Charitable or lucrative, which do I establish first?
I want to start a charity because part of my business aim is to help street kids developp their creativity. For instance..Answers:
I am also trying to start up a non-profit org. Go next to non-profit. There are grants available especially when involving kids. The best place to procure advice is from your State Of Secretary website. Do you know the proper steps to receive your charity started? There are ALOT. My only other insist on is to not get discouraged. It take alot of time, phone calls and paperwork. Good Luck.
Other Answers:
If you want to give a hand street kids develop their creativity sell them video games.
what happen to dermal defense,inc?
Dermal Defense, Inc has a phone number of 248-663-2312. Whenever you appointment that number it is busy.Answers:
Dermal Defense Inc is still located in alike place it has be:
20700 Civic Center Dr
Southfield, MI 48076-4148
Their phoine number is still 248-663-2312.
compare a regular corporation to a LLC corporation?
Answers:
They are sort of the same, except for when it comes to taxes. Corporations foot taxes at the corporate level and the shareholders of the corporation are also tax on their earnings per share. In a LLC, the corporation itself is not tax but the shareholders in the LLC are tax on their earnings. Also, most of the time LLC is a smaller group of shareholders than a corporation. I have an idea that that is it. Oh and also, merely as a bonus...the words to the AC/DC song are Dirty Deeds Done Cheap...not Dirty deeds done with sheep.
Other Answers:
Uhh to the concluding strange person who answered it's
Dirty deeds done near Sheep in concert but on the register it's dirty deeds done Dirt cheap
what is the average amount of money a musicain make?
Answers:
impossible to calculate, but it is not much. if you initiate by day and play by dark, you can earn a good living.
musician
Other Answers:
depends which street corner they're working on
How much money do you own in your pocket right very soon? That's about how much a musician make.
analysis on target stores?
Answers:
Target Corporation is the fourth largest retailer in the United States, operating 1,556 stores within 47 states. Formerly Dayton Hudson Corporation, Target has three prevalent retail divisions: Target Stores, Mervyn's, and Marshall Field's. Target Stores is the number two discount retailer in the country, trailing merely Wal-Mart Stores, Inc., and has distinguished itself from its competitors by offering upscale, fashion-conscious products at affordable prices. The 1,225 Target stores, which are located surrounded by 47 states, generated 84 percent of Target's fiscal 2002 revenues. Included surrounded by this store count are Target Greatland units, which are much larger than the typical Target store, averaging 145,000 square foot versus 126,000 square feet; as very well as SuperTarget outlets, which are combined discount/grocery stores, averaging 175,000 square feet. Generating 9 percent of 2002 revenues be Mervyn's 267 stores situated in 14 states, primarily within the West, Southwest, and Midwest (specifically Minnesota and Michigan). Based in the San Francisco Bay nouns, Mervyn's positions itself as a chain of moderately priced, people friendly, neighborhood department stores. Target Corporation's full-service department store division, contributor of 6 percent of sales, is presently consolidated under the Marshall Field's streamer. The 62 Marshall Field's stores (which include locations that formerly operated lower than the Dayton's and J.L. Hudson's names) are located in eight states contained by the upper Midwest, with the majority found inside three metropolitan areas: Minneapolis, Chicago, and Detroit. Target Corporation's philanthropy has be and still is legendary. In 1989 the corporation received the America's Corporate Conscience Award for its magnanimity, and Target contributes more than $2 million respectively week to the communities in which its stores are located.
Early Years
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Target Corporation bear the strong imprint of its founder, George Draper Dayton. Dayton's father, a physician in New York state, could not afford to dispatch him to college, in chunk because the doctor freely gave his services to the poor. Hence Dayton set rotten on his own in 1873 at age 16 to work surrounded by a coal and lumberyard. A workaholic, he undermined his health and a year after that had to return to the relatives home to recuperate. Undeterred, he go on to become a banker. Less than ten years next, in 1883, he be rich enough to buy the Bank of Worthington contained by Minnesota. Meanwhile he had married and have become active contained by the Presbyterian Church.
