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billion medical device company is consideringKansas City-aresa sites — including the headquarters in Lenexs — for the expansion of its diabetes Competition for the expansion expected to deliver aboug 1,500 new jobs in the next five years, is down to the Kansasa City area versus San Antonio, said Steve Sabicer, a spokesmaj for Minneapolis-based ’s diabetes division. “We looked at cities in all 50 states,” Sabicerf said. “But it’s come down to Kansas City and San The winner is expectecd to be announcedby mid-April, he said.
Sabicerr said Medtronic had considerec all typesof new-facility including new construction, during its nine-month site But because the division wants to completew the expansion by the end of this year and perhapa as early as the it probably will lease or sublease existing he said. The division anticipates the needfor 180,000 squars feet at the expansion Sabicer said. The Applebee’s headquarters, which was the only one of Kansas City-area sites Sabiced mentioned by name, is 178,00 0 square feet. The Applebee’s headquarters, 11201 Rennee Blvd., celebrated its grand opening in January 2008 in the SouthlakweTechnology Park.
But Applebee’s parent company, (formerly IHOP Corp.), recently listed the entire buildinygfor sublease. The headquarters building is home to about 325 Applebee’s employees who support about 480 company-owned Miles McMillin, an Applebee’s spokesman said recently. But Applebee’s recent adoption of a two- to three-year plan to becomwe a 98 percent franchised system will diminishthe chain’s need for the Lenexza building. In contrast, Medtronic’s diabetes divisionm is in dire need of additional The division employsabout 1,50o0 in a 150,000-square-foot facilityu in Northridge, Calif.
, just outside Los The division has no room to expand Sabicer said, and wouldn’t want to “We’re looking to open new facilities in new areas,” he said. Sabiceer said the diabetes divisionis Medtronic’s fastest-growinv business unit, having postee more than $1 billion in sales. “We have the largestf share of the insulin-pump therapy markety in the United States,” Sabicer The division also makes and markets continuous glucose monitoring devicesand diabetes-management software. Sabicer would not say what typesd of jobs would be offered at theexpansionb location.
But he said almos t all of them wouldbe “newe local jobs” filled by college graduates. In narrowing down potentialp sites, he said, Medtronic has looked at laborr costand availability, business environment, facilitty costs and quality-of-life issues. “We certainly want to make sure it’sa environmentally friendly, as well,” he The Applebee’s headquarters was built to the silver-levekl standards of the U.S. Green Building Council’s Leadership in Energy and EnvironmentalDesign (LEED) program.
пятница, 30 декабря 2011 г.
среда, 28 декабря 2011 г.
SoftBrands sold for $80M; Golden Gate Capital is buyer - Minneapolis / St. Paul Business Journal:
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The buyer, a holding company created by private-equitty firm and its portfoliocompany , will pay 92 centds per share for SoftBrands. Shares of SoftBrandse closed at 47 cents per shareon Thursday. On the same date in SoftBrands’ stock closed at 1.09 per share. San Francisco, Calif.-basee Golden Gate Capital has about $9 billion in assetds under management. Infor, based in Ga., is a software compang with about 9,000 employees and $2.2 billionh in revenue. Minneapolis-based SoftBrands (AMEX: SBN) sells softwarse to the hospitality industry, as well as to smallo and mid-sized manufacturers under the brand. Its productsd handle tasks such as making reservations to settinroom rates.
SoftBrands CEO Randy Tofteland said in a presd statement that the deal will allos shareholdersto “realize significant valu e from their investment.” He also said the compang would benefit from an “alliance” with A spokeswoman for Infor said SoftBrand will continue to have a presence in though it has yet to be determinedr how many employees will remain SoftBrands’ board has already approvedf the sale, which is expected to closs in between 60 and 90
The buyer, a holding company created by private-equitty firm and its portfoliocompany , will pay 92 centds per share for SoftBrands. Shares of SoftBrandse closed at 47 cents per shareon Thursday. On the same date in SoftBrands’ stock closed at 1.09 per share. San Francisco, Calif.-basee Golden Gate Capital has about $9 billion in assetds under management. Infor, based in Ga., is a software compang with about 9,000 employees and $2.2 billionh in revenue. Minneapolis-based SoftBrands (AMEX: SBN) sells softwarse to the hospitality industry, as well as to smallo and mid-sized manufacturers under the brand. Its productsd handle tasks such as making reservations to settinroom rates.
SoftBrands CEO Randy Tofteland said in a presd statement that the deal will allos shareholdersto “realize significant valu e from their investment.” He also said the compang would benefit from an “alliance” with A spokeswoman for Infor said SoftBrand will continue to have a presence in though it has yet to be determinedr how many employees will remain SoftBrands’ board has already approvedf the sale, which is expected to closs in between 60 and 90
понедельник, 26 декабря 2011 г.
Halifax Health set to open France Tower - Orlando Business Journal:
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The France family, whichj founded Nascar and owns , pledgexd $10 million toward the Daytonq Beach facility. Situated at the on Clydre Morris Boulevard, the 180-room towe r adds more than 500,000 square feet of It also containsthe state’sx largest emergency department, which includea the area’s only trauma center and pediatric emergencgy department. was the project architect and the contractoerwas . The towed is set to open in phases, with the emergency departmen t set to openJune 16.
Four times larger than the currentt area, it will include 107 treatmentt rooms, a 4,500-square-foot rooftop landing pad that can accommodatr three trauma helicoptersand two, high-speed trauma-onluy elevators. The new private patien t rooms include spacefor visitors. Each patieng floor has a family resource area with computer access andeducational resources. Wireless Internet is availabls throughout the tower andincludes 650,000 square feet of surfacs parking. The new tower also includea state-of-the-art equipment and is capable of withstandin a category5 hurricane.
Halifax Health includes the Medicao Center ofDaytona Beach, Medicall Center of Port Orange, psychiatricc services, four cancer treatment centers, the area’s largestf hospice organization and communit treatment centers.
The France family, whichj founded Nascar and owns , pledgexd $10 million toward the Daytonq Beach facility. Situated at the on Clydre Morris Boulevard, the 180-room towe r adds more than 500,000 square feet of It also containsthe state’sx largest emergency department, which includea the area’s only trauma center and pediatric emergencgy department. was the project architect and the contractoerwas . The towed is set to open in phases, with the emergency departmen t set to openJune 16.
Four times larger than the currentt area, it will include 107 treatmentt rooms, a 4,500-square-foot rooftop landing pad that can accommodatr three trauma helicoptersand two, high-speed trauma-onluy elevators. The new private patien t rooms include spacefor visitors. Each patieng floor has a family resource area with computer access andeducational resources. Wireless Internet is availabls throughout the tower andincludes 650,000 square feet of surfacs parking. The new tower also includea state-of-the-art equipment and is capable of withstandin a category5 hurricane.
Halifax Health includes the Medicao Center ofDaytona Beach, Medicall Center of Port Orange, psychiatricc services, four cancer treatment centers, the area’s largestf hospice organization and communit treatment centers.
суббота, 24 декабря 2011 г.
Business executives seek input on five-year economic roadmap - South Florida Business Journal:
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The open meeting, held at the Manufacturinhg Center, is the fifth in a serie of forums across the state that begab June 3 in Gainesville and ends July 30 in The half-day workshops serve as the venude for discussion, viewpoints and a release from the statewide business retention and expansion organizatioj said. Among those invited to the event were representatives ofindustry associations, transportation experts, cultural arts smart growth advocates, elected officiald and economic development professionals.
The feedback will help the organizatioh focuson Florida’s most importanrt economic development needs and set the right goalsd for making the state more competitive and economically executives said. Topics were slatedc to run the gamutfrom retaining, creating and attracting high-wage jobs to cultivatinfg a talented and highly skiller future work force and from upgradintg infrastructure to increasing Florida’s globa competitiveness. Beyond the regional other opportunities are available for publi contributions to the development of the An Enterprise Florida now allows for feedback through several interactive features including a Roadmap survey and discussion board.
Additionally, the site providez the current Roadmap, related progress reports and “save the announcements for eachregional forum, the release Enterprise Florida’s board is charged with developing the plan and submittingv it to the governor and legislative Every three years, the Roadmapl to Florida’s Future the state’s blueprint for economicc development — is updated following competitivenessz analysis and feedback from a broad base of communitty representatives in the forums. is a partnership between Florida'ss business and government leaders and is headquarteredcin Orlando.
Its mission is “to diversif y Florida’s economy and create better-paying jobs for its citizens by attracting and helping to creates businessesin innovative, high-growth industries.”
The open meeting, held at the Manufacturinhg Center, is the fifth in a serie of forums across the state that begab June 3 in Gainesville and ends July 30 in The half-day workshops serve as the venude for discussion, viewpoints and a release from the statewide business retention and expansion organizatioj said. Among those invited to the event were representatives ofindustry associations, transportation experts, cultural arts smart growth advocates, elected officiald and economic development professionals.
The feedback will help the organizatioh focuson Florida’s most importanrt economic development needs and set the right goalsd for making the state more competitive and economically executives said. Topics were slatedc to run the gamutfrom retaining, creating and attracting high-wage jobs to cultivatinfg a talented and highly skiller future work force and from upgradintg infrastructure to increasing Florida’s globa competitiveness. Beyond the regional other opportunities are available for publi contributions to the development of the An Enterprise Florida now allows for feedback through several interactive features including a Roadmap survey and discussion board.
Additionally, the site providez the current Roadmap, related progress reports and “save the announcements for eachregional forum, the release Enterprise Florida’s board is charged with developing the plan and submittingv it to the governor and legislative Every three years, the Roadmapl to Florida’s Future the state’s blueprint for economicc development — is updated following competitivenessz analysis and feedback from a broad base of communitty representatives in the forums. is a partnership between Florida'ss business and government leaders and is headquarteredcin Orlando.
Its mission is “to diversif y Florida’s economy and create better-paying jobs for its citizens by attracting and helping to creates businessesin innovative, high-growth industries.”
среда, 21 декабря 2011 г.
Chain Store Guide Launches Demographic Mapping Software for Retail Marketplace
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June 2 /PRNewswire/ -- Chain Store Guid e (CSG) announced the release of a new online business intelligence Instant Demographics allows companies to search census geographic information, along with retail and restaurant industry market informatiomn in one online program. Users can then develol customized charts, maps, graphsd and analysis for strategic plansand reports. The new softwarse has over 6,000 search optionas designed for retail, manufacturing, real estate, and other industry professionals. Priced at $1,295 for the demographicsz software subscriptionand $639 for individual CSG data sets this is an inexpensiver business intelligence tool.
Instant Demographicw is a collaboration ofindustry databases, with SRC's geographicx business intelligence software. The combination of the two organization's core competencies provides a powerful new analyticapl tool for executives in the retail and restaurant Both companies feel that given the current economic market, Instant Demographics could be a huge benefift for retail companies and suppliers. CSG publisher states, "companieds in this economic environment are seeking as much analytical information as possible beforde makingkey decisions. Instant Demographics provides businesses with a large majoritgy of that data in oneonline subscription.
This softward helps companies conduct competitive analysies and accurately gaugemarket share." The Instant Demographics software has nearly 600,000 locations and over 6,000 variableas that you can conductt searches and queries on. Chaib Store Guide itself develops marketr research and compiles industry headquarter data forthe restaurant, wholesale grocery, foodservice, apparel, department home centers, hardware drug store, and real estate Since Instant Demographics has so many featurew and variables, Chain Store Guide recommends that individuals interestedf in the software schedule a training sessiomn with one of the company's data consultantsa before purchasing the product.
While Instang Demographics is anew product, Chain Store Guidw itself has been in businesx for over 80 years. Chain Stors Guide sees Instant Demographics as the next step inthe company'xs evolution from print directory publisher to data solutions The company's customers have transitioned from prinyt directory to database, and now many are starting to utilizr cloud computing solutions. Chain Store Guide viewsx these trends as natura and is quickly developing solutions to fittheir needs.
To learnb more about Chain Store Guide or Instang Demographicsgo to:
June 2 /PRNewswire/ -- Chain Store Guid e (CSG) announced the release of a new online business intelligence Instant Demographics allows companies to search census geographic information, along with retail and restaurant industry market informatiomn in one online program. Users can then develol customized charts, maps, graphsd and analysis for strategic plansand reports. The new softwarse has over 6,000 search optionas designed for retail, manufacturing, real estate, and other industry professionals. Priced at $1,295 for the demographicsz software subscriptionand $639 for individual CSG data sets this is an inexpensiver business intelligence tool.
Instant Demographicw is a collaboration ofindustry databases, with SRC's geographicx business intelligence software. The combination of the two organization's core competencies provides a powerful new analyticapl tool for executives in the retail and restaurant Both companies feel that given the current economic market, Instant Demographics could be a huge benefift for retail companies and suppliers. CSG publisher states, "companieds in this economic environment are seeking as much analytical information as possible beforde makingkey decisions. Instant Demographics provides businesses with a large majoritgy of that data in oneonline subscription.
This softward helps companies conduct competitive analysies and accurately gaugemarket share." The Instant Demographics software has nearly 600,000 locations and over 6,000 variableas that you can conductt searches and queries on. Chaib Store Guide itself develops marketr research and compiles industry headquarter data forthe restaurant, wholesale grocery, foodservice, apparel, department home centers, hardware drug store, and real estate Since Instant Demographics has so many featurew and variables, Chain Store Guide recommends that individuals interestedf in the software schedule a training sessiomn with one of the company's data consultantsa before purchasing the product.
While Instang Demographics is anew product, Chain Store Guidw itself has been in businesx for over 80 years. Chain Stors Guide sees Instant Demographics as the next step inthe company'xs evolution from print directory publisher to data solutions The company's customers have transitioned from prinyt directory to database, and now many are starting to utilizr cloud computing solutions. Chain Store Guide viewsx these trends as natura and is quickly developing solutions to fittheir needs.
To learnb more about Chain Store Guide or Instang Demographicsgo to:
понедельник, 19 декабря 2011 г.
AT&T to secure Amtrak information technology infrastructure - Atlanta Business Chronicle:
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Financial terms of the agreement werenot Dallas-based AT&T (NYSE: T) will providse services to protect D.C.-based Amtrak’s telecom networkj infrastructure, the company’s Web site and the personal information of The company will be responsible for implementingg and managing Amtrak’s wireless local area network (WLAN) and its enhancexd virtual private network (EVPN) to help connecty more than 400 locations and multiple networks on a singlr network platform.
“We are bringing together and providing securitt service across the newly constructed Amtrak saidGene Budsock, director of product marketing managemen for security services at Additionally, AT&T will put up firewalls to secure data that flowes both in and out of Amtrak’s networks, monitoriny for internal threats to and breached of the company’s security policies. Despite, some contraction in technologhy spending due tothe economy, Budsoc k said some areas of IT spendingb are creeping upwards. “Any time there is heightened awareness of security we get an increasein [customer] said Budsock.
“As there is more scrutiny aroundr protecting the customers and shareholdersof institutions... that makese companies better be able to spenx security dollars than otherIT dollars.” Under the Amtrak also will use AT&T voice services, includinb long distance and audio and Web conferencing Amtrak provides intercity passenge rail service across 46 states and 21,00o0 route miles. In the company’s last fiscal year, its trains carriec more than 28.7 million AT&T is the third largest employer in which is the headquarters of itswirelesz subsidiary, AT&T Mobility.
Financial terms of the agreement werenot Dallas-based AT&T (NYSE: T) will providse services to protect D.C.-based Amtrak’s telecom networkj infrastructure, the company’s Web site and the personal information of The company will be responsible for implementingg and managing Amtrak’s wireless local area network (WLAN) and its enhancexd virtual private network (EVPN) to help connecty more than 400 locations and multiple networks on a singlr network platform.
“We are bringing together and providing securitt service across the newly constructed Amtrak saidGene Budsock, director of product marketing managemen for security services at Additionally, AT&T will put up firewalls to secure data that flowes both in and out of Amtrak’s networks, monitoriny for internal threats to and breached of the company’s security policies. Despite, some contraction in technologhy spending due tothe economy, Budsoc k said some areas of IT spendingb are creeping upwards. “Any time there is heightened awareness of security we get an increasein [customer] said Budsock.
“As there is more scrutiny aroundr protecting the customers and shareholdersof institutions... that makese companies better be able to spenx security dollars than otherIT dollars.” Under the Amtrak also will use AT&T voice services, includinb long distance and audio and Web conferencing Amtrak provides intercity passenge rail service across 46 states and 21,00o0 route miles. In the company’s last fiscal year, its trains carriec more than 28.7 million AT&T is the third largest employer in which is the headquarters of itswirelesz subsidiary, AT&T Mobility.
суббота, 17 декабря 2011 г.
Mutual Interests for Baghdad and Washington - Huffington Post (blog)
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Globe and Mail | Mutual Interests for Baghdad and Washington Huffington Post (blog) New York - President Barack Obama has taken his containment policy through partnership to a new level this week by crowning Iraqi Prime Minister Nouri Al-Maliki as a strategic player in the Arab-Iranian-Turkish equation. The US president has purposely ... Pa netta Says US Will Have Robust Presence in Middle East Not the end of the war in Iraq? Middle East US forces mark end of Iraq mission |
четверг, 15 декабря 2011 г.
вторник, 13 декабря 2011 г.
Sanofi-aventis will pay $95.5M to settle federal claim - Kansas City Business Journal:
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million to settle a federal civil claim that a predecessor companyu skirtedMedicaid requirements, the company and the said The company said in a release that it admitted no wrongdoinbg through the settlement. The Justic e Department had accused of underpaying drug rebates it was required to pay into Medicaid between 1995and 2000, according to a separated Justice Department news release. Aventis Pharmaceuticalsw allegedly partnered with HMOs Kaisetr Permanente Medical Care Program and an affiliates to repackagethe steroid-based anti-inflammatory nasalk sprays Azmacort, Nasacort and Nasacort AQ.
In doin g so, the Justice Departmen alleged, Aventis Pharmaceuticals did not accuratelty represent the price ofthe products, enabling it to avoid payinvg millions of dollars in rebates. According to the Justic e Department, $49 million of the settlement will be paid to thefederal government. More than $40 milliojn will be paid to states, though it was not immediatelyu clear which states would receivethe money. The remaining $6 millionh will go to publix health providers. Sanofi-aventis termed it an fund available to stated wishing to settle claims similar to thoss of theJustice Department. Sanofi-aventis SNY) is based in Bridgewater, N.J.
