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.
воскресенье, 30 октября 2011 г.
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
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