Dayton's connection beside the Presbyterian Church proved to be instrumental to the rise of his Dayton Company. In 1893, the year of a recession that sent local real estate prices tumbling, the Westminster Presbyterian Church contained by Minneapolis burned down. The insurance did not cover the cost of a new building, and the just other source of income, a corner lot next to the demolished church, be unsalable because the real estate open market was doing poorly. The congregation prevailed on the Dayton own flesh and blood, who were dependable members of the church, to purchase it so the building of a topical church could proceed. Dayton bought it and eventually erected a six-story building on the lot. Casting about for tenant, he decided to buy the proximate Goodfellow Dry Goods store and set it up in the unknown building. In the spring of 1902 the store was prearranged as the Goodfellow Dry Goods store; in 1903 the corporate nickname was changed to Dayton Dry Goods Company, later seven years later simply Dayton Company, the forerunner of Dayton Hudson Corporation and, ultimately, Target Corporation.
Eventually the store would expand to imbue the six-story edifice. Dayton, with no previous experience contained by the retail trade, wielded tight control of the company until his demise in 1938. His principles of thrift and sobriety and his connections as a sponsor enabled the company to grow. As long as he was at the steering wheel, the store was run as a relations enterprise. Every Christmas Eve he would hand out candy to respectively employee of the store. Obsessed beside punctuality, he was specified to lock the doors at the onset of a union, forcing latecomers to continue and apologize to him in entity afterwards. The store was run on strict Presbyterian guidelines: no liquor be sold, the store was closed on Sunday, no business travel or promotion was permitted on the Sabbath, and Dayton Company refuse to advertise surrounded by a newspaper that sponsored liquor ad.
This approach did not stifle business; Dayton Company became extremely successful. A multimillion-dollar business by the 1920s, Dayton Company arranged it was primed to expand, purchasing J.B. Hudson & Son, a Minneapolis-based jeweler, in 1929, only two months before the historic stock flea market crash.
Dayton Company managed to weather the Great Depression, although its jewelry company operate in the red for its duration. Dayton's son David have died in 1923 at age 43, and George turned more and more of the company business over to another son, Nelson. George Draper Dayton died surrounded by 1938. He left singular a modest personal fortune, having given away millions of dollars to charity. In 1918 the Dayton Foundation have been established beside $1 million.
Nelson Dayton took over the presidency of Dayton Company in 1938, when it be already a $14 million business, and saw it grow to a $50 million enterprise. World War II did not hamper business; to some extent, Dayton's turned the war into an asset. Consumer merchandise were so scarce that it be no longer necessary to bring shoppers to buy what merchandise was available. Sales volume increased dramatically appreciation to Dayton's managers, who obtain goods to hold the store full. Nelson Dayton was meticulous about complying beside the government's wartime control of business and when, for instance, the government carried out its drive for shaving metal, he ordered the store's electric sign dismantled and added to the scrap mound. Until Nelson Dayton's death contained by 1950, the company was run along the strict moral lines of his father, its founder. In January 1944 Dayton's become one of the first stores in the nation to grant its workers a retirement policy, followed in 1950 by a comprehensive insurance policy.
Shedding Conservative Image, Launching Target: 1950s-60s
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With Nelson Dayton's release in 1950, Dayton Company embark on a new era. Instead of one-man rule, the company be led by a troop of five Dayton cousins, although one of them, Nelson's son Donald Dayton, assumed the title of president. The prohibition of liquor in the store's dining rooms be dropped, and soon Dayton Company would be completely secularized, advertising and doing business on Sunday.
The spanking new management of Dayton Company undertake radical and costly innovations. In 1954 the J.L. Hudson Company, which would eventually merge next to Dayton's, opened the world's largest shopping precinct in suburban Detroit. It be a great success, and two years latter Dayton Company decided to build a shopping arcade on a 500-acre plot of land outside of Minneapolis. Horrified to swot up that Minneapolis had simply 113 good shopping days a year, the architect approved to build a mall below cover; Southdale, the first fully enclosed shopping shopping precinct in history, be the result, with Dayton's as one of its anchor stores.
The not detrimental, conservative management style favored by George Draper Dayton and his son Nelson passed into history; a younger, more aggressive command pushed for radical expansion and innovation would follow within its wake. The company established the discount manacle Target in 1962, gap the first unit within Roseville, Minnesota, and in 1966 approved to enter the highly competitive bazaar of retail bookselling, opening B. Dalton Bookstores.