According to the company’s Web the Kansas City facility “isd one of the company’s primaryg manufacturing sites.” A company spokeswoman couldn’t immediatelhy be reached for comment.
million to settle a federal civil claim that a predecessor companyu skirtedMedicaid requirements, the company and the said The company said in a release that it admitted no wrongdoinbg through the settlement. The Justic e Department had accused of underpaying drug rebates it was required to pay into Medicaid between 1995and 2000, according to a separated Justice Department news release. Aventis Pharmaceuticalsw allegedly partnered with HMOs Kaisetr Permanente Medical Care Program and an affiliates to repackagethe steroid-based anti-inflammatory nasalk sprays Azmacort, Nasacort and Nasacort AQ.
In doin g so, the Justice Departmen alleged, Aventis Pharmaceuticals did not accuratelty represent the price ofthe products, enabling it to avoid payinvg millions of dollars in rebates. According to the Justic e Department, $49 million of the settlement will be paid to thefederal government. More than $40 milliojn will be paid to states, though it was not immediatelyu clear which states would receivethe money. The remaining $6 millionh will go to publix health providers. Sanofi-aventis termed it an fund available to stated wishing to settle claims similar to thoss of theJustice Department. Sanofi-aventis SNY) is based in Bridgewater, N.J.
According to the company’s Web the Kansas City facility “isd one of the company’s primaryg manufacturing sites.” A company spokeswoman couldn’t immediatelhy be reached for comment.
суббота, 10 декабря 2011 г.
Now is a time for leaders to gain new consciousness - bizjournals:
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While we look to our leaderse for stability and confidence that thingsz willbe OK, even they are now It's a pressure cooker, and the real questiob is how to remain grounded in the face of this So, where can a leader go? It startsw on the inside, and ends up in new consciouse choices based on solid grounding. It’s a processx that starts with a leader’s introspection. Reflection: Getting grounded starts with having a regular time each day to to gain perspective on the crises of the day and to gain insighgt into whattruly matters. It may be a time of meditation, vigorouxs exercise, or a long walk.
The intentioh here is to find a place of peacer and serenity and to clarifyh what can be changed andwhat cannot. • What have you learned about thefirees you’re fighting? How important are they? It is critical to learn from the past and not continus to repeat the same mistakes. We will also learnj about ourselves and why we keep fightingfthose fires. • Assessment: Now it’s time to assess the key challengese weface and, basef upon our new ground and what truly matters, to look at new and differeny options for solving these • Conscious Choice: Conscious choices can now be made that are not reactive, that are tied to what’xs best for the people and the business, and that will creater a different environment for the work force and New insights lead to new which in turn leads to new thinking becoming proactive and formulating new strategies and direction.
It’ s an inside-out process. It starts deep inside us, at the core of who we are, that whicuh gives us a sense of peace about whatis important. And from that placwe comes sound judgment and a positive message aboufthe future. Conscious business choicea are built on conscious personal choicess that are built on who we are This new ground enables us to move beyonde thepressure cooker, reaction, and contingencuy leadership.
While we look to our leaderse for stability and confidence that thingsz willbe OK, even they are now It's a pressure cooker, and the real questiob is how to remain grounded in the face of this So, where can a leader go? It startsw on the inside, and ends up in new consciouse choices based on solid grounding. It’s a processx that starts with a leader’s introspection. Reflection: Getting grounded starts with having a regular time each day to to gain perspective on the crises of the day and to gain insighgt into whattruly matters. It may be a time of meditation, vigorouxs exercise, or a long walk.
The intentioh here is to find a place of peacer and serenity and to clarifyh what can be changed andwhat cannot. • What have you learned about thefirees you’re fighting? How important are they? It is critical to learn from the past and not continus to repeat the same mistakes. We will also learnj about ourselves and why we keep fightingfthose fires. • Assessment: Now it’s time to assess the key challengese weface and, basef upon our new ground and what truly matters, to look at new and differeny options for solving these • Conscious Choice: Conscious choices can now be made that are not reactive, that are tied to what’xs best for the people and the business, and that will creater a different environment for the work force and New insights lead to new which in turn leads to new thinking becoming proactive and formulating new strategies and direction.
It’ s an inside-out process. It starts deep inside us, at the core of who we are, that whicuh gives us a sense of peace about whatis important. And from that placwe comes sound judgment and a positive message aboufthe future. Conscious business choicea are built on conscious personal choicess that are built on who we are This new ground enables us to move beyonde thepressure cooker, reaction, and contingencuy leadership.
четверг, 8 декабря 2011 г.
Riverside firm to add 100 jobs - Kansas City Business Journal:
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In the past week, the Riverside-basex company expanded its Peach State facility froma 6,000-square-foot officwe to a 40,000-square-foot building. The new building dwarfe CDO’s local headquarters, which is about 15,00p0 square feet. The Georgiwa expansion — near comes after the company received additionalo work from anexisting $96 million contractf awarded in 2005. CDO performw technical data and engineering supporty atthe , at the The 13,000-person center is a support and repair deport for a variety of aircraft, including the gigantidc C-5 Galaxy.
Company Vice President Don Ertekl did not disclose how much revenue the additional workwill generate, but said it will add 20 new employeesd immediately and another 80 by the end of the CDO currently has about 315 85 of which are local, said Dave CDO director of corporate development and communications. Last Januaryg the company had 305 total employees with225 local, according to The company is makinv the shift after programsz at dried up or shifted away from CDO’s expertise. “Wright-Patt used to be our breaed and butter,” Stack said.
Withinb the past few months, the company was selectef to bid on a potof $428 used to deliver Radio Frequency Identification (RFID) solution to federal defense and non-defense users. It will be administere by the . The contract is for state-of-the-art methode to monitor and traci itemsand people. The company also made the short list of contractorsz in March allowed to bid on aseparatde $75.5 million from the . The contract will lay the groundworik for CDO to work with the or the to integratre RFID infrastructure within itssupplh chain.
Most of the work will be performed at locations outsid e theDayton region, but any projects the company wins will be manages out of the headquarters, thus boostingv its local staff, Ertel said. The 19-year-old company is makinh significant strides securing businessoutside Wright-Patt, CDO Presidentr and CEO Al Wofford said in an employee “We are fortunate at CDO to have a broaxd business base,” Wofford wrote. “Thids didn’t happen overnight.” Ertel said the companty recently hired a commercial businessdevelopment manager, as CDO seeksx to translate its government successs into the commercial marketplace.
In the past week, the Riverside-basex company expanded its Peach State facility froma 6,000-square-foot officwe to a 40,000-square-foot building. The new building dwarfe CDO’s local headquarters, which is about 15,00p0 square feet. The Georgiwa expansion — near comes after the company received additionalo work from anexisting $96 million contractf awarded in 2005. CDO performw technical data and engineering supporty atthe , at the The 13,000-person center is a support and repair deport for a variety of aircraft, including the gigantidc C-5 Galaxy.
Company Vice President Don Ertekl did not disclose how much revenue the additional workwill generate, but said it will add 20 new employeesd immediately and another 80 by the end of the CDO currently has about 315 85 of which are local, said Dave CDO director of corporate development and communications. Last Januaryg the company had 305 total employees with225 local, according to The company is makinv the shift after programsz at dried up or shifted away from CDO’s expertise. “Wright-Patt used to be our breaed and butter,” Stack said.
Withinb the past few months, the company was selectef to bid on a potof $428 used to deliver Radio Frequency Identification (RFID) solution to federal defense and non-defense users. It will be administere by the . The contract is for state-of-the-art methode to monitor and traci itemsand people. The company also made the short list of contractorsz in March allowed to bid on aseparatde $75.5 million from the . The contract will lay the groundworik for CDO to work with the or the to integratre RFID infrastructure within itssupplh chain.
Most of the work will be performed at locations outsid e theDayton region, but any projects the company wins will be manages out of the headquarters, thus boostingv its local staff, Ertel said. The 19-year-old company is makinh significant strides securing businessoutside Wright-Patt, CDO Presidentr and CEO Al Wofford said in an employee “We are fortunate at CDO to have a broaxd business base,” Wofford wrote. “Thids didn’t happen overnight.” Ertel said the companty recently hired a commercial businessdevelopment manager, as CDO seeksx to translate its government successs into the commercial marketplace.
вторник, 6 декабря 2011 г.
Divine Llama Vineyard will grab your attention - bizjournals:
ucenyt.wordpress.com
This spring, they opened a tastingv room, where visitors can pet llamae and sample some traditional wines withsome not-so-traditionak names. The two explain their branding their marketing approach and why someone would name awine “In a Heart Beat.” Q: OK, wherew did the name Divine Llama come from A: Divine Llama reflects the fact that Mike and his wife raisde llamas — 36 as of yesterdah — on the farm. The derivation “Divine” is a play on as in grape vine. Q: That explains its origin, but talk abouty the name in termsof branding?
A: Brandingt is also about creating a need in people in find out Since llama are basically unknown to most they generate the question as to why llamaw and what are they like? Q: And what are llama like, never having personallh met one? A: Often it is the llam a that get the first-time visitor to our tastinhg room. When visitors get out of their vehicleds they immediately head first to thellam fence. Once people are introducesd to llama, they become infatuated. Q: What marketing plans do you have thatcomplemenyt this? A: Our marketing plans revolve firsyt around getting people to the farm and tastin g room. The more they see our setting and the llamup close, the more memorable.
Q: Yadkin Valley Wine Co. in Hamptonvillew produces and bottlesyour wine. How common is this? A: This is quitee common. Many of the wineries in the Yadkin ValleyAVA (Americah Viticultural Area) are doing a custonm crush arrangement with a number of different vineyards. Q: Exactl y what do you do and what dothey do? A: We raisee the grapes and then forwardx them to the winery where they do all of the processing and bottlinv of the wine. They have a barrel room therewas well. We pay a pricer per bottle to have this work performesd byYadkin Valley. Q: How, is it your wine? A: We work with the wine makeer on whento harvest.
A few days too late or too earlt in harvesting can make abig difference. We continu e to monitor the sugatr and acid levels duringthis period. We also reviewe which wines are to be finished in stainless steelk tanks versus being put intooak barrels. Once in the we do early tasting of wine and try to determineeach wine’s strengths and weaknesses before finishing. This coulf lead to decisions as to how long to leavde inthe barrels, when to bottle, when to add when to blend, what to blend with whic other varietal, et Q: Why would you name a wine “Ijn a Heartbeat”? A: Heartbeat is Mike’sa favorite female llama.
He showed her for a few yearw (Yes, there are llama showws just like horse and took herto Lincoln, Neb., to the Granc Nationals in 2006, where she was selected as third-best female llama in the countryy that year.
This spring, they opened a tastingv room, where visitors can pet llamae and sample some traditional wines withsome not-so-traditionak names. The two explain their branding their marketing approach and why someone would name awine “In a Heart Beat.” Q: OK, wherew did the name Divine Llama come from A: Divine Llama reflects the fact that Mike and his wife raisde llamas — 36 as of yesterdah — on the farm. The derivation “Divine” is a play on as in grape vine. Q: That explains its origin, but talk abouty the name in termsof branding?
A: Brandingt is also about creating a need in people in find out Since llama are basically unknown to most they generate the question as to why llamaw and what are they like? Q: And what are llama like, never having personallh met one? A: Often it is the llam a that get the first-time visitor to our tastinhg room. When visitors get out of their vehicleds they immediately head first to thellam fence. Once people are introducesd to llama, they become infatuated. Q: What marketing plans do you have thatcomplemenyt this? A: Our marketing plans revolve firsyt around getting people to the farm and tastin g room. The more they see our setting and the llamup close, the more memorable.
Q: Yadkin Valley Wine Co. in Hamptonvillew produces and bottlesyour wine. How common is this? A: This is quitee common. Many of the wineries in the Yadkin ValleyAVA (Americah Viticultural Area) are doing a custonm crush arrangement with a number of different vineyards. Q: Exactl y what do you do and what dothey do? A: We raisee the grapes and then forwardx them to the winery where they do all of the processing and bottlinv of the wine. They have a barrel room therewas well. We pay a pricer per bottle to have this work performesd byYadkin Valley. Q: How, is it your wine? A: We work with the wine makeer on whento harvest.
A few days too late or too earlt in harvesting can make abig difference. We continu e to monitor the sugatr and acid levels duringthis period. We also reviewe which wines are to be finished in stainless steelk tanks versus being put intooak barrels. Once in the we do early tasting of wine and try to determineeach wine’s strengths and weaknesses before finishing. This coulf lead to decisions as to how long to leavde inthe barrels, when to bottle, when to add when to blend, what to blend with whic other varietal, et Q: Why would you name a wine “Ijn a Heartbeat”? A: Heartbeat is Mike’sa favorite female llama.
He showed her for a few yearw (Yes, there are llama showws just like horse and took herto Lincoln, Neb., to the Granc Nationals in 2006, where she was selected as third-best female llama in the countryy that year.
воскресенье, 4 декабря 2011 г.
Woodland Corporate Center building gets LEED gold certification - Jacksonville Business Journal:
stony-coating.blogspot.com
The building, which openedf early last year, was designed and buily to meet the second highest ranking ofthe Council’s Leadershi p in Energy and Environmentaol Design. was the general contractor. Liberty Propertu Trust Vice President Jody Johnston estimatews the cost of building to greenm standards added an additional 5 perceng to the overall development but that will be more than offset by lowe renergy costs. Special features include showers and lockersx for workers who need to wash or changed clothes after they bike or jogto work. A deck made of recyclefd plastic borders the back ofthe building, overlooking a wetlandsx area that provides shade.
Landscaping incorporates drought-resistant plantsd native to Florida. A white reflective roof deflect sthe sun. Bins for recycling are placec near trash binsfor accessibility. Restroomn urinals conserve water by relying on gravity and a filter insteadof water. That featurew is expected to save 360,000 gallons annuallhy since each urinal uses anestimated 40,000o gallons annually, Johnston said. Grass surroundingh the parking lot soaks up And Flexi-pave, a recycled rubber, was used insteard of asphalt around the large oak trees that line the The porous rubber allows water to soak into the The building, located at 4631 Woodlandf Blvd.
, received the “Office Buildinv of the Year” Award from the Tampa Bay Chapter of the and the “Greehn Building Design Award” from the Hillsborough City-County Planning Commissiojn in Tampa. Liberty (NYSE: LRY) has developer and leased 19 buildings with nearly 1 milliom square feet of space in the parksincr 1996. Key park tenants include , Travelers, Travel and .
The building, which openedf early last year, was designed and buily to meet the second highest ranking ofthe Council’s Leadershi p in Energy and Environmentaol Design. was the general contractor. Liberty Propertu Trust Vice President Jody Johnston estimatews the cost of building to greenm standards added an additional 5 perceng to the overall development but that will be more than offset by lowe renergy costs. Special features include showers and lockersx for workers who need to wash or changed clothes after they bike or jogto work. A deck made of recyclefd plastic borders the back ofthe building, overlooking a wetlandsx area that provides shade.
Landscaping incorporates drought-resistant plantsd native to Florida. A white reflective roof deflect sthe sun. Bins for recycling are placec near trash binsfor accessibility. Restroomn urinals conserve water by relying on gravity and a filter insteadof water. That featurew is expected to save 360,000 gallons annuallhy since each urinal uses anestimated 40,000o gallons annually, Johnston said. Grass surroundingh the parking lot soaks up And Flexi-pave, a recycled rubber, was used insteard of asphalt around the large oak trees that line the The porous rubber allows water to soak into the The building, located at 4631 Woodlandf Blvd.
, received the “Office Buildinv of the Year” Award from the Tampa Bay Chapter of the and the “Greehn Building Design Award” from the Hillsborough City-County Planning Commissiojn in Tampa. Liberty (NYSE: LRY) has developer and leased 19 buildings with nearly 1 milliom square feet of space in the parksincr 1996. Key park tenants include , Travelers, Travel and .
пятница, 2 декабря 2011 г.
High Yielding SeaDrill Limited and Linn Energy Poised to Benefit From Stronger ... - MarketWatch (press release)
viningocouqyl1601.blogspot.com
High Yielding SeaDrill Limited and Linn Energy Poised to Benefit From Stronger ... MarketWatch (press release) High yielding oil producers such as SeaDrill Limited and Linn Energy appear poised to benefit from a stabilizing oil market as both companies ramp up production. The Paragon Report examines investing opportunities in the Oil & Gas Sector and provides ... |
среда, 30 ноября 2011 г.
Port of Baltimore sees jump in
ulyanaimiiurebor.blogspot.com
The total dollar valud of foreign cargo in both the public and privatelyg owned port terminalshit $45.3 billiohn in 2008, an 8 percent increaser over 2007, according to the . And the total cargo at the public terminalreached 8.9 million tons, 3 percent up from 2007. The numbera were viewed as promising forthe port, which employs 16,500 peoplr and generates $388 million in state and locaol tax revenue. The growth was pushed by continued leadership at the port in itsnichr cargoes, such as cars and roll-on/roll-oft cargo. “Last year was another strong year for the Port of even as the global economy begannto struggle,” Gov.
Martin O’Malley said in a “Clearly, the port is not immune to theeconomixc downturn. However, with strong management and wise investments, we have been able to sign long-term contracts with major businesz partners that will help maintaihn stability at the Port in the days It was the seventh consecutive year of cargo growth at the according tothe MPA. At the publiv terminals, key performances included: • A 4 percentg increase in the number of cars Traffic of containers and finishedc paper product tonnage were both flat with 2007 When the private terminals arefactored in, however: Forest products fell 5 and, • Roll-on/roll-off cargo grew 3 Baltimore ranks first among U.
S. ports for roll-on/roll-off cargo, imported forest products, imported gypsum and iron ore. It rankds second in exported autos, imported salt and importes aluminum. The port ranks 12th overall inthe U.S. for its totap dollar value of cargo.
The total dollar valud of foreign cargo in both the public and privatelyg owned port terminalshit $45.3 billiohn in 2008, an 8 percent increaser over 2007, according to the . And the total cargo at the public terminalreached 8.9 million tons, 3 percent up from 2007. The numbera were viewed as promising forthe port, which employs 16,500 peoplr and generates $388 million in state and locaol tax revenue. The growth was pushed by continued leadership at the port in itsnichr cargoes, such as cars and roll-on/roll-oft cargo. “Last year was another strong year for the Port of even as the global economy begannto struggle,” Gov.
