Friday, July 15, 2016

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Home buyers and refinancers who've paid all their credit card, mortgage and revolving debts on time could be in for an unexpected bonus: A big jump in their credit scores, opening up the possibility of lower interest rates and fees on future loans.

On the other hand, under important credit-scoring changes now being introduced to major lenders nationwide, some late-paying borrowers can expect painful retribution: significant drops on their scores below where they are today, potentially costing them more money the next time they apply for a mortgage.

These little-publicized credit score changes are part of a new, alternative approach being rolled out by the developer of "FICO" scores, the dominant credit-risk ratings used by mortgage lenders, credit card issuers, auto finance firms, insurance companies, employers and landlords across the country. "FICO" is short for Fair, Isaac & Co., Inc., of San Rafael, California. The company calls the new alternative its "Next Generation" scores, as distinct from the "Classic" FICO scores virtually all lenders currently use to rate loan applicants' risk of future defaults.

The new scores became available from all three national credit repositories -- Equifax, Experian, and TransUnion -- last month, and are expected to be rapidly adopted by banks and mortgage lenders during the coming year. The significance of the move to "Next Generation" scores was explained last week to local credit bureaus at the annual convention of the National Credit Reporting Association in Tucson, Arizona.

Fair, Isaac's Karlene Bowen said the key to the "Next Generation" score is that it uses complex statistical models to "see through" credit file data to better identify loan applicants who represent the highest risks of delinquency or foreclosure. Based on new analyses of tens of millions of consumer credit files, the Next Generation scores "reward" some people -- moving them into the heretofore rarefied "800" and higher score category. But it also pushes other people below the "600" level that often triggers higher interest rates and fees.

Under the FICO score system, consumer credit files are risk-rated on a numerical scale from 300 to about 900. The higher you score, the better credit risk you represent. Late payments, high credit balances against credit limits, too few or too new credit lines, and other factors lower scores. On-time payments, moderate to low credit balances against limits, and active but prudent use of credit over extended periods all tend to increase FICO scores.

Under the "Classic" FICO system now in use nationwide, only 11 percent of borrowers get scores of 800 or higher. Fully 40 percent of the credit-using population have scores of 699 or below.
With the introduction of Next Generation scores, however, 22 percent of all borrowers will discover their scores have risen into the select 800-plus category -- double the current proportion. On average, in fact, consumers with relatively clean credit histories are likely to score 15 points higher on the new system than under the current, "Classic" FICO. These are people who manage their credit well, and have no delinquencies or "derogatory" entries on their repository files.

On the other hand, certain borrowers will end up with lower scores:
Applicants with "thin" credit files that cover short time spans. These tend to be people with one or two lines of credit or who have only recently begun their credit lines. They sometimes score in the 700s under today's FICO system, but will experience a 20-30 point average decline under the new.
People with serious credit problems -- collections, charge-offs, and bankruptcies--can expect 10 to 15 point drops with Next Generation scoring. However, other borrowers with less serious problems -- a couple of 30-day late payments spread over several years, for example -- may well get slightly higher scores.