In 1967 the company changed its christen to Dayton Corporation and made its first public stock offering. That year, it also acquired San Francisco's Shreve and Company, which merged beside J.B. Hudson to form Dayton Jewelers. In 1968 it bought the Pickwick Book Shops in Los Angeles and merged them beside B. Dalton. Also in 1968 the company acquire department stores in Oregon and Arizona. The following year brought the purchase of J.E. Caldwell, a Philadelphia-based chain of jewelry stores, and Lechmere, a Boston retailer.
Acquiring Hudson's, Mervyn's, and Marshall Field's: 1969-90
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The year 1969 also saw a crucial acquisition: the Detroit-based J.L. Hudson Company, a department store cuff that had be in existence since 1881. The merger resulted within Dayton Hudson Corporation, the 14th largest retailer in the United States. Dayton Hudson stock be listed on the New York Stock Exchange.
With the merger, the Dayton Foundation changed its nickname to the Dayton Hudson Foundation. Since 1946, 5 percent of Dayton Company's taxable income was donated to the foundation, which continued to be the defence after the merger. The foundation inspired the Minneapolis Chamber of Commerce in 1976 to establish the Minneapolis 5% Club, which eventually included 23 companies, respectively donating 5 percent of their respective taxable incomes to charities. By the close of 1996 the foundation had donated over $352 million to social and arts-based programs.
Dayton Hudson bought two more jewelers contained by 1970--C.D. Peacock, Inc., of Chicago, and J. Jessop and Sons of San Diego. Company revenues surpassed $1 billion in 1971.
California-based Mervyn's, a splash of moderate-price department stores, merged with Dayton Hudson within 1978. That year Dayton Hudson became the seventh largest standard merchandise retailer in the United States, its revenues by 1979 topping $3 billion. Also within 1979 the Target chain become Dayton Hudson's largest producer of revenue, eclipse the department stores upon which the firm was founded.
Dayton Hudson bought Ayr-Way, an Indianapolis-based tie up of 50 discount stores, in 1980, and converted those unit to Target stores. In 1982 the company sold Dayton Hudson Jewelers to Henry Birks & Sons Ltd. of Montreal, and in 1986 it sold B. Dalton to Barnes & Noble, Inc. In 1984, meantime, the operation of the company's two full-service department stores were combined into a exotic unit call the Dayton Hudson Department Store Company, though the Dayton's and Hudson's units themselves retained their separate identity. Revenues topped the $10 billion mark surrounded by 1987.
The late 1980s found the company the focus of an unsolicited commandeering bid by the Dart Group, which would involve lawsuits by both parties beforehand a stock market crash contained by October 1987 ended the capture attempt. A second attempt at takeover of the company would be made nine years following, when rival J.C. Penney Company, Inc. offered more than $6.5 billion for the retailer. The offer, which analysts considered an undervaluation of the company's worth, be rebuffed. Meanwhile, Dayton Hudson continued its acquisition, purchasing Marshall Field & Company from BATUS Inc., the U.S. subsidiary of B.A.T. Industries PLC, in 1990 for almost $1 billion. Venerable Marshall Field's was as much a signpost in the Chicago nouns as Dayton's was contained by Minneapolis and the Hudson's stores were contained by Detroit; the acquisition added 24 department stores to Dayton Hudson's Department Store division while also doubling its department store retail space.
Launching Target Greatland, SuperTargets, and the Target Guest Card: 1990-95
------------------------------...
While the Dayton's, Hudson's, and Marshall Field's department stores offered the monied customer more costly and sophisticated merchandise, the popular Target and Mervyn's catered to the budget-conscious customer, offering apparel and recreational items on a self-service cause. With the approach of the 21st century, Target continued to be Dayton Hudson Corporation's biggest moneymaker, combining a successful business mix of clean, easy-to-navigate stores near quality, trend-responsive merchandise. The year 1990 saw the first performance of the first of over 50 expanded Target Greatland stores; in 1995, following the organize of such rivals as Wal-Mart and Kmart, the company opened its first SuperTarget, which combined the chain's successful broad merchandise mix with a grocery store. Along near expanding its traditional department stores along the East Coast, six new SuperTargets be planned for 1996 alone. Also introduced in 1995 be the Target Guest Card, the first store credit card in the discount retail industry. By 1998 the Guest Card have attracted nine million accounts.