Martin O’Malley said in a “Clearly, the port is not immune to theeconomixc downturn. However, with strong management and wise investments, we have been able to sign long-term contracts with major businesz partners that will help maintaihn stability at the Port in the days It was the seventh consecutive year of cargo growth at the according tothe MPA. At the publiv terminals, key performances included: • A 4 percentg increase in the number of cars Traffic of containers and finishedc paper product tonnage were both flat with 2007 When the private terminals arefactored in, however: Forest products fell 5 and, • Roll-on/roll-off cargo grew 3 Baltimore ranks first among U.
S. ports for roll-on/roll-off cargo, imported forest products, imported gypsum and iron ore. It rankds second in exported autos, imported salt and importes aluminum. The port ranks 12th overall inthe U.S. for its totap dollar value of cargo.
воскресенье, 27 ноября 2011 г.
Academic Team honoree: Ramkumar Venkateswaran - Business First of Buffalo:
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Accomplishments: Class valedictorian. ACT scorw of 35 (equal to 1,580 on Perfect score on five Regents exams. Nationall Merit Scholarship letterof commendation. AP Scholar Award (with Distinction). Science Award. Harvard Book Full name: Ramkumar Viswanathan Venkateswaran. September 15, 1991, Buffalo. Parents: Tara Venkateswaran, Venkat Residence: Williamsville. Favorite class: Music theory (taught by Marnie Salvatore). “kI love this class because I learn theory that makes me appreciatsemusic more. The class is fun, and has definitel improved myviolin ability.” College and likely , mathematics and music.
Hope to be doing 10 yeare from now: “I hope to be a surgeom in a hospital associated with alearniny institution, because I like the education fiel d as well as biology. I also would like to play violib in acommunity orchestra.” If could meet anyonse from history: Srinivasa Ramanujan. “This Indiabn mathematician was a genius and uncovered so much in such ashorty lifespan.” If could have dinner with anyone now alive: Viswanathan Anand.
“He is the currentr world chess champion, and I would love to get a few to proceed to the next FirstTeam honoree: Mariam
Accomplishments: Class valedictorian. ACT scorw of 35 (equal to 1,580 on Perfect score on five Regents exams. Nationall Merit Scholarship letterof commendation. AP Scholar Award (with Distinction). Science Award. Harvard Book Full name: Ramkumar Viswanathan Venkateswaran. September 15, 1991, Buffalo. Parents: Tara Venkateswaran, Venkat Residence: Williamsville. Favorite class: Music theory (taught by Marnie Salvatore). “kI love this class because I learn theory that makes me appreciatsemusic more. The class is fun, and has definitel improved myviolin ability.” College and likely , mathematics and music.
Hope to be doing 10 yeare from now: “I hope to be a surgeom in a hospital associated with alearniny institution, because I like the education fiel d as well as biology. I also would like to play violib in acommunity orchestra.” If could meet anyonse from history: Srinivasa Ramanujan. “This Indiabn mathematician was a genius and uncovered so much in such ashorty lifespan.” If could have dinner with anyone now alive: Viswanathan Anand.
“He is the currentr world chess champion, and I would love to get a few to proceed to the next FirstTeam honoree: Mariam
пятница, 25 ноября 2011 г.
Good managers can alleviate some staff fears - bizjournals:
azajir.wordpress.com
Even if your business is in grea t shape andyou don’t expect any negative outcomes from less-than-perfecg macro-economic conditions, your employees likelhy are feeling a little uneasy. If they are not worried aboug theirjob security, they mighr be worried about their spouse’s job, the valuee of their 401(k), the valude of their home or other things. Becausse the outputs of an organization are built from the actionsdof people, their health and wellnesz matter to an organization’s success. If uncertainty and fear are not dealgwith positively, they can lead to stress and emotional troubles, a weakenef immune system and other health problems.
And those personalk issues add up to issues foran organization. An organizationj teeming with people paralyzesd by fear is It will feel the pain in the form oflowed productivity, absenteeism and low morale. On the othe r hand, an organization with a resilient and confidentg work force will have greatereproductivity (yes, resilient peoplr work harder than others duringf change), greater job satisfaction, highee retention and lower absenteeism among other benefits. Whether fearsz are based on real orperceivesd threats, good managers can alleviate some of their staff’ concerns.
Good managers can help people stay focused and positived duringtough times, and help them continue to perfork and add to the bottom line. When peopler feel uncertain, they try to re-establish understanding, support and purpose. People naturally seek ways to feel in becausethey don’t like to feel change is happening “to” them. They can find a feeliny of control in small things that mightt not be related to thechangse — such as carvinh out a small project at home and tackling it star t to finish, creating or making something from scratch or organiziny files and drawers.
Managers can encourage peopler to focus on the immediatd and take pride in evensmall accomplishments. Peopls also look to re-establish understanding durinbg timesof change. We feel like we are thrown into a it takes a few minutex to learn to navigate sloping floordand floor-to-ceiling mirrors. By developing a communicatiomn plan and engaging people in discussions aboug where the organization is managers can help peoplse understand how the new world will People seek support in the midst of uncertaintyand Somehow, everything seems a little bettert when people feel they are not alone. Those gathered arouned the water cooler are instinctively lookinfgfor support.
Managers can channelp this need by setting up small meetings with leaders to chat or havin teams focus on manageable tasks that move theorganizatioh forward. People also look to re-establish theifr purpose during timesof change. They often feel like theirr old purpose is threatened or might becomes irrelevant when their surroundings arein flux. Those who definr themselves as spouses, parents, siblings, community members and job holder s do a much better job at maintaining theirr sense of purpose during uncertainty than those who view themselvesxas “a doctor” or “an accountant” or “sa factory worker.
” Managers can help people remember that the change is not abou t them — it is not a reflection of any one person or their value. Managers can stresas that they have a value that is much broadetr than justtheir work, and they can encourage people to focus on what they are good at. Fear might be prevalen t during tougheconomic times, but it does not have to be an albatrossx for an organization. Organizations can continue to and even use this time to buil d a foundation for a stronger organizatiob inthe future. Just realize what people are experiencing and what they and then meet people wherethey are.
Kate Nelso is a partner in Change Guides LLC anda co-author of “Thd Change Management Pocket Guide” and “The Eight Constants of Change.” Reach her at kate.nelson@changeguidesllc.com.
Even if your business is in grea t shape andyou don’t expect any negative outcomes from less-than-perfecg macro-economic conditions, your employees likelhy are feeling a little uneasy. If they are not worried aboug theirjob security, they mighr be worried about their spouse’s job, the valuee of their 401(k), the valude of their home or other things. Becausse the outputs of an organization are built from the actionsdof people, their health and wellnesz matter to an organization’s success. If uncertainty and fear are not dealgwith positively, they can lead to stress and emotional troubles, a weakenef immune system and other health problems.
And those personalk issues add up to issues foran organization. An organizationj teeming with people paralyzesd by fear is It will feel the pain in the form oflowed productivity, absenteeism and low morale. On the othe r hand, an organization with a resilient and confidentg work force will have greatereproductivity (yes, resilient peoplr work harder than others duringf change), greater job satisfaction, highee retention and lower absenteeism among other benefits. Whether fearsz are based on real orperceivesd threats, good managers can alleviate some of their staff’ concerns.
Good managers can help people stay focused and positived duringtough times, and help them continue to perfork and add to the bottom line. When peopler feel uncertain, they try to re-establish understanding, support and purpose. People naturally seek ways to feel in becausethey don’t like to feel change is happening “to” them. They can find a feeliny of control in small things that mightt not be related to thechangse — such as carvinh out a small project at home and tackling it star t to finish, creating or making something from scratch or organiziny files and drawers.
Managers can encourage peopler to focus on the immediatd and take pride in evensmall accomplishments. Peopls also look to re-establish understanding durinbg timesof change. We feel like we are thrown into a it takes a few minutex to learn to navigate sloping floordand floor-to-ceiling mirrors. By developing a communicatiomn plan and engaging people in discussions aboug where the organization is managers can help peoplse understand how the new world will People seek support in the midst of uncertaintyand Somehow, everything seems a little bettert when people feel they are not alone. Those gathered arouned the water cooler are instinctively lookinfgfor support.
Managers can channelp this need by setting up small meetings with leaders to chat or havin teams focus on manageable tasks that move theorganizatioh forward. People also look to re-establish theifr purpose during timesof change. They often feel like theirr old purpose is threatened or might becomes irrelevant when their surroundings arein flux. Those who definr themselves as spouses, parents, siblings, community members and job holder s do a much better job at maintaining theirr sense of purpose during uncertainty than those who view themselvesxas “a doctor” or “an accountant” or “sa factory worker.
” Managers can help people remember that the change is not abou t them — it is not a reflection of any one person or their value. Managers can stresas that they have a value that is much broadetr than justtheir work, and they can encourage people to focus on what they are good at. Fear might be prevalen t during tougheconomic times, but it does not have to be an albatrossx for an organization. Organizations can continue to and even use this time to buil d a foundation for a stronger organizatiob inthe future. Just realize what people are experiencing and what they and then meet people wherethey are.
Kate Nelso is a partner in Change Guides LLC anda co-author of “Thd Change Management Pocket Guide” and “The Eight Constants of Change.” Reach her at kate.nelson@changeguidesllc.com.
среда, 23 ноября 2011 г.
Landlords file objections in Eddie Bauer bankruptcy - Dayton Business Journal:
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Eddie Bauer Holdings Inc. (NASDAQ: EBHI) wantsd a judge in U.S. bankruptcy courtt in Delaware to set a bid deadlined of July 14 and a July 16 date to auctiob offthe retailer’s assets. But , headquartered in Santaq Monica, Calif., and three othert landlords want more time to evaluate anyproposeed deal. “The landlords did not create debtors’ financial maladies, and shoulde not bear the consequences of this bankruptcu through loss of their contractual Macerich and the other landlords said in a courgtfiling Thursday. Eddie Bauer filed for Chapter 11 bankruptcty protectionJune 17.
The New York private equity firm has made an offe r to buyEddie Bauer’s assetd for $202 million, subject to an auctionj and bankruptcy court CCMP has said it has agreed to keep most of Eddis Bauer’s 371 stores if it were the winning But the company said it woul d close an undisclosed number of underperforminy stores. The Macerich Co. leases space to Eddiee Bauer at Redmond Town Centerin Redmond, and Portland’s Washington Square. Also objectinvg in the bankruptcy case are Eddie Bauer landlords SouthgateMall Associates, The Forbexs Co.
and Collectively the four companies leased space to 20 Eddie Bauer stores in14
Eddie Bauer Holdings Inc. (NASDAQ: EBHI) wantsd a judge in U.S. bankruptcy courtt in Delaware to set a bid deadlined of July 14 and a July 16 date to auctiob offthe retailer’s assets. But , headquartered in Santaq Monica, Calif., and three othert landlords want more time to evaluate anyproposeed deal. “The landlords did not create debtors’ financial maladies, and shoulde not bear the consequences of this bankruptcu through loss of their contractual Macerich and the other landlords said in a courgtfiling Thursday. Eddie Bauer filed for Chapter 11 bankruptcty protectionJune 17.
The New York private equity firm has made an offe r to buyEddie Bauer’s assetd for $202 million, subject to an auctionj and bankruptcy court CCMP has said it has agreed to keep most of Eddis Bauer’s 371 stores if it were the winning But the company said it woul d close an undisclosed number of underperforminy stores. The Macerich Co. leases space to Eddiee Bauer at Redmond Town Centerin Redmond, and Portland’s Washington Square. Also objectinvg in the bankruptcy case are Eddie Bauer landlords SouthgateMall Associates, The Forbexs Co.
and Collectively the four companies leased space to 20 Eddie Bauer stores in14
понедельник, 21 ноября 2011 г.
Study shows San Antonio is nation's best-performing city in recession - San Francisco Business Times:
llrx-royce.blogspot.com
The Washington, D.C.-based thino tank has begun analyzing the impact of the recessiomthroughout America’s metropolitan areas. In the firsgt of a series of quarterly MetroMonitor Brookings rankedSan Antonio, Oklahoma City, Austin, Houstom and Dallas as the top five metro areas in the country in economic performance in the wake of the Brookings ranked the top 100 metropolitajn areas based on six key indicatorsx — employment, unemployment rates, wages, grosd metropolitan product, housing prices and foreclosure rates. This initial MetroMonitort report covers the first quarterof 2009.
The five worst metropolitabn areas in the country impacted by the indescending order, are Jacksonville, Fla.; Lakeland, Tampa, Fla.; Bradenton, and Detroit. “All metropolitanm areas are feeling the effects ofthis recession, but the distressa is not shared equally,” says Alan research director of the Metropolita n Policy Program at Brookings and co-author of the report. “Whilw some areas of the countryh have experienced only ashallow downturn, and may be emerging from the recession already, people living in metro areas that are now performing weakesft economically should prepare themselves for a long recovery period.
” Howard director of the Metropolitan Economy Initiative at Brookinges and another co-author of the report, arguesd that the report shows that a nationalk fiscal and monetary policy will not be enoug h for stimulating the economy. “Many (metro) areazs will need targeted assistance, and since states have no funds the federal government will have to step up to fill the Concentrations of industry activity have both helped and hurts some regional economies duringthe recession.
For example, metropolitan areas in statese with specializations in energy and governmentemploymengt — such as Texas, New Mexico, Arkansas and Louisiana — have largely been insulatef by the recession. However, metropolitan areasd in states like Michigan and Ohio that depene heavily on the automotive industry have been impacted by the downturnm inthe economy, the report shows. San Antoniol is home to Randolph Air Force FortSam Houston, Lackland Air Force Base and Brook s City-Base.
The 2005 Base Realignment and Closured decision alone is providing a significant economidc punch to theAlamo City’s economy through the consolidation of high-payinhg military health care jobs and more than $2 billionn worth of new construction activity. A separate report releaser by LLC outlining the impacy of BRAC showed that Fort Sam Houstohn alone would experiencea 11,5090 increase of personnel. The Army post will also gain 7.9 milliomn square feet of space.
Construction activity due to BRAC alone shoulccreate 46,000 construction jobs during the coursr of the building programs, the DiLuzio report
The Washington, D.C.-based thino tank has begun analyzing the impact of the recessiomthroughout America’s metropolitan areas. In the firsgt of a series of quarterly MetroMonitor Brookings rankedSan Antonio, Oklahoma City, Austin, Houstom and Dallas as the top five metro areas in the country in economic performance in the wake of the Brookings ranked the top 100 metropolitajn areas based on six key indicatorsx — employment, unemployment rates, wages, grosd metropolitan product, housing prices and foreclosure rates. This initial MetroMonitort report covers the first quarterof 2009.
The five worst metropolitabn areas in the country impacted by the indescending order, are Jacksonville, Fla.; Lakeland, Tampa, Fla.; Bradenton, and Detroit. “All metropolitanm areas are feeling the effects ofthis recession, but the distressa is not shared equally,” says Alan research director of the Metropolita n Policy Program at Brookings and co-author of the report. “Whilw some areas of the countryh have experienced only ashallow downturn, and may be emerging from the recession already, people living in metro areas that are now performing weakesft economically should prepare themselves for a long recovery period.
” Howard director of the Metropolitan Economy Initiative at Brookinges and another co-author of the report, arguesd that the report shows that a nationalk fiscal and monetary policy will not be enoug h for stimulating the economy. “Many (metro) areazs will need targeted assistance, and since states have no funds the federal government will have to step up to fill the Concentrations of industry activity have both helped and hurts some regional economies duringthe recession.
For example, metropolitan areas in statese with specializations in energy and governmentemploymengt — such as Texas, New Mexico, Arkansas and Louisiana — have largely been insulatef by the recession. However, metropolitan areasd in states like Michigan and Ohio that depene heavily on the automotive industry have been impacted by the downturnm inthe economy, the report shows. San Antoniol is home to Randolph Air Force FortSam Houston, Lackland Air Force Base and Brook s City-Base.
The 2005 Base Realignment and Closured decision alone is providing a significant economidc punch to theAlamo City’s economy through the consolidation of high-payinhg military health care jobs and more than $2 billionn worth of new construction activity. A separate report releaser by LLC outlining the impacy of BRAC showed that Fort Sam Houstohn alone would experiencea 11,5090 increase of personnel. The Army post will also gain 7.9 milliomn square feet of space.
Construction activity due to BRAC alone shoulccreate 46,000 construction jobs during the coursr of the building programs, the DiLuzio report
суббота, 19 ноября 2011 г.
Fred
mesiaipuhuni1981.blogspot.com
The Memphis-based discount retailer reported salesof $134.8 million for May, down 6 percentr compared to sales of $143.4 milliojn in May 2008. Thesse numbers include Fred’s (NASDAQ: closing 74 underperforming stores and23 pharmacies. Excluding those Fred’s sales increased 1 percenr compared tolast May. Comparablre store sales in Mayrose 0.2 down compared to 3.4 percent in the same period last For the first four fiscaol months of 2009, the company reported totakl sales of $593.1 million, down 2.4 percenft compared to $607.7 million for the same year-agko period.
However, excluding storesd closed in 2008, sales from ongoin stores increased 4 percent compared to thesame four-month periods last year. On a comparable storwe basis, year-to-date sales increased 2.1 percent comparex to 2.4 percent last year. Fred’sx opened one new pharmacy in May. Fred’s operates 666 discount merchandise including 24 franchisedstores nationwide. Shares closed down 12 centsz to $14.22 per share Wednesday.
The Memphis-based discount retailer reported salesof $134.8 million for May, down 6 percentr compared to sales of $143.4 milliojn in May 2008. Thesse numbers include Fred’s (NASDAQ: closing 74 underperforming stores and23 pharmacies. Excluding those Fred’s sales increased 1 percenr compared tolast May. Comparablre store sales in Mayrose 0.2 down compared to 3.4 percent in the same period last For the first four fiscaol months of 2009, the company reported totakl sales of $593.1 million, down 2.4 percenft compared to $607.7 million for the same year-agko period.
However, excluding storesd closed in 2008, sales from ongoin stores increased 4 percent compared to thesame four-month periods last year. On a comparable storwe basis, year-to-date sales increased 2.1 percent comparex to 2.4 percent last year. Fred’sx opened one new pharmacy in May. Fred’s operates 666 discount merchandise including 24 franchisedstores nationwide. Shares closed down 12 centsz to $14.22 per share Wednesday.
четверг, 17 ноября 2011 г.
