost viewing figures by being controversial.

However, to work for such people would certainly be a nightmare and Bev James who launched the Entrepreneurs’ Business Academy (EBA) in March alongside the impeccably mannered James Caan (Dragons Den), quite laudably  launched an attack on Britain’s bully bosses yesterday.

Citing the number one reason for people leaving their jobs as being their relationship with their boss, Bev James said that there is “No place for Lord Sugar style bully bosses in the boardroom.”

“When a 20-something entrepreneur and future employer is influenced by the tough talking of Alan Sugar, Simon Cowell or Gordon Ramsey that they see on TV, they are developing a new breed of egotistical bully boss,” she explained. “It’s alienating employees and causing a lot of problems in terms of talent retention in the UK.“

“Today, where there are so many different ways to start a business – for example as an Ebay trader – many new entrepreneurs have little or no experience of working for a boss. Therefore, they have no reliable role models and can soon run into trouble when they find themselves in charge of a dozen or more employees as their enterprise grows. Young people need to know how effective leadership and people management is actually achieved. They need proper guidance and advice!“

“James and I are determined to help young entrepreneurs learn key management skills and have introduced an EBA coaching module, ‘How to Create & Retain Superstar Teams’, which will be run by successful millionaire mentors,” said Bev James.

As well as her involvement with James Caan in the EBA, Bev James is also MD of the worlds largest training agency, The Coaching Academy.

The entrepreneurs will each be responsible for mentoring a GCSE or sixth form student who is hoping to run their own business. The one year programme involves students who have been selected from state and private schools across London, who have been nominated by teachers as being their ‘brightest stars’.

The Young Entrepreneurs programme  involves 22 students being taught a curriculum by the business leaders on subjects including marketing and finance. It will end with students split into teams to pitch a business plan to a panel of entrepreneurs and venture capitalists.

The winning team will go on to challenge winners from other countries in California’s technology hub, Silicon Valley, where they will meet leading world business experts.

“Accounting staff really are the unsung heroes of the small business community,” said Adam Harper, Director of Professional Development at the AAT.  “Keeping on top of developments in legislation is a technical challenge and is likely to be time-consuming for most small business owners.”

A 2007 HBOS survey found that 75% of small businesses were run by Directors with no financial training and 55% of SME business owners, with sole responsibility for financial matters within their firm did so without any form of external professional financial assistance.

“It’s a false economy for business owners not to get professional help with their finances, or to get some financial training themselves”, continued Harper.  “The costs incurred by basic errors or ignorance could make a big difference to a small business at this time.”
The Government is now providing additional training support for privately-owned SMEs, employing up to 250 people, to help them increase their productivity.  A number of key SME Finance areas have been identified and training is available through stand-alone modules or ‘thin’ qualifications that address specific skill areas, like introductory accounting and bookkeeping which are awarded by the AAT.

For further information about the AAT, its financial qualifications and the accountancy services offered by its members, check the ATT site or call 0845 863 0802

To find out more about the UK Government’s ‘SME Flexibilities’ funding programme*, please contact your local ‘Train to Gain’ Broker or call  0800 015 55 45.  (*This funding scheme is not available in Scotland)

Watch the video ‘Colin: A new kind of Superhero’ here.

Business rates are the third largest cost to SMEs per annum and rate relief could be worth up to £1200 per firm. Despite this, over £400m of Business Rates Relief goes unclaimed each year, in large part because firms are not aware of the opportunity. The scheme, introduced in 1990 but is due to close on April 1st (today), further impacting on small businesses.

Over a quarter of a million British companies filed their accounts late in 2007, an increase of 25% since 2003, and the trend is expected to continue in 2009 as firms struggle in a recessionary climate.  Fines for late filing increased dramatically in January 2009, with companies now being charged £150 for forms submitted up to four weeks late, or £375 if this period extends to three months. Small businesses also have to pay a 5% surcharge if they are three months late in paying.  In addition, fines automatically double if firms are found to have submitted the previous year’s returns late. Late filing costs for 2007/8 exceed £53m and are likely to increase 2008/9.

Ignorance of the ‘Time to Pay’ scheme, which was introduced in November 2008 (with immediate effect) and is administered by HMRC Business Payment Support Service, adds to the loss.  Only 60,000 businesses, out of a potential 4.7 million, have arranged to spread their tax burden with HMRC.

AAT concedes that it is unsurprising that business owners struggle with the nightmare of the UK tax system – Only India has a more complex tax code. Director of Corporate Resources Tom Kelman has called for greater clarity and easier access to support and guidance from the authorities, but adds that business owners must shoulder some of the responsibility;

“It really is a false economy for business owners not to get professional help with their finances, or to get some financial training themselves.  The costs incurred by basic errors or ignorance could have a major impact and could make or break a small business at this time.”

The key benefit of being employed by a smaller company is that of not having to tackle
layers of bureaucracy and self-concerned management to get thoughts heard and hopefully, get the rightful recognition for the results.

Smaller businesses do carry higher levels of risk when it comes to job security and stability of the working environment – but the rewards are there too.

But of course if your ideas happen to be complete pants then there is nowhere to hide…but at least you get your day in the sun.

By running 48 week courses and bringing down course durations from three to two years the government aims to give business what it wants.

However, most unis are set to resist this innovation, most vocal being Oxford, Cambridge and Bristol who claim the concept goes against the grain of tradition for students and staff who need out-time to research.

Currently these educational giants gain the lion’s share of public funding to maintain
their research ability [and status].

Some of the newer, ex-polytechnic universities are taking a more holistic and, dare it be said, business-like approach and are embracing the idea of responding to customer demand.