The proliferation of shopping malls and the recessionary economy of the rash 1990s caused sharp change in consumer spending pattern throughout the United States. By 1996 the country could boast 4.97 billion square feet of retail space--an average of 19 square foot per person nationwide--but retailers feel the pinch caused by such a massive number of stores courting increasingly spending-shy consumers. This situation most negatively affected the mid-range and upper-range sale volumes generated by stores on the horizontal of Mervyn's, Dayton's, Marshall Field's, and Hudson's. In response, Dayton Hudson developed new merchandising, customer service, and selling strategies in an physical exertion to stabilize these units' falling sales volumes. Mervyn's focused greater reliance upon national brands, coupling this beside the growing use of print advertising and open market expansion through the acquisition of six Jordan Marsh stores and five Lord & Taylor stores surrounded by south Florida. Dayton's, Hudson's, and Marshall Field's courted the upscale consumer through an increased mix of unique, element merchandise, an increased emphasis on customer service, and an increased sales-floor staff, adjectives of which heralded a return to the "old-fashioned service" on which Dayton Hudson be founded. Meanwhile, the Department Store unit worked to slim down inventories and invest in remodeling and scientifically enhancing some of its older stores.
Reaching New Heights Under Ulrich: Late 1990s and Beyond
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In 1994 Target executive Robert J. Ulrich be named chairman and CEO of Dayton Hudson. In that same year the company begin a new strategy: developing a "boundaryless" corporate structure wherein resources and marketing and control expertise could be shared by each of the three divisions to create a more rationalized organization. In 1996 Ulrich launch a three-year program to cut $200 million in annual operating expenses, markedly at the underperforming Mervyn's and department store units.
By impulsive 1997 the Dayton Hudson Corporation consisted of three major autonomously run operating unit: Target, with 735 discount stores within 38 states, represented the company's primary area of growth; the moderately priced Mervyn's cuff operated 300 stores contained by 16 states, and the upscale Department Store Company operated 22 Hudson's, 19 Dayton's, and 26 Marshall Field's stores. Such broad-based expansion from the first six-story building surrounded by which Dayton was housed beyond a shadow of a doubt would have stunned the company's founder. Capital expansion, as all right as more varied retailing, have taken their place alongside the old policies of thrift and sobriety.
During 1997, as division of its drive to turn around the Mervyn's chain, Dayton Hudson sold bad or closed 35 Mervyn's outlets, including all of that chain's stores surrounded by Florida and Georgia. The late 1990s also saw a retrenchment on the department store front, as Dayton Hudson sold its Marshall Field's stores surrounded by Texas and also closed its Marshall Field's store in downtown Milwaukee.
Dayton Hudson also continued its pains to give stern to the communities that it served. During 1997 the corporation and its retail divisions made grants of approximately $39 million, including $2.8 million contained by scholarships that be given to high conservatory seniors who had be involved in their communities. That year, the Target manacle launched its Take Charge of Education program, which without delay became one of the corporation's most popular community support pains. The program allowed Target Guest Card holders to sign up the school of their choice to receive 1 percent of their Guest Card purchase amounts. Within two years, more than 300,000 school were registered and more than $800,000 have been given to these school.
Ulrich's cost-cutting efforts, the trimming of Mervyn's and Marshall Field's, and--most importantly--the juggernaut that Target have grown into combined to bring unprecedented levels of profitability to Dayton Hudson by the wrap up of the 1990s. While revenues increased to $33.7 billion by fiscal 1999, net income passed the $1 billion sucker for the first time, reaching $1.14 billion, translating into a profit margin of 3.4 percent. This represented a essential tripling of the 1996 profits of $463 million and a near doubling of the profit side-line that year, 1.8 percent. These results were driven primarily by the Target manacle, which had become one of the hottest commodities surrounded by retailing. Ulrich had concentrated on making Target a hip manacle featuring stylish products at quibble prices. For example, in precipitate 1999 the chain begin selling top-end Calphalon cookware and also launched a column of stylish small appliances and household goods designed by architect Michael Graves--the latter file becoming so popular that it quickly grew to include more than 500 items. Through such innovations Ulrich succeeded surrounded by clearly setting Target apart from its discount competitors--even leading some customers/fans to use a fancy French pronunciation of the chain's designation: Tar-zhay. Meantime, the chain continued to grow at the rate of in the order of 70 stores per year, expanding into the key urban areas of Chicago and New York City, as in good health as making a more widespread push into the Northeast. As a result, the 900-strong Target manacle was generate more than three-quarters of Dayton Hudson's revenues by decade's end, compared to around partially ten years earlier. The growing predominance of the discount cuff led the corporation to rename itself Target Corporation contained by January 2000.