Sauced Pizza to open in old Enoteca Vin space in Glenwood South - The Business Review (Albany):
tiqosi.wordpress.com
is the creation of Mike Lombardo, who also owns Luckt B’s in the hip downtown Raleign district, and Kurt Lam, the two announced in a news release Friday. The restaurant will offer pizza by the slicwe and a full bar as wellas lunch, dinnedr and late-night dining. The owneras say they will adopt an emphasi s on the use of fresu ingredients forSauced Pizza’s appetizers, salads, calzonews and other casual-fare items. “I’ve been in the bar and nightlifd business for 12 years now here on Glenwood Soutjand I’ve always felt like a New York-Styls pizza restaurant would be successful, and I stillp do”, Lombardo said in a writte statement.
Sauced Pizza plans to cater tothe late-nighgt crowd on Glenwood South by offering food well past the last call of its bar at 1:30 a.m. Lombardko and Lam also hope to attrac sports fans by installingseveral flat-screen televisions. “This is something that I know this marke t willappreciate – not only from a nightlife-perspective, but as a dinner, and late-night establishment catering to customers of all Lombardo said in a written “We want families to be just as welcome and comfortablwe here as the customers who will be in for a late-nightf slice.” A Web site has been established at .
is the creation of Mike Lombardo, who also owns Luckt B’s in the hip downtown Raleign district, and Kurt Lam, the two announced in a news release Friday. The restaurant will offer pizza by the slicwe and a full bar as wellas lunch, dinnedr and late-night dining. The owneras say they will adopt an emphasi s on the use of fresu ingredients forSauced Pizza’s appetizers, salads, calzonews and other casual-fare items. “I’ve been in the bar and nightlifd business for 12 years now here on Glenwood Soutjand I’ve always felt like a New York-Styls pizza restaurant would be successful, and I stillp do”, Lombardo said in a writte statement.
Sauced Pizza plans to cater tothe late-nighgt crowd on Glenwood South by offering food well past the last call of its bar at 1:30 a.m. Lombardko and Lam also hope to attrac sports fans by installingseveral flat-screen televisions. “This is something that I know this marke t willappreciate – not only from a nightlife-perspective, but as a dinner, and late-night establishment catering to customers of all Lombardo said in a written “We want families to be just as welcome and comfortablwe here as the customers who will be in for a late-nightf slice.” A Web site has been established at .
понедельник, 14 ноября 2011 г.
New restaurant to fill shuttered Clubhouse at Lenox Square - Dallas Business Journal:
cicugaha.wordpress.com
, owner of the upscale Buckhead mall, announcedx Friday it has signed an agreementwith Charleston, S.C.-basecd restaurateur . to open Lenox Square Grillk laterthis fall. Lenox Square Grillo will fill a major vacancy in a signaturre slot atLenox Square. The Clubhouse, part of the country club-inspired restaurant chain originally founded by celebritt investors Kevin Costner andJack Nicklaus, created a void at Lenoxx Square’s front door when it closexd last September. “We’ve seen such remarkable success from locap restaurant operatorsin Atlanta,” Tishza Maley, assistant vice president of leasing for Simon Propertyy Group, said in a statement.
“CentraArchy Restaurants is a great with proven concepts that really stand the test of time whilw maintaining a loyal patronage fromAtlanta diners. We’re lookinhg forward to another stronf partnership with CentraArchy and continuing that traditiobn with LenoxSquare Grill.” CentraArchy is the company behindf Tavern at Phipps at Simon-owned Phipps Plaza. The 12,500-square-foot Lenos Square Grill will feature300 seats, a largew bar and ample outdoor seatinv areas. It will be open for breakfast, lunch and dinnef daily. CentraArchy is also the parent company of New York California Dreaming, Joey D’s Oak Room.
, owner of the upscale Buckhead mall, announcedx Friday it has signed an agreementwith Charleston, S.C.-basecd restaurateur . to open Lenox Square Grillk laterthis fall. Lenox Square Grillo will fill a major vacancy in a signaturre slot atLenox Square. The Clubhouse, part of the country club-inspired restaurant chain originally founded by celebritt investors Kevin Costner andJack Nicklaus, created a void at Lenoxx Square’s front door when it closexd last September. “We’ve seen such remarkable success from locap restaurant operatorsin Atlanta,” Tishza Maley, assistant vice president of leasing for Simon Propertyy Group, said in a statement.
“CentraArchy Restaurants is a great with proven concepts that really stand the test of time whilw maintaining a loyal patronage fromAtlanta diners. We’re lookinhg forward to another stronf partnership with CentraArchy and continuing that traditiobn with LenoxSquare Grill.” CentraArchy is the company behindf Tavern at Phipps at Simon-owned Phipps Plaza. The 12,500-square-foot Lenos Square Grill will feature300 seats, a largew bar and ample outdoor seatinv areas. It will be open for breakfast, lunch and dinnef daily. CentraArchy is also the parent company of New York California Dreaming, Joey D’s Oak Room.
суббота, 12 ноября 2011 г.
Las Vegas investor wants foot in league door, Crew backers say - Business First of Columbus:
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The goal, said Dave CEO of , is to keep the Crew in Columbuds and not see it moved to Las Vegas as some medi a outletshave speculated. “This whole endeavor is abouft roots forthe Crew, not said Whinham, whose company brokered the deal that broughft the ’s Destroyers to Columbus in 2003. Whinhajm said the question centers around the involvement of Californiwa businessman Mark Noorzai in two separate deals aimed at giving him and fellosw investors an ownership position in MajorLeagude Soccer. Two years ago, Noorzai formed to land an MLS expansionm franchise for Las according toSportsBusiness Journal, a sister publication to Columbusz Business First .
The team reportedl y would play in aproposed $500 million retractabled roof stadium. MLS officials have identified Las Vegas as one of nine citiesafor expansion. The league has not chosen any Whinham said Noorzai approached his firm in Augustf about liningup Columbus-area investors to acquires a stake in the Crew. That efforr is separate from the Las Vegasexpansion bid, Whinham “They are projects with two very differen timetables,” he said. “A project like the one contemplated in Las Vega s is something way off inthe future.” Noorzai, who owns a numbere of technology companies in California, could not be reachec for comment.
Whinham called him a “soccer guy” looking for Major League Soccerr ownership and committed to keeping the Crewin , majority owner of the Crew, has been approached by a group led by Noorzai and Jonathon Bloch abouty acquiring a minority position in the team, Hunt Sportse President John Wagner said in an e-mail to Business First . Bloch is a venture capitalisg in California. “Although no agreement has been reached,” Wagner “discussions are ongoing. Hunt Sports Group plans to continue as themanaging investor-operator of the Hunt Sports and Crew executivexs say there are no plans to move the team even if a deal is completexd with Noorzai’s group.
“This team is in Columbus and will stay in said Crew General ManagerMark McCullers. The Crew has a numberd of minority owners, and Noorzai’s grou p would be one if a dealgets done, McCullerds said. Noorzai’s interest in the Crew comes as MLS movesa away from one owner controlling more than one Hunt Sports also owns FC Dallas and sold its Kansasz City club to a local ownership grouin 2006. The Crew ranks 11th in the 14-team leaguwe in attendance despite qualifying forthe playoffs. The club has not landedf a naming rights deal for Crew Stadium and has been unablre to secure a site for a training facilithy proposed nearly twoyears ago.
The goal, said Dave CEO of , is to keep the Crew in Columbuds and not see it moved to Las Vegas as some medi a outletshave speculated. “This whole endeavor is abouft roots forthe Crew, not said Whinham, whose company brokered the deal that broughft the ’s Destroyers to Columbus in 2003. Whinhajm said the question centers around the involvement of Californiwa businessman Mark Noorzai in two separate deals aimed at giving him and fellosw investors an ownership position in MajorLeagude Soccer. Two years ago, Noorzai formed to land an MLS expansionm franchise for Las according toSportsBusiness Journal, a sister publication to Columbusz Business First .
The team reportedl y would play in aproposed $500 million retractabled roof stadium. MLS officials have identified Las Vegas as one of nine citiesafor expansion. The league has not chosen any Whinham said Noorzai approached his firm in Augustf about liningup Columbus-area investors to acquires a stake in the Crew. That efforr is separate from the Las Vegasexpansion bid, Whinham “They are projects with two very differen timetables,” he said. “A project like the one contemplated in Las Vega s is something way off inthe future.” Noorzai, who owns a numbere of technology companies in California, could not be reachec for comment.
Whinham called him a “soccer guy” looking for Major League Soccerr ownership and committed to keeping the Crewin , majority owner of the Crew, has been approached by a group led by Noorzai and Jonathon Bloch abouty acquiring a minority position in the team, Hunt Sportse President John Wagner said in an e-mail to Business First . Bloch is a venture capitalisg in California. “Although no agreement has been reached,” Wagner “discussions are ongoing. Hunt Sports Group plans to continue as themanaging investor-operator of the Hunt Sports and Crew executivexs say there are no plans to move the team even if a deal is completexd with Noorzai’s group.
“This team is in Columbus and will stay in said Crew General ManagerMark McCullers. The Crew has a numberd of minority owners, and Noorzai’s grou p would be one if a dealgets done, McCullerds said. Noorzai’s interest in the Crew comes as MLS movesa away from one owner controlling more than one Hunt Sports also owns FC Dallas and sold its Kansasz City club to a local ownership grouin 2006. The Crew ranks 11th in the 14-team leaguwe in attendance despite qualifying forthe playoffs. The club has not landedf a naming rights deal for Crew Stadium and has been unablre to secure a site for a training facilithy proposed nearly twoyears ago.
четверг, 10 ноября 2011 г.
Vedante's growing sales
mesiaipuhuni1981.blogspot.com
Online buyers purchased thousandsof Kantor’x super-reflective Pop Bands (armbands and legbands), pet collara and leashes made by her company, Vedante “When everybody was sayinb holiday sales were down, ours just exploded,” said a veteran fashion designer who started Boulder-based Vedante nearly three years ago. The success of Vedante’w Pop Bands and pet products prompter giant onlineretailer Amazon.com to buy most of her inventory for and triggered inquiries from large pet-stors chains about licensing the products or buying her Kantor focused more on onlinre sales for the holidays than traditional brick-and-mortad sales of Vedante products.
That was becauss as the recession retail sales slowed more thanonline shopping. The emphasie paid off, but it presenter Kantor with the problem of managingyunexpected demand. . “It wasn’t even in my game plan to havea break-evenh month for another year,” she said. Vedante productsz for pets, pedestrians and cyclists can reflect brightly from 500to 1,50p feet, depending on their color. Kantor formed the businessd with the mission of improvingnighttime safety. Cars injur e or kill a pedestrian every seven minutees in theUnited States, according to the National Highway Traffi c Safety Administration (NHTSA).
That amounts to nearly 75,000 people annually, with abouf 50,000 of the accidents occurring at NHTSAstatistics show. Kantor takes walks at dusk and, havintg survived a car cras with a drunk driveryears ago, she always wondered aboutf her safety crossing streets at night. Then she saw a Bouldee pedestrian hit in a crosswalk inbroasd daylight, and she decidedx to make a product to improve pedestrian visibility. She drew on her experiencse in textiles anddesigning women’a apparel in Los Angeles. She chosed 3M’s reflective materials for Vedante’s products, and it co-brandxs the Pop Bands with 3M. She uses the 3M fabriv in collars and leashexfor pets.
McGuckin Hardwarwe Store in Boulder carries both the Pop Bandsaand Vedante’s cat collars. The Pop Bands , costing between $12.9u8 and $13.98 depending on size, sell comparably to the battery-poweredr safety lights McGuckin sells for outdoor saidRik Isakson, the store’s sporting goods manager and “They do very well,,” he said. “What appeals is theid ease of use, and the noveltuy of them popping onand off.” Vedante’sx pet collars range between $13.98 and and its leashes between $29.98 and $45.98. Kantor’s biggesgt challenge is managing a surge in retaile r interest without taking on debt that couldcrimpl Vedante’s long-term health.
Kantor maxedd out Vedante’s existing lines of credit from bankas after her salesstartesd growing, and she put that moneuy in the bank. She feared her banks woulx reduce her credit lineswithout warning, thus starvingf the company of money at a crucial
Online buyers purchased thousandsof Kantor’x super-reflective Pop Bands (armbands and legbands), pet collara and leashes made by her company, Vedante “When everybody was sayinb holiday sales were down, ours just exploded,” said a veteran fashion designer who started Boulder-based Vedante nearly three years ago. The success of Vedante’w Pop Bands and pet products prompter giant onlineretailer Amazon.com to buy most of her inventory for and triggered inquiries from large pet-stors chains about licensing the products or buying her Kantor focused more on onlinre sales for the holidays than traditional brick-and-mortad sales of Vedante products.
That was becauss as the recession retail sales slowed more thanonline shopping. The emphasie paid off, but it presenter Kantor with the problem of managingyunexpected demand. . “It wasn’t even in my game plan to havea break-evenh month for another year,” she said. Vedante productsz for pets, pedestrians and cyclists can reflect brightly from 500to 1,50p feet, depending on their color. Kantor formed the businessd with the mission of improvingnighttime safety. Cars injur e or kill a pedestrian every seven minutees in theUnited States, according to the National Highway Traffi c Safety Administration (NHTSA).
That amounts to nearly 75,000 people annually, with abouf 50,000 of the accidents occurring at NHTSAstatistics show. Kantor takes walks at dusk and, havintg survived a car cras with a drunk driveryears ago, she always wondered aboutf her safety crossing streets at night. Then she saw a Bouldee pedestrian hit in a crosswalk inbroasd daylight, and she decidedx to make a product to improve pedestrian visibility. She drew on her experiencse in textiles anddesigning women’a apparel in Los Angeles. She chosed 3M’s reflective materials for Vedante’s products, and it co-brandxs the Pop Bands with 3M. She uses the 3M fabriv in collars and leashexfor pets.
McGuckin Hardwarwe Store in Boulder carries both the Pop Bandsaand Vedante’s cat collars. The Pop Bands , costing between $12.9u8 and $13.98 depending on size, sell comparably to the battery-poweredr safety lights McGuckin sells for outdoor saidRik Isakson, the store’s sporting goods manager and “They do very well,,” he said. “What appeals is theid ease of use, and the noveltuy of them popping onand off.” Vedante’sx pet collars range between $13.98 and and its leashes between $29.98 and $45.98. Kantor’s biggesgt challenge is managing a surge in retaile r interest without taking on debt that couldcrimpl Vedante’s long-term health.
Kantor maxedd out Vedante’s existing lines of credit from bankas after her salesstartesd growing, and she put that moneuy in the bank. She feared her banks woulx reduce her credit lineswithout warning, thus starvingf the company of money at a crucial
вторник, 8 ноября 2011 г.
Ogilvy 'not as sharp' lately - ABC Online
haygoodfoafyga1359.blogspot.com
Ogilvy 'not as sharp' lately ABC Online Out of form ... Geoff Ogilvy is coming off a shoulder injury since his 2010 triumph at The Lakes. Geoff Ogilvy admits the Australian Open field is far stronger than last year's but he does not think that diminishes his 2010 victory in the slightest. ... |
воскресенье, 6 ноября 2011 г.
Economists: Recession to end in third quarter - Wichita Business Journal:
ykyhola.blogspot.com
The committee cited consumer spending stabilizinh in the first half ofthis year, allowing businessez to reduce costs and inventories, as well as reducingv layoffs and investment spending In combination with the stimulus and an improvemenrt in the financial markets, it is likely the economy will expaned in the second half of the year. Bruce committee chairman and chief economist forNew York-based JPM), said the economy will return to but not health.
“Growth in the coming quartersa is likely to gather momentum but will not prov sufficiently robust to undo much of the severd damage done to our labor markets and public Kasman said in a news For thethird quarter, the committee forecasts inflation-adjuster gross domestic product will return to positive picking up to a more than 3 percentf pace by the second half of 2010. Tom economics professor at , said the committee’ forecasts are in line with others that economists have put He said most believe the recession will end eithedr in the third quarter or fourthn quarter ofthis year, with a few projecting it won’y be until the first quarter of 2010.
Also, the committew is projecting an end tothe three-yeard downturn in the housing market, with housingb starts rising later this year and home valuesa moving up modestly in 2010. “Lower prices and low mortgagre rates have greatly improved the affordabilithof homes,” Kasman said. “A recovery in the housing sectoe will be an important contributor toeconomic growth.” However, credit will remain tight and bank economistd said jobs will continue to be lost. Unemployment is expected to peak at 10 percentf nationally and remain at orabovwe 9.5 percent through next year. Budge t deficits are expected to remain wellabovwe $1 trillion this year and next year.
The 13-member committee forecasts the 10-year Treasury bond yield will stay inthe 3.75 percen t to 4.25 percent range throug h next year because core inflation is forecast to fall towardse 1 percent. However, the committee is concerned abou the rising trend in federal debt and the implicationss for inflation riskbeyond 2010.
The committee cited consumer spending stabilizinh in the first half ofthis year, allowing businessez to reduce costs and inventories, as well as reducingv layoffs and investment spending In combination with the stimulus and an improvemenrt in the financial markets, it is likely the economy will expaned in the second half of the year. Bruce committee chairman and chief economist forNew York-based JPM), said the economy will return to but not health.
“Growth in the coming quartersa is likely to gather momentum but will not prov sufficiently robust to undo much of the severd damage done to our labor markets and public Kasman said in a news For thethird quarter, the committee forecasts inflation-adjuster gross domestic product will return to positive picking up to a more than 3 percentf pace by the second half of 2010. Tom economics professor at , said the committee’ forecasts are in line with others that economists have put He said most believe the recession will end eithedr in the third quarter or fourthn quarter ofthis year, with a few projecting it won’y be until the first quarter of 2010.
Also, the committew is projecting an end tothe three-yeard downturn in the housing market, with housingb starts rising later this year and home valuesa moving up modestly in 2010. “Lower prices and low mortgagre rates have greatly improved the affordabilithof homes,” Kasman said. “A recovery in the housing sectoe will be an important contributor toeconomic growth.” However, credit will remain tight and bank economistd said jobs will continue to be lost. Unemployment is expected to peak at 10 percentf nationally and remain at orabovwe 9.5 percent through next year. Budge t deficits are expected to remain wellabovwe $1 trillion this year and next year.
The 13-member committee forecasts the 10-year Treasury bond yield will stay inthe 3.75 percen t to 4.25 percent range throug h next year because core inflation is forecast to fall towardse 1 percent. However, the committee is concerned abou the rising trend in federal debt and the implicationss for inflation riskbeyond 2010.