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In Belize getting around is pretty simple.
You have finally arrived at one of the most beautiful countries in the Caribbean. So how do you get to all those places you have been reading about? In Belize getting around is easily done by air, land, or sea actually.
Local Airlines
There are regular flights to major destinations in Belize including the larger islands of Ambergris Caye and Caye Caulker. Maya Island Air and Tropic Air both offer several daily flights within Belize. Do not worry if you are traveling to one of the smaller locations. Most of the hotels and resorts will arrange transportation for you if you ask.
Car Rentals
Depending on which destination you are visiting in Belize you can get by just fine without a car rental. However, to truly appreciate all that Belize has to offer you may want to consider renting one. If you are the adventurous type just make sure you rent a vehicle with four wheel drive. That way you can explore all the off-road sites and other adventures. All the major highways are paved. Most of the interesting places are off the beaten path though. During the rainy season the roads can get pretty muddy and driving is difficult without a four wheel drive vehicle.
There are many car rental agencies to choose from.
Taxis
Taxis are readily available no matter where you are. Today even the larger islands have taxis. You can recognize them by their traditional green license plates. Local taxi drivers are some of the best people to talk to if you want stories about Belize and tips on interesting places to visit. Most taxi drivers would be happy to arrange a day charter for you. This is especially nice if you do not want all the additional people that usually take the larger tours. Be sure to ask at your hotel for their recommendations. They usually have a favorite driver, someone trustworthy.
Buses
The most economical way to travel around Belize is by bus. Tickets are not normally required, but they are strongly suggested. During certain times of the day the buses fill up quickly and you will have to stand. Try to take one of the Express buses since these only stop at major stops along the way. Regular buses will stop frequently almost doubling the time it takes to get to your destination. If you do not mind all the hassle, riding on a bus is a sure way to experience Belize life and meet interesting people. People are always willing to share a good story with you.
Golf Carts
Golf carts have become a popular way of getting around on the islands. The streets on the islands are not usually paved and they tend to be pretty narrow. The larger islands usually have many people walking about, local inhabitants and visitors alike. Since golf carts are not very big they are easier to handle as you make your way across the island. They also have the added advantage of getting you all the way up to the beach. They are usually easy to come by from any of the golf cart rental agencies on the islands.
Bicycle
Bicycles are another popular option on the islands. They are pretty cheap to rent and can get you places that not even the golf carts can take you.
So remember, while in Belize getting around is a breeze.
Return from Belize Getting Around to


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When faced with declining profits and bleak outlooks, one way for  executives to respond is through increased risk taking. In fact,  researchers have consistently found that executives who find themselves  in undesirable situations tend to engage in more risk taking than  executives in more desirable situations. Given the current financial  environment, more and more executives may look to risk taking as a way  to escape disaster.
Traditionally, business risk taking has been considered a good thing —  as firms assume more risk, then they are rewarded with higher financial  returns. If this traditional thinking is sound, then executives in bad  situations should be encouraged to increase their level of risk taking  as a way to improve performance. However, a recent study I conducted with colleagues from the  University of Miami and Arizona State University found that not all risk  taking is the same, and the risks that executives in lower-performing  firms take tends to harm, rather than improve, firm performance. In  contrast, executives in higher-performing firms tend to take risks that  improve performance.
The difference is explained by looking at what motivates these executives to action. In lower-performing firms, executives are motivated by a desire to  escape the current situation, but in higher-performing firms, executives  are motivated by confidence in their capabilities.
Critical to risk taking success is the ability to sustain effort  through challenges and difficulties. When executives are motivated to  take risks because of confidence, then this confidence sustains them  through the problems that arise. However, when risk takers are motivated by a desire to escape their  current situation, they may not have the necessary confidence to sustain  their efforts when problems arise.  This tendency was illustrated by  examining the research and development investment decisions made by  executives in high technology firms.
While executives in lower-performing firms tended to invest more in  R&D projects, they focused their R&D investments on incremental  innovation. In contrast, executives in higher-performing firms invested  less in R&D, but when they did invest, it tended to be in more  radical innovation. Overall, it was the radical innovations that had the most positive effect on the future performance of the firms in the study.
So, while engaging in risk taking as a way to escape the current  difficult circumstances may be a natural reaction for many executives,  our research suggests that executives need to be cautious and make sure  they have the necessary confidence in their capabilities to sustain  their actions through difficult challenges that inevitably arise. If the motivation for engaging in risk taking is to escape a bad situation, the end result is not likely to benefit the firm.
Nathan Washburn, Ph.D., is an assistant  professor of management at Thunderbird School of Global Management. He  presented his paper, “Past Performance and Organizational Risk Taking,”  Aug. 12, 2008, at the Academy of Management annual conference in  Anaheim, Calif. Co-authors include Marianna Makri, Ph.D., an assistant professor at the University of Miami School of Business, and Luis R. Gomez-Mejia, Ph.D., a regents professor at the W.P. Carey School of Business at Arizona State University.


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