During this same period the corporation gently developed an e-commerce strategy that involved managing its own online distribution. It bought Rivertown Trading Company, a Twin Cities-based mail-order firm, in 1998 for $120 million to switch fulfillment, marketing, and distribution services for the e-commerce efforts of adjectives the corporation's retail units. Online retailing gain a larger profile in untimely 2000 with the formation of a separate e-commerce section called Target Direct. New store brand net sites were launch later that year.
The Internet push also played a role surrounded by more name change. In January 2001 the corporation announced that it would change the name of its Dayton's and Hudson's department stores to Marshall Field's. Target was planning to launch an online bequest registry during 2001 and wanted to do so beneath a unified department store first name. Marshall Field's was chosen for several reason: it was the most widely particular of the three names, its floor of Chicago was bigger than both Minneapolis and Detroit and be a major travel hub, and it be the largest chain, beside 24 stores, compared to 19 Dayton's and 21 Hudson's.
At Target Stores (the official given name of the discount division), meantime, use of the Target Guest Card began to plateau as consumers gravitated more to third-party Visa and MasterCard cards, adjectives their use of private-label cards. Testing began on a Target Visa card within the fall of 2000, and by untimely 2003 nearly six million Guest Card accounts had be converted to the new Visa card. The Target cuff itself kept expanding in the rash 2000s, adding 62 discount stores to the total as very well as 32 new SuperTarget stores during fiscal 2002, bringing the overall total to nearly 1,150 and the SuperTarget count to around 100. By this time, the Target Stores division be generating 84 percent of the parent company's revenues. Profits reach $1.65 billion, despite the continuing struggles of the Mervyn's and Marshall Field's divisions, where returns were on the decline. Rumors continued to swirl something like the possible divestment of one or both of these divisions, neither one of which was calculation to its store count (Marshall Field's in certainty sold its two stores in Columbus, Ohio, within 2003). Ulrich consistently denied such rumors, however, and thus far the stellar success of the Target Stores division have more than made up for the disappointing performance of Target Corporation's other retail unit.
Principal Subsidiaries: The Associated Merchandising Corporation; Dayton's Commercial Interiors, Inc.
Principal Divisions: Target Stores; Mervyn's; Marshall Field's; Target Financial Services; target.direct.
Principal Competitors: Wal-Mart Stores, Inc.; Kmart Corporation; J.C. Penney Corporation, Inc.; Sears, Roebuck and Co.; Federated Department Stores, Inc.; The May Department Stores Company; The TJX Companies, Inc.; Kohl's Corporation; Dillard's, Inc.; Nordstrom, Inc.; Saks Incorporated; Ross Stores, Inc.
Other Answers:
Target is great!
They're ok but I can buy better quality clothes at a thrift store.
Go to the business library surrounded by an university near by where on earth you live and ask the librarian to help out. Else spend time reading target own website and other articles that you can "gooogle".
Cheaper than wal-mart on a lot of stuff.
target ,final in the days target be a good store to shop as far as correct prices and good sellection but presently Target aint sh.........! ANd i don't even curse.
They are a haven for Minivan Roseanne's, clustering around bright colors and red zones. The off-brand merchandise is lately as junky (if not worse) than at Wally's Mart. Bright lights, bright red spots, cute displays, wasteful merchandising and huge openspace to attract women who are afraid of LOOKING resembling they live in a trailer park or Suburban Sheetrock Shantytown. Stop at McDonald's and find a Yogurt on the way in that.
Big Box stores are supposed to sell things cheap, surrounded by volume. Target has created a huge performance of Pier 1, with adequate room in the aisles for Kirstie Alley.
Has anyone worked near the M&A firm GW Equity? Are they a polite firm for M&A?
Answers:
never heard of them
Other Answers:
I have same question from other angle. We are thinking of using them for an M&A. Did you find anything out?
inventory of top pharmaceutical companies contained by the year 2000?
Answers:
The Procter & Gamble Company
Johnson & Johnson
Pfizer Inc
Merck & Co., Inc.
3M Company
Abbott Laboratories
Cardinal Health, Inc.
Tyco International Ltd.
Mars, Incorporated
McKesson Corporation
Other Answers:
cvs
Pfizer
what happen when a partenship surrounded by a llc is ubable to work?