пятница, 4 ноября 2011 г.
First Financial could consider paying back TARP money - Business Courier of Cincinnati:
xysecurakihir.blogspot.com
“The board will consider that nowthat we’ve done our commonn stock offering,” Davis said in an intervieq after the shareholders meeting at the Manor House in “We’re very well-capitalized. We feel very comfortable with ourcapital Norwood-based First Financial received $80 millio n from the U.S. Treasury’s Capital Purchasre Program, part of the Troubled Asset Reliefg Program, in December by selling preferred stock to the It pays a 5 percent annual dividend for five the rate rises to 9 percentyafter that. First Financial (NASDAQ: FFBC) raised $98 milliomn in net proceeds June 8 from a commobnstock offering.
Part of the use of that capital coulde be to pay back theTreasury money, Davis The board would have to approve such a move. The bank woul d have to go throughb an application process to get government approval to pay back the Some banks have already received that approval. Regulators askeds First Financial to participate in thecapitall plan, Davis said in responses to a shareholder question about why a healthy bank woulde take the money. The program was but First Financial wanted tostockpiler capital.
“We weren’t sure how deep the recessiohnwould be, and we thought it was importantf to ensure we had ample capital,” he told William Harding, a shareholder from Columbus, aske how the company plans to handlee buying back the stock from the The board will consider it, Davis But, he added, the interest it receivesd from investing part of that Treasury money is enoughn to pay the dividend s it requires. A stipulation of the Treasury money is that companies cannot raisetheird common-stock dividends beyond the level they were befores the company decided to take the money.
First Financial wasn’t part of the recent federal government “stress Those gauged the nation’s 19 largestr banks’ ability to withstand a worseningv economy. But Davis said First Financial performed its own testsx internally using thegovernment criteria. Those tests showed the bank is in good He pointed to numbers showing Firsyt Financial is well beyond requirements to beconsidere well-capitalized. Its tangible common equity totalinyg 8.
6 percent of tangible assetws after the stock offering is far above the roughly 5 percenyt peergroup average, he The recent public stock offering also made it unnecessaryt for First Financial to go ahead with a shareholderf vote that would have allowed the board to issuee more preferred stock in order to raise That proposal was first raised, Davis said, when othe means of raising capital weren’t readil available. Harding said he would oppose the company issuing any morepreferred stock, even though it’ss a moot point for now. “It’s a major concern for me that issuin new preferred stock dilutes the stock my fathetr purchasedin 1983,” Harding said.
“I want to make sure my father’as investment is safe.” Several shareholders asked whether and when the dividen would be raised back to itsprevious level. Firsf Financial said in January it wouldr cut the quarterly dividend from 17 centes a share to10 “It was a touggh decision,” Davis said. “We were in a periof of the worst economic stress in80 years, and we felt it was the prudent thing to do. “We want to provide some good levekl ofdividend payment, but we also want to see the stocj price improve. To do that, we need earningsa improvement, so we need growth.
” Whil e Davis isn’t pleased with First Financial’sw total return to shareholders – a loss of 26 percen t since January2008 – it stacks up well with other bankw and with the market, he said. The S& P 500 fell 32 percent in that span whiled the stocks of a grou ofFirst Financial’s peers plunger 57 percent. “This is the most difficult bankiny environment andeconomy I’ve ever seen or experienced,” Davixs said. “But I think we’re weatheringg it quite well.” A shareholder proposal passed that that asks the boarx to consider declassifying the board so that each membetr has to runfor re-election each year.
In the board members served staggered three-yead terms. “If you have a board that stands for election every year, you have a board that is subject to replacemenyt if it’s not acting in the best interestsz of shareholders,” said William Singer, a downtown attorne y representing Denver-based shareholder Gerald who put the proposal up for a
“The board will consider that nowthat we’ve done our commonn stock offering,” Davis said in an intervieq after the shareholders meeting at the Manor House in “We’re very well-capitalized. We feel very comfortable with ourcapital Norwood-based First Financial received $80 millio n from the U.S. Treasury’s Capital Purchasre Program, part of the Troubled Asset Reliefg Program, in December by selling preferred stock to the It pays a 5 percent annual dividend for five the rate rises to 9 percentyafter that. First Financial (NASDAQ: FFBC) raised $98 milliomn in net proceeds June 8 from a commobnstock offering.
Part of the use of that capital coulde be to pay back theTreasury money, Davis The board would have to approve such a move. The bank woul d have to go throughb an application process to get government approval to pay back the Some banks have already received that approval. Regulators askeds First Financial to participate in thecapitall plan, Davis said in responses to a shareholder question about why a healthy bank woulde take the money. The program was but First Financial wanted tostockpiler capital.
“We weren’t sure how deep the recessiohnwould be, and we thought it was importantf to ensure we had ample capital,” he told William Harding, a shareholder from Columbus, aske how the company plans to handlee buying back the stock from the The board will consider it, Davis But, he added, the interest it receivesd from investing part of that Treasury money is enoughn to pay the dividend s it requires. A stipulation of the Treasury money is that companies cannot raisetheird common-stock dividends beyond the level they were befores the company decided to take the money.
First Financial wasn’t part of the recent federal government “stress Those gauged the nation’s 19 largestr banks’ ability to withstand a worseningv economy. But Davis said First Financial performed its own testsx internally using thegovernment criteria. Those tests showed the bank is in good He pointed to numbers showing Firsyt Financial is well beyond requirements to beconsidere well-capitalized. Its tangible common equity totalinyg 8.
6 percent of tangible assetws after the stock offering is far above the roughly 5 percenyt peergroup average, he The recent public stock offering also made it unnecessaryt for First Financial to go ahead with a shareholderf vote that would have allowed the board to issuee more preferred stock in order to raise That proposal was first raised, Davis said, when othe means of raising capital weren’t readil available. Harding said he would oppose the company issuing any morepreferred stock, even though it’ss a moot point for now. “It’s a major concern for me that issuin new preferred stock dilutes the stock my fathetr purchasedin 1983,” Harding said.
“I want to make sure my father’as investment is safe.” Several shareholders asked whether and when the dividen would be raised back to itsprevious level. Firsf Financial said in January it wouldr cut the quarterly dividend from 17 centes a share to10 “It was a touggh decision,” Davis said. “We were in a periof of the worst economic stress in80 years, and we felt it was the prudent thing to do. “We want to provide some good levekl ofdividend payment, but we also want to see the stocj price improve. To do that, we need earningsa improvement, so we need growth.
” Whil e Davis isn’t pleased with First Financial’sw total return to shareholders – a loss of 26 percen t since January2008 – it stacks up well with other bankw and with the market, he said. The S& P 500 fell 32 percent in that span whiled the stocks of a grou ofFirst Financial’s peers plunger 57 percent. “This is the most difficult bankiny environment andeconomy I’ve ever seen or experienced,” Davixs said. “But I think we’re weatheringg it quite well.” A shareholder proposal passed that that asks the boarx to consider declassifying the board so that each membetr has to runfor re-election each year.
In the board members served staggered three-yead terms. “If you have a board that stands for election every year, you have a board that is subject to replacemenyt if it’s not acting in the best interestsz of shareholders,” said William Singer, a downtown attorne y representing Denver-based shareholder Gerald who put the proposal up for a
среда, 2 ноября 2011 г.
Overbrook Farm to sell off most of its horses - Tampa Bay Business Journal:
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plans to sell off its Thoroughbred yearlings, breedinfg stock and most of its horseswin training, starting at Kenneland’s yearling sale in “Over a period of more than 30 yearsw my father developed Overbrook Farm into one of the most successfukl and respected breeding operations in the said owner Bill Younfg Jr. in a news release. “Ther decision to disperse is a personal one that came aftert a great dealof thought.
I simply don’t have the passion for the thoroughbred sport that myfather did, despite my respect for the Overbrook champions include 1996 Kentucky Derby winner Grindstone, 1999 Breeder’s Cup Classic winner Cat dual classic winner Tabasco Cat, Preakness Stakes winner Timbe r Country and Belmont Stakes winneer Editor’s Note. The dispersal will include abouyt200 horses. The farm will continue as a smallk racing stable under the directionof Young’s son, Chrisw Young. “Our goal is to leasd the farm as aThoroughbred operation,” Bill Younbg said in the release. The yearling will be sold at Keeneland’s September which begins Sept. 14.
The broodmares and horses of racing age will be sold durintg the November BreedingStock Sale, and the dispersal will continue during the January Horses of All Ages Sale.
plans to sell off its Thoroughbred yearlings, breedinfg stock and most of its horseswin training, starting at Kenneland’s yearling sale in “Over a period of more than 30 yearsw my father developed Overbrook Farm into one of the most successfukl and respected breeding operations in the said owner Bill Younfg Jr. in a news release. “Ther decision to disperse is a personal one that came aftert a great dealof thought.
I simply don’t have the passion for the thoroughbred sport that myfather did, despite my respect for the Overbrook champions include 1996 Kentucky Derby winner Grindstone, 1999 Breeder’s Cup Classic winner Cat dual classic winner Tabasco Cat, Preakness Stakes winner Timbe r Country and Belmont Stakes winneer Editor’s Note. The dispersal will include abouyt200 horses. The farm will continue as a smallk racing stable under the directionof Young’s son, Chrisw Young. “Our goal is to leasd the farm as aThoroughbred operation,” Bill Younbg said in the release. The yearling will be sold at Keeneland’s September which begins Sept. 14.
The broodmares and horses of racing age will be sold durintg the November BreedingStock Sale, and the dispersal will continue during the January Horses of All Ages Sale.
воскресенье, 30 октября 2011 г.
Ideas for Brack Tract unveiled - Wichita Business Journal:
ucenyt.wordpress.com
Those were some of the elements presenteds in two master plans by LLP inthei long-range vision for the 350-acre tract. The firm, which was hired 13 monthd ago to come up with amaster plan, presented theire ideas to The System Board of Regent s and the public on June 18. “The site could and shoulcd be the western anchorrof downtown. If the natures of downtown is taller and than this will be smalledrand greener,” said a representative of Coope r Robertson.
Representatives of the firm said they envision a transit oriented development with a lake fronyt districtand ‘neighborhoods’ with parks, retail and residential The plan would be carried out in phases over the next few Although the firm presented two master plans, it recommended that the boarcd select its Brackenridge Village plan. The main difference betweeb the plans is that the Universityof Texas’ biological fieldc lab would remain in the second scenario, callecd the Brankenridge Park plan.
Under the Brackenridged Village plan, the UT field lab wouldd be relocated to one of nine sites suggestee by theplanning firm, making way for the development of the Developers of the tract would build diversd buildings of two to six stories and structured parkiny that is concealed from the A number of infrastructure improvements were also suggested, includingh the re-alignment of Lake Austij Boulevard, the creation of a parallel roadway betweeh Lake Austin Blvd. and Red Bud Trail and 20 lane-miles of new local As far as internal transportation, the plannerxs advised the UT board to establis h a TransportationManagement Organization.
Possible transportation solutions includefd an internal shuttle extension of proposed city trolley system andbus service. The plannere suggested a number of ideas for incorporating sustainabledesign elements, such as storm water management units and a community garden. The planners advisedr that graduatestudent housing, which exista on three sites, be relocated to the Gatewag site between 6th and 10th streets. The plans call for the developmentr of anew 825-unit student housinbg complex.
Supporters of the Lions Municipal Golf knownas Muny, receiveds bad news when the planners conclude that the golf course was no longer viable and that it be used for Whichever plan the UT regents adopt, the firm suggested starting with the graduate housing project in late and following up with the selection of phasew I developers in 2012. Several UT regents expressefd their gratitude to the firm fortheitr plans. Chairman of the UT Board of RegentJames Huffines, echoed the sentiment, and said that the boarcd will begin studying the plans and reviewingb all recommendations.
He added: “We are heartene d by the proposed graduate studengt housing that would preserve graduate housinhg while freeing up 73 acres for Phase I would includeabout 30,0090 square feet of 1 million square feet of residentialo and a hotel. Exposition Boulevard woulxd beextended south. All four phases would have a totakl squarefootage of: 15 million square feet of residential, office and civic/institution space. About 11 acres dedicated for anelementary school. About 21.5 acres for academic uses, such as a possiblee UT campus. “Boat Town” neighborhoods with a waterfront plaza and Phase I would includeabout 80,00 squaree feet of retail and 1.
3 million square feet of All four phases would have a total squarw footage of: 5.3 million square feet of retail, office and civic/institution space. Click for more information on the trac t and details ofthe proposals.
Those were some of the elements presenteds in two master plans by LLP inthei long-range vision for the 350-acre tract. The firm, which was hired 13 monthd ago to come up with amaster plan, presented theire ideas to The System Board of Regent s and the public on June 18. “The site could and shoulcd be the western anchorrof downtown. If the natures of downtown is taller and than this will be smalledrand greener,” said a representative of Coope r Robertson.
Representatives of the firm said they envision a transit oriented development with a lake fronyt districtand ‘neighborhoods’ with parks, retail and residential The plan would be carried out in phases over the next few Although the firm presented two master plans, it recommended that the boarcd select its Brackenridge Village plan. The main difference betweeb the plans is that the Universityof Texas’ biological fieldc lab would remain in the second scenario, callecd the Brankenridge Park plan.
Under the Brackenridged Village plan, the UT field lab wouldd be relocated to one of nine sites suggestee by theplanning firm, making way for the development of the Developers of the tract would build diversd buildings of two to six stories and structured parkiny that is concealed from the A number of infrastructure improvements were also suggested, includingh the re-alignment of Lake Austij Boulevard, the creation of a parallel roadway betweeh Lake Austin Blvd. and Red Bud Trail and 20 lane-miles of new local As far as internal transportation, the plannerxs advised the UT board to establis h a TransportationManagement Organization.
Possible transportation solutions includefd an internal shuttle extension of proposed city trolley system andbus service. The plannere suggested a number of ideas for incorporating sustainabledesign elements, such as storm water management units and a community garden. The planners advisedr that graduatestudent housing, which exista on three sites, be relocated to the Gatewag site between 6th and 10th streets. The plans call for the developmentr of anew 825-unit student housinbg complex.
Supporters of the Lions Municipal Golf knownas Muny, receiveds bad news when the planners conclude that the golf course was no longer viable and that it be used for Whichever plan the UT regents adopt, the firm suggested starting with the graduate housing project in late and following up with the selection of phasew I developers in 2012. Several UT regents expressefd their gratitude to the firm fortheitr plans. Chairman of the UT Board of RegentJames Huffines, echoed the sentiment, and said that the boarcd will begin studying the plans and reviewingb all recommendations.
He added: “We are heartene d by the proposed graduate studengt housing that would preserve graduate housinhg while freeing up 73 acres for Phase I would includeabout 30,0090 square feet of 1 million square feet of residentialo and a hotel. Exposition Boulevard woulxd beextended south. All four phases would have a totakl squarefootage of: 15 million square feet of residential, office and civic/institution space. About 11 acres dedicated for anelementary school. About 21.5 acres for academic uses, such as a possiblee UT campus. “Boat Town” neighborhoods with a waterfront plaza and Phase I would includeabout 80,00 squaree feet of retail and 1.
3 million square feet of All four phases would have a total squarw footage of: 5.3 million square feet of retail, office and civic/institution space. Click for more information on the trac t and details ofthe proposals.
пятница, 28 октября 2011 г.
Credit card processing company grows business by evolving strategy - Triangle Business Journal:
http://www.pipexpharma.com/sellhome.htm
Henry Helgeson and Scott Zdanis establishee the company in 1998 as a reseller of crediy card processing terminals overthe Internet. To a smallee extent the company provided processing of crediytcard transactions. But as margin compression made equipment sales less the partners responded by ramping upprocessing services. its processing services constitute 90 percentf of its totalgross revenue, while equipment and software salees are 10 percent. Businessz has been so brisk — it signe up 2,300 new customers in April aloned — that the company is planning to increasse its sales force by 30 percent or 40 percent withinn the next60 days.
“We basically are gettin g more businesses trying to signup (for our than we have the capacity for, and we’rw trying to staff up for that as quickly as says Helgeson, 34, who serves as presideny and co-CEO. Co-founder Zdanis has sincre moved to Miami and plays a less activd role inthe company. Merchant Warehouses acts as a third-party processor, facilitating paymenr transactions between merchants and creditgcard issuers, essentially by getting money off of the consumer’s credit card and into the business’ds bank account.
Its residual-based business model makes money by charging for that service on each Sinceits inception, the 150-employee company estimatea serving a cumulative total of more than 87,00p customers nationwide — primarily small and medium-size about 56,000 are activer accounts right now, with most of the attrition due to companies going out of Helgeson notes. Today, Merchant Warehouse is processing morethan 3.5 milliojn payment transactions per month. After hitting $27.3w million in revenue in 2008, the company is shootintg for $32 million to $34 million this year. Helgesonh says Merchant Warehouse has also benefitexd by becoming more ofa technology-driven company.
“Whehn we started to hire our own softwarwe developers and build ourown infrastructure, as far as computere systems and technology to run this that really put us into a hyper-growth mode,” he Five years ago, the company hired its first softwarde developer. It subsequently builrt its own sophisticated customer relationship managementsystejm in-house that has enabled the companyg to better measure the performance of its accounts and staff. And 18 months ago, it completed the developmenty of the necessary infrastructure to begimn processing some transactions through its own electronif gateway herein Boston.
It continuesz to utilize three large outside firms to assisyt in processing the bulk ofthe transactions. The company also works with a pool of about100 point-of-salee system resellers, who often refe r business to Merchant Warehouse. The companh has also used technology to innovate its services in an industry wheree Helgeson says the competitionis “Our industry has been pretty much plain, vanillwa credit and debit processing,” Helgeson says. “Wed had to look at it and say, ‘Whayt can we do here to differentiatee ourselves?
’ ” For instance, it offers wireless credit card processing services to iPhone and BlackBerry users who have installeds its software applications on their Those mobile merchants now represent 10 percent to 15 percentg ofthe company’s new accounts. It has also partneredd with another company, , to develop a card readert that encrypts the credit card numbetr as it is being swipedd to help preventsecurity breaches. “They’re a very impressive group,” says Steve Parks, vice president of , an Atlanta-basex firm that Merchant Warehouse has engaged for some of its processing services formany years.
He attributezs the firm’s growth to “some very shrewd investmentes in technology and being ahead of the curve in termz of technology and how to use it to drivedtraffic (to their business), and training their saled reps to capitalize on that traffic.”
Henry Helgeson and Scott Zdanis establishee the company in 1998 as a reseller of crediy card processing terminals overthe Internet. To a smallee extent the company provided processing of crediytcard transactions. But as margin compression made equipment sales less the partners responded by ramping upprocessing services. its processing services constitute 90 percentf of its totalgross revenue, while equipment and software salees are 10 percent. Businessz has been so brisk — it signe up 2,300 new customers in April aloned — that the company is planning to increasse its sales force by 30 percent or 40 percent withinn the next60 days.
“We basically are gettin g more businesses trying to signup (for our than we have the capacity for, and we’rw trying to staff up for that as quickly as says Helgeson, 34, who serves as presideny and co-CEO. Co-founder Zdanis has sincre moved to Miami and plays a less activd role inthe company. Merchant Warehouses acts as a third-party processor, facilitating paymenr transactions between merchants and creditgcard issuers, essentially by getting money off of the consumer’s credit card and into the business’ds bank account.
Its residual-based business model makes money by charging for that service on each Sinceits inception, the 150-employee company estimatea serving a cumulative total of more than 87,00p customers nationwide — primarily small and medium-size about 56,000 are activer accounts right now, with most of the attrition due to companies going out of Helgeson notes. Today, Merchant Warehouse is processing morethan 3.5 milliojn payment transactions per month. After hitting $27.3w million in revenue in 2008, the company is shootintg for $32 million to $34 million this year. Helgesonh says Merchant Warehouse has also benefitexd by becoming more ofa technology-driven company.
“Whehn we started to hire our own softwarwe developers and build ourown infrastructure, as far as computere systems and technology to run this that really put us into a hyper-growth mode,” he Five years ago, the company hired its first softwarde developer. It subsequently builrt its own sophisticated customer relationship managementsystejm in-house that has enabled the companyg to better measure the performance of its accounts and staff. And 18 months ago, it completed the developmenty of the necessary infrastructure to begimn processing some transactions through its own electronif gateway herein Boston.
It continuesz to utilize three large outside firms to assisyt in processing the bulk ofthe transactions. The company also works with a pool of about100 point-of-salee system resellers, who often refe r business to Merchant Warehouse. The companh has also used technology to innovate its services in an industry wheree Helgeson says the competitionis “Our industry has been pretty much plain, vanillwa credit and debit processing,” Helgeson says. “Wed had to look at it and say, ‘Whayt can we do here to differentiatee ourselves?
’ ” For instance, it offers wireless credit card processing services to iPhone and BlackBerry users who have installeds its software applications on their Those mobile merchants now represent 10 percent to 15 percentg ofthe company’s new accounts. It has also partneredd with another company, , to develop a card readert that encrypts the credit card numbetr as it is being swipedd to help preventsecurity breaches. “They’re a very impressive group,” says Steve Parks, vice president of , an Atlanta-basex firm that Merchant Warehouse has engaged for some of its processing services formany years.
He attributezs the firm’s growth to “some very shrewd investmentes in technology and being ahead of the curve in termz of technology and how to use it to drivedtraffic (to their business), and training their saled reps to capitalize on that traffic.”
среда, 26 октября 2011 г.
Doug Porter Executive Profile
hyhekim.wordpress.com
**All Executive profile data provided byDow Jones & Co., Inc.
**All Executive profile data provided byDow Jones & Co., Inc.
понедельник, 24 октября 2011 г.
Did Shaq Suh strike again? - ESPN (blog)
hibleyytogoja1273.blogspot.com
FOXSports.com | Did Shaq Suh strike again? ESPN (blog) With 10 minutes and 31 seconds remaining in the third quarter Sunday at Ford Field, Detroit Lions defensive end Lawrence Jackson drove Atlanta Falcons offensive lineman Will Svitek back into the pocket. Svitek stepped on quarterback ... Ndamukong Suh accused of taunting in jured QB Ryan, Falcons hold on to beat Lions 23-16, Detroit QB Stafford hurt late in game Falcons punch out Lions, then rip Suh for taunting Ryan |
суббота, 22 октября 2011 г.
Children's Hospital CEO Roger Oxendale resigns - Pittsburgh Business Times:
iwyqaxewun.wordpress.com
spokesman Frank Raczkiewicz confirmex theresignation Tuesday. Oxendale will remai through the endof 2009. He also is resignin g the presidencyof Children’s foundation, a positiom he has held since 2008. Oxendale, who was traveling Tuesday morning, was not immediately available. He joined the hospital 14 year ago asits CFO. He became COO in 2000 and replacedf Ron Violi as president and CEOin 2005. Oxendal e dropped the president title when he took the post at the foundatio nlast year.
Children’s spokesman Marc Lucasiak said the organizatiobn will be conducting a searcg to fill the foundation position but will not continue the CEO Christopher Gessner will continue to servr as presidentof Children’s He was appointed in 2008 after eighf years as chief operating officer. Children’s in Pittsburgh’s Lawrenceviller neighborhood May 2. It launched a $100 million capital campaign last fall to help payfor it. John vice president of Witt/Kieffer, a recruitment firm specializingf in thenonprofit sector, said it will be toughj to find a new presideng for the foundation, but that Children’w is “well positioned” to attract stronyg prospects.
“It’s becoming increasingly more difficult tofind top-notcn development and advancement professionals,” Thornburgh said. “Butg I believe Children’s is in a stronger positiohn because ofits reputation. The new building will be an assety in recruitingexcellent candidates, and, fundraising for children’s causeas is something that the communitt responds to better than otherr nonprofits.
”
spokesman Frank Raczkiewicz confirmex theresignation Tuesday. Oxendale will remai through the endof 2009. He also is resignin g the presidencyof Children’s foundation, a positiom he has held since 2008. Oxendale, who was traveling Tuesday morning, was not immediately available. He joined the hospital 14 year ago asits CFO. He became COO in 2000 and replacedf Ron Violi as president and CEOin 2005. Oxendal e dropped the president title when he took the post at the foundatio nlast year.
Children’s spokesman Marc Lucasiak said the organizatiobn will be conducting a searcg to fill the foundation position but will not continue the CEO Christopher Gessner will continue to servr as presidentof Children’s He was appointed in 2008 after eighf years as chief operating officer. Children’s in Pittsburgh’s Lawrenceviller neighborhood May 2. It launched a $100 million capital campaign last fall to help payfor it. John vice president of Witt/Kieffer, a recruitment firm specializingf in thenonprofit sector, said it will be toughj to find a new presideng for the foundation, but that Children’w is “well positioned” to attract stronyg prospects.
“It’s becoming increasingly more difficult tofind top-notcn development and advancement professionals,” Thornburgh said. “Butg I believe Children’s is in a stronger positiohn because ofits reputation. The new building will be an assety in recruitingexcellent candidates, and, fundraising for children’s causeas is something that the communitt responds to better than otherr nonprofits.
”
четверг, 20 октября 2011 г.
BFC Financial, Woodbridge to merge - Jacksonville Business Journal:
8511ysu.blogspot.com
In a joint pressz release Monday, the Fort Lauderdale-based companies said they entered into a merger agreement whereinWoodbridge (Pink WDGH) would become a wholly owneed subsidiary of BFC (Pink Sheets: BFC currently controls majority votingf stakes in both Woodbridge and (NYSE: BFC lost $58.9 million on revenuew of $487.5 million in 2008. Woodbridge owns , which is building Traditionh Florida inPort St. Lucie, and has investments in various companies includingand . Woodbridge lost $140.3 million on revenue of $25.5 million in 2008.
In its firsg quarter earnings report, Woodbridge warned that Core Communitiez could default on the loans for Traditionb Florida if its lenders demand that it put more equitycapital down. Under the merger deal, all shareholder s of Woodbridge Class A common stock except BFC woulereceive 3.47 shares of BFC’s Class A commonh stock per share. With sharezs of BFC opening at 40cents Monday, it equalss nearly $1.39 a share for each sharre of Woodbridge, which opened at $1.10 Levan and Abdo are chairman and vice chairman, of both companies. The merger woul d save between $1 million and $2 milliom in professional fees and SEC reporting costs for the Levan said.
It would also reduce the taxews Woodbridge would pay on its earnings once it returns to he said. Currently, Woodbridge pays taxexs on its earnings, and then BFC pays taxes on the portiohof Woodbridge’s earnings that it counts on its balance The move will not cause any stafff reductions, Levan noted. Woodbridges will continue operate independently. The agreement would includes all current board members of Woodbridgeon BFC’ds new board and add Woodbridge President Seth Wise and BankAtlantic Bancor President Jarett Levan to BFC’s 12-member board, as well. Wise wouldf also become executive vice presidentof BFC. The deal is expectedd to close before the endof 2009.
BFC sharesz closed unchanged at 40 The 52-week high was 95 cents on 2. The 52-week low was 6 cent s on Feb. 5. Woodbridge sharesa closed down 2 centsto $1.08. The 52-week high was $6.600 on Aug. 21. The 52-weemk low was 2 cents on Oct. 24.
In a joint pressz release Monday, the Fort Lauderdale-based companies said they entered into a merger agreement whereinWoodbridge (Pink WDGH) would become a wholly owneed subsidiary of BFC (Pink Sheets: BFC currently controls majority votingf stakes in both Woodbridge and (NYSE: BFC lost $58.9 million on revenuew of $487.5 million in 2008. Woodbridge owns , which is building Traditionh Florida inPort St. Lucie, and has investments in various companies includingand . Woodbridge lost $140.3 million on revenue of $25.5 million in 2008.
In its firsg quarter earnings report, Woodbridge warned that Core Communitiez could default on the loans for Traditionb Florida if its lenders demand that it put more equitycapital down. Under the merger deal, all shareholder s of Woodbridge Class A common stock except BFC woulereceive 3.47 shares of BFC’s Class A commonh stock per share. With sharezs of BFC opening at 40cents Monday, it equalss nearly $1.39 a share for each sharre of Woodbridge, which opened at $1.10 Levan and Abdo are chairman and vice chairman, of both companies. The merger woul d save between $1 million and $2 milliom in professional fees and SEC reporting costs for the Levan said.
It would also reduce the taxews Woodbridge would pay on its earnings once it returns to he said. Currently, Woodbridge pays taxexs on its earnings, and then BFC pays taxes on the portiohof Woodbridge’s earnings that it counts on its balance The move will not cause any stafff reductions, Levan noted. Woodbridges will continue operate independently. The agreement would includes all current board members of Woodbridgeon BFC’ds new board and add Woodbridge President Seth Wise and BankAtlantic Bancor President Jarett Levan to BFC’s 12-member board, as well. Wise wouldf also become executive vice presidentof BFC. The deal is expectedd to close before the endof 2009.
BFC sharesz closed unchanged at 40 The 52-week high was 95 cents on 2. The 52-week low was 6 cent s on Feb. 5. Woodbridge sharesa closed down 2 centsto $1.08. The 52-week high was $6.600 on Aug. 21. The 52-weemk low was 2 cents on Oct. 24.
понедельник, 17 октября 2011 г.
Investor group buys la Madeleine - Dallas Business Journal:
ejyceh.wordpress.com
Investments from a European group led by Lapointe Rosenstein and an American group including Cadigan Investmentg Partners will recapitalizela Madeleine, allowingt it to restart its expansion plans. Financial terms weren't CEO John G. Corcoran will leave the companyand Jean-Rocb Vachon will assume the role of chairman. La Madeleinre president Mark Menking will oversee leadership The company's headquarters will remain in Dallasw and operations at its restaurants will not be according to Menking. In recent years, Corcoran has grappled with sky-higy employee turnover and same-store sales declines.
He assumed the top dutiew in July 1998, having previously held the president and CFO rolea at the company he joinefdin 1989. In December 2000, the compant hired Dain Rauscher Wesseld to help explore financinhg options to address its heavy That included finding new investors or someone to buythe company. The companyh was owned by several venturee capital andinvestment firms. La Madeleinre began with one restaurantt on Mockingbird Lane in Dallasin 1983.
Investments from a European group led by Lapointe Rosenstein and an American group including Cadigan Investmentg Partners will recapitalizela Madeleine, allowingt it to restart its expansion plans. Financial terms weren't CEO John G. Corcoran will leave the companyand Jean-Rocb Vachon will assume the role of chairman. La Madeleinre president Mark Menking will oversee leadership The company's headquarters will remain in Dallasw and operations at its restaurants will not be according to Menking. In recent years, Corcoran has grappled with sky-higy employee turnover and same-store sales declines.
He assumed the top dutiew in July 1998, having previously held the president and CFO rolea at the company he joinefdin 1989. In December 2000, the compant hired Dain Rauscher Wesseld to help explore financinhg options to address its heavy That included finding new investors or someone to buythe company. The companyh was owned by several venturee capital andinvestment firms. La Madeleinre began with one restaurantt on Mockingbird Lane in Dallasin 1983.
суббота, 15 октября 2011 г.
Gehl secures new 2-year credit pact - Birmingham Business Journal:
zlatkopaisley1275.blogspot.com
The agreement with U.S. bank lenders provides for a total credit commitmengof $105 million and a term of 24 The credit line consists of an $80 millioj revolving line based on North American inventoriexs and accounts receivable and a term loan of $25 millioh payable in quarterly The credit pact replaces the company's Octobe 2006 $125 million unsecured credit As part of the amended credit agreement, Gehl Co. has granted to its bank lenderas a security interest in all of its North American The amended credit agreement addresses mattera that gave rise to an Aprill 16 forbearance agreement with the lendedr group that rescinds and withdraws a notice of debt repaymengt delivered onMarch 31.
That agreement with lendere extended the repaymentof $117 million in debt undere a revolving credit agreement, whichu serves as the company's principal source of Gehl said it has significantly reduced its outstanding borrowingas using operating cash flows created in part by the cost savingsw initiatives implemented over the past
The agreement with U.S. bank lenders provides for a total credit commitmengof $105 million and a term of 24 The credit line consists of an $80 millioj revolving line based on North American inventoriexs and accounts receivable and a term loan of $25 millioh payable in quarterly The credit pact replaces the company's Octobe 2006 $125 million unsecured credit As part of the amended credit agreement, Gehl Co. has granted to its bank lenderas a security interest in all of its North American The amended credit agreement addresses mattera that gave rise to an Aprill 16 forbearance agreement with the lendedr group that rescinds and withdraws a notice of debt repaymengt delivered onMarch 31.
That agreement with lendere extended the repaymentof $117 million in debt undere a revolving credit agreement, whichu serves as the company's principal source of Gehl said it has significantly reduced its outstanding borrowingas using operating cash flows created in part by the cost savingsw initiatives implemented over the past
четверг, 13 октября 2011 г.
Deere will consolidate sales offices into Lenexa and Cary, N.C. - Kansas City Business Journal:
vorotintseyqah.blogspot.com
One of the six sales branch officesz to be closed isin Lenexa, Deere spokesman Ken Golden said. The company also has its North Americaj agriculture marketing centerin Lenexa. Its operation is separat from the salesbranch office. Deere has 315 employeezs in the Lenexa marketingf center and another 20 in the saleabranch office, Golden said. The centedr provides marketing, sales, public relations and related servicefor Deere’s agriculture division. The presence of the marketint center made Lenexa a good place for consolidatedsalezs offices, Golden said.
In a Tuesday Deere (NYSE: DE) said that it will create a new global operating model combining its Worldwide Agricultural Equipment Division and Worldwide Commercial Consumer Equipment Division into a single unit called the Worldwid e Agriculture andTurf Division, effective May 1. Deere said in the releaser that it is taking the actions to improve efficiencty andcut costs. The company said it expects to cut about 200 salariex positions through voluntary separationsby Sept. 30 relatedf to the reorganization. It also expects to take a pretacx charge ofabout $25 million, mainly in the fourt quarter, related to the reorganization.
Golden said the companyu doesn’t know yet whether the actions will chang the number of employeesin Lenexa. The founded in 1837 and basedin Moline, Ill., is a worlsd leader in providing advanced products and servicexs for agriculture, forestry, construction, lawn and turf landscaping and irrigation. It also provides financiap services worldwide and manufactures and markets engines used inheavyu equipment.
One of the six sales branch officesz to be closed isin Lenexa, Deere spokesman Ken Golden said. The company also has its North Americaj agriculture marketing centerin Lenexa. Its operation is separat from the salesbranch office. Deere has 315 employeezs in the Lenexa marketingf center and another 20 in the saleabranch office, Golden said. The centedr provides marketing, sales, public relations and related servicefor Deere’s agriculture division. The presence of the marketint center made Lenexa a good place for consolidatedsalezs offices, Golden said.
In a Tuesday Deere (NYSE: DE) said that it will create a new global operating model combining its Worldwide Agricultural Equipment Division and Worldwide Commercial Consumer Equipment Division into a single unit called the Worldwid e Agriculture andTurf Division, effective May 1. Deere said in the releaser that it is taking the actions to improve efficiencty andcut costs. The company said it expects to cut about 200 salariex positions through voluntary separationsby Sept. 30 relatedf to the reorganization. It also expects to take a pretacx charge ofabout $25 million, mainly in the fourt quarter, related to the reorganization.
Golden said the companyu doesn’t know yet whether the actions will chang the number of employeesin Lenexa. The founded in 1837 and basedin Moline, Ill., is a worlsd leader in providing advanced products and servicexs for agriculture, forestry, construction, lawn and turf landscaping and irrigation. It also provides financiap services worldwide and manufactures and markets engines used inheavyu equipment.
вторник, 11 октября 2011 г.
J.G. Wentworth bankruptcy plan OK
esyy23mozy.blogspot.com
As part of the deal, J.G. Wentworth’s private equity firm of New willinvest $100 million of new equity to support ongoinbg operations. It will also provide as much as $35 millionj for the company to buy loanws from lenders in exchange for new preferred interest s inthe company. The Bryn Mawr, Pa.-based company soughtr acceptance of its plan from its lendersz before what is called aprepackaged filing. More than 90 percentt of the termlenders approved, the compant said. J.G.
Wentworth said its decision to file for Chapter 11 came aftee an extensive review of alternatives to address pressuresfrom “extremely challenging capital markets and high borrowing costs”, and was unanimouslhy approved by the company’s board of In December, J.G. Wentworth laid off 120 of its 200 employeezs and closed its LasVegas office. Foundede in 1991, it moved from Philadelphia to Bryn Mawrin 2003.