My husband is a member within a llc, what happens if the other applicant is unable to work. Does he still receive 50% of lattice profit?Answers:
An LLC is not a partnership but a corporation. The owners of this corporation are entitled to a share of the profits from it. Unless there is a prior agreement within place, if one of the owners were to die, his interest contained by the business is passed on to his heirs and they are entitled to a share of the profits and within determining how the business is run.
Other Answers:
Yes
what is the modern stock symbol for the merged SBC and ATT? puzld?
Answers:
The symbol for the new AT&T (the result of SBC purchasing the AT&T Long Distance company and CLEC) is T on the New York Stock Exchange. see interconnect below for more info.
Other Answers:
Unless I misunderstand something, ATT acquired SBC, and the business needs regulatory approval past concluding, but I presume that ATT will be the ticker symbol once the deal closes.
As usual, ndeily is completely wrong, again!
SBC is within the process of acquiring AT&T. There have been no announcement on the unusual stock symbol for this merger, which still needs regulatory and shareholder approval.
check here:
http://finance.yahoo.com/q?s=t
http://finance.yahoo.com/q?s=sbc
Source(s):
http://finance.yahoo.com/q?s=t
http://finance.yahoo.com/q?s=sbc
You inevitability approval from SBC and AT&T shareholders first.
This means sometime contained by the future a SBC shareholder union is going to take place and they are going to vote.
If they vote NO to the merger everything stays indistinguishable.
The same for AT&T shareholders.
After that. The United States of America Goverment has to approve the operation too.
In short.
This is going to take at most minuscule one year.
In the meantime everything stays the same.
what are the top trade publications or websites for the grease industry?
Answers:
Here are some of the top trade publications:
Petroleum Economist
World Oil
Oil & Gas Journal
European Chemical News
Energy Compass
Octane Week
Hart's Petroleum Finance Week
Middle East
Energy Analects
how do I get underway an introduction export company ?
Answers:
What are you going to export?
What are you going to import?
is yahoo better than G00GLE?
Answers:
For a search engine, definatly not. Yahoo is a path less powerful hunt engine than G00GLE. But i don't use G00GLE because G00GLE has be know for viruses, and have given us one.
Other Answers:
No ,I use both and feel similar to G00GLE is best.
If by that question you be determined "does Yahoo provide better search results than G00GLE", the most recent article I've see on the subject said they were in the order of even in the aspect of their search results (roughly 50% relevant results, on average.)
Yes
For what?
G00GLE does not host but I enjoy G00GLE a.d.sense on my Yahoo! hosted site. Both search engines are tilted to their advertisers, in recent times look on any page. Hardly anyone can figure out the spiders or bots.
Source(s):
Slightly Jaded
Yes
what is your definition of innovation?
Answers:
Innovation is a scientific approach for finding newer better philosophy and solutions to problems, which make life span easier and simpler to live!
Other Answers:
New ideas and concepts not a moment ago current technology with a different paint work.
It is just simply a clean Idea.
if i resembling somene and i dont kn if they dont resembling meeeeeeeeee?
if i wont to know were that persoon livees hw do i askAnswers:
lilpupeyes, you're disgusting!
Other Answers:
nobody would say-so yes because ur probably fv<king gay.n i asked a serious question n i considered necessary a serious answer a$$h0le
What is a sensible { DIVIDEND } distribution among 2 member and 7 fixed investors within a LLC ??
I'm trying to start a commercial daycare with 2 member and 7 limited liability investors. the investors will also oblige run the business.is it sensible to set up a plan where the owners of the co will recieve 20 percent a piece { 2 ancestors },,, and the remaining 60 percent to be distributed amoung the other 7 limited workers / helper ?
the distribution will be after operational expences.
Thanks ...
Answers:
You can't speak today what will be reasonable tomorrow since you don't know the adjectives. So set the LLC up as a manager-managed LLC. In an LLC all 9 of you will be "members," but one of the 2 who are taking the organize should be named as the examiner. (Or, both could be co-managers although that presents opportunity for deadlock.) The manager(s) make functioning decisions and just the manager(s) can sign contracts on behalf of the LLC. The manager(s) would have authority to aver a distribution (what you called a dividend) as they see fit from time to time, base on business conditions.
Other Answers:
You cannot do that, unless you want your company to be out of business within a year.