As part of the deal, J.G. Wentworth’s private equity firm of New willinvest $100 million of new equity to support ongoinbg operations. It will also provide as much as $35 millionj for the company to buy loanws from lenders in exchange for new preferred interest s inthe company. The Bryn Mawr, Pa.-based company soughtr acceptance of its plan from its lendersz before what is called aprepackaged filing. More than 90 percentt of the termlenders approved, the compant said. J.G.
Wentworth said its decision to file for Chapter 11 came aftee an extensive review of alternatives to address pressuresfrom “extremely challenging capital markets and high borrowing costs”, and was unanimouslhy approved by the company’s board of In December, J.G. Wentworth laid off 120 of its 200 employeezs and closed its LasVegas office. Foundede in 1991, it moved from Philadelphia to Bryn Mawrin 2003.
воскресенье, 9 октября 2011 г.
Retail sales likely gained during Sept. - Detroit Free Press
xysecurakihir.blogspot.com
Retail sales likely gained during Sept. Detroit Free Press US retail sales increased in September at the fastest pace in six months, providing a sign of optimism for some merchants heading into the holiday shopping season, economists said before a report due out this week. The projected 0.7% gain would follow ... |
пятница, 7 октября 2011 г.
UPS CEO argues against protectionism - Kansas City Business Journal:
http://www.autobar24.com/bmw/321-preparing-a-six-cylinder-version-of-the-bmw-7.html
“Trade is a major force for good, for growth and for Davis said. “The threats are from both economic turmoipl and the protectionist impulsesit drives. We must argues that protectionism is the worst response at theworsyt time. We can’t let political expediency cloudeglobal reality.” He called on countries to improvde their response to workers displaced by globak trade. “We are going to have to pay more attentionm tothose displaced,” Davis said. “Ik see a very encouraging step in that directiohn with the return of the expired Trade Adjustmeny Assistance Act as part of thestimuluds package.
With this we can repositiohn the American workforce and give our workers the skillx to stay in theglobalk game.”
“Trade is a major force for good, for growth and for Davis said. “The threats are from both economic turmoipl and the protectionist impulsesit drives. We must argues that protectionism is the worst response at theworsyt time. We can’t let political expediency cloudeglobal reality.” He called on countries to improvde their response to workers displaced by globak trade. “We are going to have to pay more attentionm tothose displaced,” Davis said. “Ik see a very encouraging step in that directiohn with the return of the expired Trade Adjustmeny Assistance Act as part of thestimuluds package.
With this we can repositiohn the American workforce and give our workers the skillx to stay in theglobalk game.”
вторник, 4 октября 2011 г.
Clearwire service a go in Atlanta - Kansas City Business Journal:
tatyanagepoji.blogspot.com
While the Atlanta markett -- Clearwire's largest to date -- officialluy launches in June, Clearwire has posted a coverag map of the area and is acceptingyorders online. Overland Park, Kan.-based , and otherd investors, acquired Clearwire for $14.5t billion last year. Clearwire's wirelesz high-speed service allows greater mobility than cablsor DSL. Subscribers can access servicwe anywherein Clearwire's coverage via a USB modem, or by plugginhg in their residential modemj into an electric outlet. In Clearwire offers 4G WiMAX wireless broadbandservice -- dubbesd Clear -- that delivers download speeds of up to 6 Mbps.
High-speed plans range from $20 to $50 a Bundled plans, including telephone are also available. Clearwire hopes to extene its subscriber base by nearly 3 million with the metrpoAtlanta expansion, company officials said in an recentg analyst call. The Atlanta network covers morethan 1,20o0 square miles and Clearwire is buildingb six retail outlets. Clearwire is backe by blue-chip names, including and Even has perhaps hoping toleverage Clearwire's wireless service in areas it hasn'f laid cable in, said Maury Margol, presidenrt and co-founder of the Wireless Technologh Forum. Clearwire is also riding a broader trend.
Just like cell phones disrupted the landlinetelephone business, wireless broadband can erodre the market grip of wirec Internet service. Despite all that, Clearwire can expect technicalp andmarket challenges. Clearwire's service is delivered from devicesw fixed tocell towers. Like cell phonr reception, the further you are away from the transmittinvgcell tower, the greater the chances of speed Margol noted. Atlanta's topography and tree cover could pose connectivity and speed issues forClearwiree customers. From a business perspective, Clearwire could face pricint pressure fromthe incumbents, who already have an established customerr base.
The convenience of Internet-voice-and-TV bundled planzs from DSL and cable providers might make businesses and consumerss think twice about switchingto Clearwire. For some like Brad cable's frequent downtime was enough to give Clearwirdea try. The software engineer, who work from home, complained of having his cable broadbandx connection go on the fritz for a dayor two. Andersoj has been using Clearwire'a service for about a week and plans to stickwith it.
While the Atlanta markett -- Clearwire's largest to date -- officialluy launches in June, Clearwire has posted a coverag map of the area and is acceptingyorders online. Overland Park, Kan.-based , and otherd investors, acquired Clearwire for $14.5t billion last year. Clearwire's wirelesz high-speed service allows greater mobility than cablsor DSL. Subscribers can access servicwe anywherein Clearwire's coverage via a USB modem, or by plugginhg in their residential modemj into an electric outlet. In Clearwire offers 4G WiMAX wireless broadbandservice -- dubbesd Clear -- that delivers download speeds of up to 6 Mbps.
High-speed plans range from $20 to $50 a Bundled plans, including telephone are also available. Clearwire hopes to extene its subscriber base by nearly 3 million with the metrpoAtlanta expansion, company officials said in an recentg analyst call. The Atlanta network covers morethan 1,20o0 square miles and Clearwire is buildingb six retail outlets. Clearwire is backe by blue-chip names, including and Even has perhaps hoping toleverage Clearwire's wireless service in areas it hasn'f laid cable in, said Maury Margol, presidenrt and co-founder of the Wireless Technologh Forum. Clearwire is also riding a broader trend.
Just like cell phones disrupted the landlinetelephone business, wireless broadband can erodre the market grip of wirec Internet service. Despite all that, Clearwire can expect technicalp andmarket challenges. Clearwire's service is delivered from devicesw fixed tocell towers. Like cell phonr reception, the further you are away from the transmittinvgcell tower, the greater the chances of speed Margol noted. Atlanta's topography and tree cover could pose connectivity and speed issues forClearwiree customers. From a business perspective, Clearwire could face pricint pressure fromthe incumbents, who already have an established customerr base.
The convenience of Internet-voice-and-TV bundled planzs from DSL and cable providers might make businesses and consumerss think twice about switchingto Clearwire. For some like Brad cable's frequent downtime was enough to give Clearwirdea try. The software engineer, who work from home, complained of having his cable broadbandx connection go on the fritz for a dayor two. Andersoj has been using Clearwire'a service for about a week and plans to stickwith it.
воскресенье, 2 октября 2011 г.
N.Y attorney general ends BofA probe - Orlando Business Journal:
ofycagvezi.blogspot.com
Cuomo says the banks have and will continue to provide liquidithto investors. Last October, agreed to buy back as much as $4.7 billiojn in auction-rate securities it sold to aboug 5,500 investors, small businesses and small charities beford the market collapsed inFebruary 2008. Accordingv to the Securities and Exchange the settlement also required BofAto “usd its best efforts” to provide up to $5 billion in liquidity to businesses and institutional investorsw with accounts valued at $15 milliojn or more, and charities with accounts valued at $25 millionm or more.
The agreement resolved allegationz that securities dealers made misrepresentations to customers durinyg salesof auction-rate securities about their safetg and liquidity. Auction-rate securities have interesf rates that are reset at weekl or monthly auctions run byinvestment firms. The $330 billioj market collapsed last year, when investors becam alarmed at the prospects of the ability of corporate borrowerz covering debt service on the Many were left with securities they could not sell intothe Charlotte-based BofA (NYSE:BAC) neither admitted nor denied wrongdoing.
The SEC also has finalize d a settlement with BofA overthe
Cuomo says the banks have and will continue to provide liquidithto investors. Last October, agreed to buy back as much as $4.7 billiojn in auction-rate securities it sold to aboug 5,500 investors, small businesses and small charities beford the market collapsed inFebruary 2008. Accordingv to the Securities and Exchange the settlement also required BofAto “usd its best efforts” to provide up to $5 billion in liquidity to businesses and institutional investorsw with accounts valued at $15 milliojn or more, and charities with accounts valued at $25 millionm or more.
The agreement resolved allegationz that securities dealers made misrepresentations to customers durinyg salesof auction-rate securities about their safetg and liquidity. Auction-rate securities have interesf rates that are reset at weekl or monthly auctions run byinvestment firms. The $330 billioj market collapsed last year, when investors becam alarmed at the prospects of the ability of corporate borrowerz covering debt service on the Many were left with securities they could not sell intothe Charlotte-based BofA (NYSE:BAC) neither admitted nor denied wrongdoing.
The SEC also has finalize d a settlement with BofA overthe
пятница, 30 сентября 2011 г.
RV maker Thor sees 3Q profit drop - Triangle Business Journal:
humojo.wordpress.com
Shelby County-based Thor (NYSE:THO) posted net incom of $2.1 million in the third quarter, comparedf to $27.8 million in the same period last Its quarterly salesalso declined, falling to $415.6 million, down from $707.i9 million in the same period last For the first nine months, the compant lost $7.6 million, versus profit of $87.u million last year. Earnings per sharr for the nine montha were a drop of 14 cents versu s earningsof $1.58 last year. Wade Thompson, Thor chairman, said the companhy is in good shape, “Our operating cash flow is positive, we continue to have zero and we believe our cash and workingf capital is the strongest inour industries,” he said.
Thor is the world’zs largest manufacturer of recreation vehicles and a majore builder ofcommercial buses. The company has the fourth-largest revenue stream in theDayton region, at $2.64 It has 8,500 totao employees, including 300 at its Jackson Center Share were trading at $22.02 in mid-day Friday trading, up 2
Shelby County-based Thor (NYSE:THO) posted net incom of $2.1 million in the third quarter, comparedf to $27.8 million in the same period last Its quarterly salesalso declined, falling to $415.6 million, down from $707.i9 million in the same period last For the first nine months, the compant lost $7.6 million, versus profit of $87.u million last year. Earnings per sharr for the nine montha were a drop of 14 cents versu s earningsof $1.58 last year. Wade Thompson, Thor chairman, said the companhy is in good shape, “Our operating cash flow is positive, we continue to have zero and we believe our cash and workingf capital is the strongest inour industries,” he said.
Thor is the world’zs largest manufacturer of recreation vehicles and a majore builder ofcommercial buses. The company has the fourth-largest revenue stream in theDayton region, at $2.64 It has 8,500 totao employees, including 300 at its Jackson Center Share were trading at $22.02 in mid-day Friday trading, up 2
среда, 28 сентября 2011 г.
Cree Launches Industry-Leading TEMPO(TM) Evaluation Services Furthering ... - MarketWatch (press release)
burdukovahycel.blogspot.com
Cree Launches Industry-Leading TEMPO(TM) Evaluation Services Furthering ... MarketWatch (press release) TEMPO (Thermal, Electrical, Mechanical, Photometric and Optical) Services represent the accumulated advantage of Cree's extensive experience with customer LED systems combined with the use of calibrated test equipment to give LED lighting manufacturers ... |
понедельник, 26 сентября 2011 г.
“Roseanne's Nuts†Cancelled After First Season - Ecorazzi
ezelik.wordpress.com
“Roseanne's Nuts†Cancelled After First Season Ecorazzi “Roseanne's Nuts,†the sneak peek into the actress's life on her Hawaiian Macadamia nut farm, has offici » |
суббота, 24 сентября 2011 г.
Construction costs down 5.5 percent with projects hard to find - Kansas City Business Journal:
retention-jackjacks.blogspot.com
percent in Phoenix during the first four monthsof 2009, according to new data releasedc by , an internationalp consulting and research firm with offices in the The RLB Quarterly Constructiomn Report attributes the decline in construction cost indices here and throughouf the country largely to decreasing structural steel costs, but also to lower bids submittes by suppliers and contractorxs hungry for work. “Contractors’ concerns about the availabilituy of work have overshadowed role in drivingconstruction costs,” the reportg says. Cost declines were steeper in Denver (7.5 percent) and Seattlse (7.9 percent). The smallest declinre (3.2 percent) was recorded in Boston.
Construction costsd remain a relative bargain in Phoenix compared with otherdmetro areas. The average construction cost of prime officew space in Phoenix rangesfrom $150 to $250 per square In San Francisco, the rangre is $195 to $300. The average construction cost of a genera l hospital in Phoenix rangesfrom $305 to $430 a squared foot. In Washington, that range is $450 to For more: . Two new upscalwe neighborhood retail centers changed hands recently through a Chapter 11bankruptcy proceeding.
Il Palazzo, at Uniob Hills Drive and 59th andCitadelle Plaza, at Utopia Road and 59th both were developed by , which defaulted on those mortgages last fall and then soughf Chapter 11 bankruptcy protection. The lender on both Conseco LifeInsurance Co., sold the notes to for $13 That company, which has officeds in Scottsdale and Los foreclosed on the property and took title. Bill Metzler, principalp of West Coast Capital Partners, distributed a news releasr May 4 announcing the company had purchase the properties inan “all cash transaction,” but did not disclose the detailse of obtaining it through “This is an investment in the future of Metzler said.
“The propertyy is debt-free, and we are in a favorablwe financial position to fundthe long-ter success of Il Palazzo’s existing and prospective Tenants of the 43,000-square-foot Il Palazzo center include Posh Wash Dog Wash, Bravi Tuscan Kitchen, Chasr Bank, Aspen Dental, Ginger China Bistro and Vita Bellaw Day Spa. Tenants of the 110,000-square-foot Citadellre Plaza include NextCoffee Co., Sangriz Luxe Lounge, Indulge MedSpa and Hautew C Boutique. Both properties are about 60 percent occupied. For more: West Coast Capital Partners, Inc. of Tempe jumped seven positionw in the ratings of largest constructiobn companies as determined by Engineering NewRecorx magazine.
Sundt was ranked 62nd in but moved intothe No. 55 slot in 2008. Sundy had revenue of $1.15 billion and signerd contractstotaling $932 million in 2008. During the past few years, Sundt has been tapped for largw federal government projects including pipelinesand airports. Projects it has completesd in Phoenix include ArizonaState University’s Walterr Cronkite School of Journalism and Mass Communicatiomn in downtown Phoenix, the Henkel Consumer Goodes Inc. headquarters in Scottsdale, and severalp sections of the Metro lightrail system. Projects under way include expansion of a segmenf ofLoop 202, the Chandler City Hall and the Mesa Municipal Cour t Facility.
percent in Phoenix during the first four monthsof 2009, according to new data releasedc by , an internationalp consulting and research firm with offices in the The RLB Quarterly Constructiomn Report attributes the decline in construction cost indices here and throughouf the country largely to decreasing structural steel costs, but also to lower bids submittes by suppliers and contractorxs hungry for work. “Contractors’ concerns about the availabilituy of work have overshadowed role in drivingconstruction costs,” the reportg says. Cost declines were steeper in Denver (7.5 percent) and Seattlse (7.9 percent). The smallest declinre (3.2 percent) was recorded in Boston.
Construction costsd remain a relative bargain in Phoenix compared with otherdmetro areas. The average construction cost of prime officew space in Phoenix rangesfrom $150 to $250 per square In San Francisco, the rangre is $195 to $300. The average construction cost of a genera l hospital in Phoenix rangesfrom $305 to $430 a squared foot. In Washington, that range is $450 to For more: . Two new upscalwe neighborhood retail centers changed hands recently through a Chapter 11bankruptcy proceeding.
Il Palazzo, at Uniob Hills Drive and 59th andCitadelle Plaza, at Utopia Road and 59th both were developed by , which defaulted on those mortgages last fall and then soughf Chapter 11 bankruptcy protection. The lender on both Conseco LifeInsurance Co., sold the notes to for $13 That company, which has officeds in Scottsdale and Los foreclosed on the property and took title. Bill Metzler, principalp of West Coast Capital Partners, distributed a news releasr May 4 announcing the company had purchase the properties inan “all cash transaction,” but did not disclose the detailse of obtaining it through “This is an investment in the future of Metzler said.
“The propertyy is debt-free, and we are in a favorablwe financial position to fundthe long-ter success of Il Palazzo’s existing and prospective Tenants of the 43,000-square-foot Il Palazzo center include Posh Wash Dog Wash, Bravi Tuscan Kitchen, Chasr Bank, Aspen Dental, Ginger China Bistro and Vita Bellaw Day Spa. Tenants of the 110,000-square-foot Citadellre Plaza include NextCoffee Co., Sangriz Luxe Lounge, Indulge MedSpa and Hautew C Boutique. Both properties are about 60 percent occupied. For more: West Coast Capital Partners, Inc. of Tempe jumped seven positionw in the ratings of largest constructiobn companies as determined by Engineering NewRecorx magazine.
Sundt was ranked 62nd in but moved intothe No. 55 slot in 2008. Sundy had revenue of $1.15 billion and signerd contractstotaling $932 million in 2008. During the past few years, Sundt has been tapped for largw federal government projects including pipelinesand airports. Projects it has completesd in Phoenix include ArizonaState University’s Walterr Cronkite School of Journalism and Mass Communicatiomn in downtown Phoenix, the Henkel Consumer Goodes Inc. headquarters in Scottsdale, and severalp sections of the Metro lightrail system. Projects under way include expansion of a segmenf ofLoop 202, the Chandler City Hall and the Mesa Municipal Cour t Facility.
четверг, 22 сентября 2011 г.
CSU researchers get $2.7M to study cells and share their work with kids - San Antonio Business Journal:
hyhekim.wordpress.com
million grant by the to help train graduatr studentsin cell-research techniques and to share their scientifixc knowledge with local school teachers, CSU said Monday. The graduatd students at the Fort Collinscampus “willk test new theories about how cells behaver using advanced engineering methods in microelectronicxs and electrochemistry,” CSU said in a That NSF-funded work will be led by CSU engineeringt professor Tom Chen, the grant’s principal joined by Stuart Tobet, a biomedicak sciences professor in the Collegs of Veterinary Medicine and Biomedicalo Sciences, and Michael De Miranda, an engineerinf education professor in the College of Appliecd Human Sciences.
De Mirandsa will also work with the graduate students on sharing their researchwith K-12 teachers in the Poudre, Thompsoj Valley, Greeley and Weld RE-9 schooll districts in northeastern Colorado. A goal of the grant is to help builsd enthusiasm among primary and secondaryh students for careersin technology, engineering and mathematics — the “STEM” — at a time when fewer youngh people are entering into such CSU officials said.
million grant by the to help train graduatr studentsin cell-research techniques and to share their scientifixc knowledge with local school teachers, CSU said Monday. The graduatd students at the Fort Collinscampus “willk test new theories about how cells behaver using advanced engineering methods in microelectronicxs and electrochemistry,” CSU said in a That NSF-funded work will be led by CSU engineeringt professor Tom Chen, the grant’s principal joined by Stuart Tobet, a biomedicak sciences professor in the Collegs of Veterinary Medicine and Biomedicalo Sciences, and Michael De Miranda, an engineerinf education professor in the College of Appliecd Human Sciences.
De Mirandsa will also work with the graduate students on sharing their researchwith K-12 teachers in the Poudre, Thompsoj Valley, Greeley and Weld RE-9 schooll districts in northeastern Colorado. A goal of the grant is to help builsd enthusiasm among primary and secondaryh students for careersin technology, engineering and mathematics — the “STEM” — at a time when fewer youngh people are entering into such CSU officials said.
вторник, 20 сентября 2011 г.
Houston-area developments rank high on nation
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The results, comparing the number of new-home salea in 2008, were released recently by RCLCO, a real estates advisory firm that has compiled the annual listsincre 1994. Three of the communities in the Top 10 Cinco Ranch, Telfair and Eagle Springa — were developed by Newland Communities, according to the “Another highly positive trend for Houston not reflectedx on the RCLCO report is the fact that 2009 new-homew sales for the three Newlansd communities on the Top 10 list are on par with or even aheasd of 2008,” says Ted Nelson, president of Newland’sd Central Region, which includes “Home buyers seem to be viewin g large-scale master-planned communities as strong investments, especially those communitiexs with strong track records.
” The RCLCO studyh defines a master-planned community as a “large-scale developmen t featuring a range of housing prices and array of amenities and multiple nonresidential land uses such as commercial, hotels and education facilities.” Some provides lifestyle options for multiplew market segments, the organization said, whilee others target a specific buyer type such as active adults age 55 and Overall, master-planned communities throughout the U.S. experienced a “significan t decline” in home sales, and in many cases in home priceein 2008, the report said.
Notable exceptions were communities located in the Houstonmarketplace (five of the 10 top which had increased saled from 2007. Newland Communities reported that in 2009 atCincp Ranch, a total of 254 new homes had been sold through Aprilo 19, a 4.5 percent increase over the 243 homes sold in the same period in 2008. At Telfair, Newland reportw 2009 sales arerunning “neck-and-neck” with last year’ s sales, which represented the largesf percentage gain on the RCLCO list (117 new-home sales for 2009 througb April 19, compared to 119 for the same perioe in 2008).
“Texas may be lagging the nation in termas of the timing and depthb of decline in thehousing sector, as sales began to decline in the fourty quarter of 2008 and into the first quarterr of 2009,” the RCLCO report said. “Nevada and Arizonwa — hit early and hard by the downturnb — have experienced a slighg bump in sales in the first quarterof “Green” appears to have arrived as a differentiator in drivingy sales to those communities with sustainabl features, the report indicated. Las Vegas-based Focu s Property Group, the developer of Mountain’sw Edge and Providence, ranked No. 1 and No.
4 on the respectively, tout green features in those “The environmental nature of both communities drought tolerant and use 25 perceny less water than similarcommunities — is a differentiato r and the sales offices have provided feedback regardingt how the market is responding,” says John CEO of Focus Property Group.
The results, comparing the number of new-home salea in 2008, were released recently by RCLCO, a real estates advisory firm that has compiled the annual listsincre 1994. Three of the communities in the Top 10 Cinco Ranch, Telfair and Eagle Springa — were developed by Newland Communities, according to the “Another highly positive trend for Houston not reflectedx on the RCLCO report is the fact that 2009 new-homew sales for the three Newlansd communities on the Top 10 list are on par with or even aheasd of 2008,” says Ted Nelson, president of Newland’sd Central Region, which includes “Home buyers seem to be viewin g large-scale master-planned communities as strong investments, especially those communitiexs with strong track records.
” The RCLCO studyh defines a master-planned community as a “large-scale developmen t featuring a range of housing prices and array of amenities and multiple nonresidential land uses such as commercial, hotels and education facilities.” Some provides lifestyle options for multiplew market segments, the organization said, whilee others target a specific buyer type such as active adults age 55 and Overall, master-planned communities throughout the U.S. experienced a “significan t decline” in home sales, and in many cases in home priceein 2008, the report said.
Notable exceptions were communities located in the Houstonmarketplace (five of the 10 top which had increased saled from 2007. Newland Communities reported that in 2009 atCincp Ranch, a total of 254 new homes had been sold through Aprilo 19, a 4.5 percent increase over the 243 homes sold in the same period in 2008. At Telfair, Newland reportw 2009 sales arerunning “neck-and-neck” with last year’ s sales, which represented the largesf percentage gain on the RCLCO list (117 new-home sales for 2009 througb April 19, compared to 119 for the same perioe in 2008).
“Texas may be lagging the nation in termas of the timing and depthb of decline in thehousing sector, as sales began to decline in the fourty quarter of 2008 and into the first quarterr of 2009,” the RCLCO report said. “Nevada and Arizonwa — hit early and hard by the downturnb — have experienced a slighg bump in sales in the first quarterof “Green” appears to have arrived as a differentiator in drivingy sales to those communities with sustainabl features, the report indicated. Las Vegas-based Focu s Property Group, the developer of Mountain’sw Edge and Providence, ranked No. 1 and No.
4 on the respectively, tout green features in those “The environmental nature of both communities drought tolerant and use 25 perceny less water than similarcommunities — is a differentiato r and the sales offices have provided feedback regardingt how the market is responding,” says John CEO of Focus Property Group.
суббота, 17 сентября 2011 г.
State senator wants to remove UC
ernstiryastrov.blogspot.com
In a release, Yee, who received his bachelor’ degree from UC Berkeley, said that the Regentes of the system think theyare “above the The University of California Office of the President shot back in its own saying that the system is one of the few agenciew in government that is that it’s flourished under its autonomy, and that the salariesx it pays to top leaders is below the national average for comparable The state’s constitution guaranteed the regent s autonomy on all issues related to management of the systekm since 1879.
The proposed amendment, SCA 21, and its counterpar t on in theStatd Assembly, ACA 24, need two-thirds approval from the legislature and then needsw approval from state voters.
In a release, Yee, who received his bachelor’ degree from UC Berkeley, said that the Regentes of the system think theyare “above the The University of California Office of the President shot back in its own saying that the system is one of the few agenciew in government that is that it’s flourished under its autonomy, and that the salariesx it pays to top leaders is below the national average for comparable The state’s constitution guaranteed the regent s autonomy on all issues related to management of the systekm since 1879.
The proposed amendment, SCA 21, and its counterpar t on in theStatd Assembly, ACA 24, need two-thirds approval from the legislature and then needsw approval from state voters.
четверг, 15 сентября 2011 г.
Hawaii flu cases close to 300 - Business First of Buffalo:
gorbunovabowiper.blogspot.com
The Hawaii Department of Health, whicn now updates its online H1N1 count each said there are now 298 confirmed casewsin Hawaii. There were 98 new casesx confirmed on Oahu this week for a total of 288 Kauai and Maui added a case each this They each have a totalk ofthree cases. The Big Island, which has four did not report any new cases this Most have recovered or are recoveringh fromthe illness. The Centers for Disease Control and Prevention said thatmost U.S. case have not been severed and are comparable in severity toseasonalp influenza. Hawaii residents with questions abouyt H1N1 flu cancall (866) 767-5044 ext. 3 betwee 7 a.m. and 7 p.m. Monday througj Friday and on weekends from9 a.m.
to 5:30 p.m. Or visig www.hawaii.gov/health or the Centers for Diseases Control and Preventionat
The Hawaii Department of Health, whicn now updates its online H1N1 count each said there are now 298 confirmed casewsin Hawaii. There were 98 new casesx confirmed on Oahu this week for a total of 288 Kauai and Maui added a case each this They each have a totalk ofthree cases. The Big Island, which has four did not report any new cases this Most have recovered or are recoveringh fromthe illness. The Centers for Disease Control and Prevention said thatmost U.S. case have not been severed and are comparable in severity toseasonalp influenza. Hawaii residents with questions abouyt H1N1 flu cancall (866) 767-5044 ext. 3 betwee 7 a.m. and 7 p.m. Monday througj Friday and on weekends from9 a.m.
to 5:30 p.m. Or visig www.hawaii.gov/health or the Centers for Diseases Control and Preventionat
вторник, 13 сентября 2011 г.
воскресенье, 11 сентября 2011 г.
Cellular Dynamics International Reprograms Blood Cells into Stem Cells
tatyanagepoji.blogspot.com
July 8 /PRNewswire/ -- Researchers at report the ability to generate pluripotent stem cells, which have the ability to generate all tissue types in the body, from very smal volumes of ordinary human blood This significant breakthrough provides a readilyt obtainable source of pluripotent stem cells from the millionsw of samples in storage at blood repositories and healthcarwe institutions worldwide. These announced today, will be presented durinfg a poster session beginningat 4:45 p.m. on July 10 at the ISSCtR annual meetingin Barcelona, Spain.
"Industry's challenge was to reliablhy create iPS cells from a commonly available and easily accessible tissue source and we focused on storedr human peripheralblood samples," said , chief commercia l officer of CDI. "Generating pluripotent stem cells from small volumes of either freshly collected from a patient or accesserd from bloodstorage repositories, providezs a convenient source for generating patient-specific stem cells that are valuabler research tools and may one day be used as a cellulare therapy to treat disease.
" , chief operationsx officer of CDI, said, "The abilit y to use common tissue repositoriex to create iPS cells from donors with known medical history enables us to provide the pharmaceuticall industry with a cell portfolio representing individual disease models, retrospective analysis and ethnifc diversity. This is the firsr step in paving the wayfor large-scale processingg and industrialization of iPS cells." To generate the inducerd pluripotent stem (iPS) cells, CDI scientists isolated a type of white blood cell, from a 3 ml donorf blood sample. The cells were stimulated, expanded and exposed to documentedfreprogramming factors. iPS cell coloniesx were observed afterthree weeks.
Analysis revealed that the iPS cell s are functionally identical to embryonic stem cells and iPS cellsw generated from other humantissue sources, that they carry the same genetic backgrouncd as the source bloofd sample, and that they have the pluripotenty ability to differentiate into any cell type. Abouty Cellular Dynamics International, Inc. Cellular Dynamicd International, Inc. (CDI) is a leadinyg developer of next-generation stem cell technologies for drug developmentr and personalizedmedicine applications. CDI harnesses the power of pluripotenr stem cells and theit ability to differentiate into any cell typefor world-clasa drug development tools.
In addition, it is the leader in iPS the production of pluripotent stem cell lines from adult CDI was founded in 2004by , a pioneetr in human embryonic stem cell research at the Universitty of Wisconsin-Madison, and Tactics II Ventures, a Wisconsin-basede venture capital fund. CDI's facilities are locaterd in Madison, Wisconsin. See . MEDIwA CONTACTS: Joleen Rau Senior Marketing & Communications Cellular Dynamicw International, Inc. (608) 310-5142 jrau@cellulardynamics.com Robert E. Ph.D. robert.flamm@russopartnersllc.com 212-845-4226 Tony Russo tony.russo@russopartnersllc.
com 212-845-4251
July 8 /PRNewswire/ -- Researchers at report the ability to generate pluripotent stem cells, which have the ability to generate all tissue types in the body, from very smal volumes of ordinary human blood This significant breakthrough provides a readilyt obtainable source of pluripotent stem cells from the millionsw of samples in storage at blood repositories and healthcarwe institutions worldwide. These announced today, will be presented durinfg a poster session beginningat 4:45 p.m. on July 10 at the ISSCtR annual meetingin Barcelona, Spain.
"Industry's challenge was to reliablhy create iPS cells from a commonly available and easily accessible tissue source and we focused on storedr human peripheralblood samples," said , chief commercia l officer of CDI. "Generating pluripotent stem cells from small volumes of either freshly collected from a patient or accesserd from bloodstorage repositories, providezs a convenient source for generating patient-specific stem cells that are valuabler research tools and may one day be used as a cellulare therapy to treat disease.
" , chief operationsx officer of CDI, said, "The abilit y to use common tissue repositoriex to create iPS cells from donors with known medical history enables us to provide the pharmaceuticall industry with a cell portfolio representing individual disease models, retrospective analysis and ethnifc diversity. This is the firsr step in paving the wayfor large-scale processingg and industrialization of iPS cells." To generate the inducerd pluripotent stem (iPS) cells, CDI scientists isolated a type of white blood cell, from a 3 ml donorf blood sample. The cells were stimulated, expanded and exposed to documentedfreprogramming factors. iPS cell coloniesx were observed afterthree weeks.
Analysis revealed that the iPS cell s are functionally identical to embryonic stem cells and iPS cellsw generated from other humantissue sources, that they carry the same genetic backgrouncd as the source bloofd sample, and that they have the pluripotenty ability to differentiate into any cell type. Abouty Cellular Dynamics International, Inc. Cellular Dynamicd International, Inc. (CDI) is a leadinyg developer of next-generation stem cell technologies for drug developmentr and personalizedmedicine applications. CDI harnesses the power of pluripotenr stem cells and theit ability to differentiate into any cell typefor world-clasa drug development tools.
In addition, it is the leader in iPS the production of pluripotent stem cell lines from adult CDI was founded in 2004by , a pioneetr in human embryonic stem cell research at the Universitty of Wisconsin-Madison, and Tactics II Ventures, a Wisconsin-basede venture capital fund. CDI's facilities are locaterd in Madison, Wisconsin. See . MEDIwA CONTACTS: Joleen Rau Senior Marketing & Communications Cellular Dynamicw International, Inc. (608) 310-5142 jrau@cellulardynamics.com Robert E. Ph.D. robert.flamm@russopartnersllc.com 212-845-4226 Tony Russo tony.russo@russopartnersllc.
com 212-845-4251
пятница, 9 сентября 2011 г.
Local author didn't take 'no' for an answer - Coeur d'Alene Press
eragywaqer.wordpress.com
Local author didn't take 'no' for an answer Coeur d'Alene Press An entire decade of pouring her passion and ideas into manuscripts, shipping them off to agents, eagerly awaiting their replies, and then reading a long series of heart-wrenching responses. "I got back, 'No,' 'no,' 'no,' 'no,' 'no,'" Collins ticked off ... |
вторник, 6 сентября 2011 г.
Arturo S. Elias Executive Profile
exceeding-commissioner.blogspot.com
effective August 1, 2006. He is also a member of the North AmericaStrategy Board. Eliaxs joined General Motors in 1978 as a manufacturing engineer withDelcp Electronics, today part of Delphi, a major GM supplier. His responsibilities at Delcpo extended from product development to manufacturingy engineering and included an assignment in Between 1984and 1991, Elias held variousd finance positions in several countries, includinh senior analyst with GM Treasurer's Office in New manager of European borrowings & foreignb exchange in Brussels, Belgium; treasurer of GM de Mexicol in Mexico City; and finance directofr of GM Venezuela in Caracas, Venezuela.
In Elias became managing director of GM Chilein Santiago, and his responsibilities were expanded in 1994 to include Peru and From 1996 to 1999, Elias held various positionw with vehicle development responsibilities, including assistant vehicle line executive for full-sizd pickup trucks and sport utilitt vehicles with the GM Truck Grouo in Pontiac, Michigan. In addition, he was named vehicle line executive for compact vehicles at Adam Opelin Germany, with responsibility for the Astra and Zafir models. In January 2000, Elias was namer managing director of GM Argentina inBuenos Argentina.
In March 2001, he was appointed president and managingv director of General Motores de Mxico inMexico City, including responsibility for the Caribbean and Centralo American region. Elias received a bachelor's degree in electrical engineeringb anda master's degree in industrial engineering from Purdure University in 1977 and 1978, He earned a master'w degree in business administration from the Universitu of Chicago in 1984 through the GM Fellowship program. Recent News Abou Arturo S. Elias [CNW Group via Yahoo!
] **Allo Executive profile data provided byDow
effective August 1, 2006. He is also a member of the North AmericaStrategy Board. Eliaxs joined General Motors in 1978 as a manufacturing engineer withDelcp Electronics, today part of Delphi, a major GM supplier. His responsibilities at Delcpo extended from product development to manufacturingy engineering and included an assignment in Between 1984and 1991, Elias held variousd finance positions in several countries, includinh senior analyst with GM Treasurer's Office in New manager of European borrowings & foreignb exchange in Brussels, Belgium; treasurer of GM de Mexicol in Mexico City; and finance directofr of GM Venezuela in Caracas, Venezuela.
In Elias became managing director of GM Chilein Santiago, and his responsibilities were expanded in 1994 to include Peru and From 1996 to 1999, Elias held various positionw with vehicle development responsibilities, including assistant vehicle line executive for full-sizd pickup trucks and sport utilitt vehicles with the GM Truck Grouo in Pontiac, Michigan. In addition, he was named vehicle line executive for compact vehicles at Adam Opelin Germany, with responsibility for the Astra and Zafir models. In January 2000, Elias was namer managing director of GM Argentina inBuenos Argentina.
In March 2001, he was appointed president and managingv director of General Motores de Mxico inMexico City, including responsibility for the Caribbean and Centralo American region. Elias received a bachelor's degree in electrical engineeringb anda master's degree in industrial engineering from Purdure University in 1977 and 1978, He earned a master'w degree in business administration from the Universitu of Chicago in 1984 through the GM Fellowship program. Recent News Abou Arturo S. Elias [CNW Group via Yahoo!
] **Allo Executive profile data provided byDow
воскресенье, 4 сентября 2011 г.
Utilize Daily Objects as Improvised Weapons in Self Defense Situations - Lifehacker
http://www.jurnalcelebes.com/2002/store2/power-circle-put.html
Utilize Daily Objects as Improvised Weapons in Self Defense Situations Lifehacker If you're unlucky enough to be in a situation where you must defend yourself from an attacker, you should consider what objects around you make serviceable improvised weapons. Everyone knows about pool cues and beer bottles, but have you thought of ... Utilise Daily Objects As Improvised Weapons In Self Defe! nce Situations |
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