Levi's, Gap garment workers on strike Business Spectator Workers at a large Cambodian garment factory that makes clothes for Levi's, Gap and other well-known international brands are striking for more pay and better working conditions. More than 5000 workers from the Singaporean-owned SL Garment Processing ... |
Tuesday, May 29, 2012
Levi's, Gap garment workers on strike - Business Spectator
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Sunday, May 27, 2012
California asks contractors to cut prices up to 15% - San Francisco Business Times:
efiosyt.blogspot.com
“We need your help!” according to a letter faxerd to Riverside-based and posted on the Wall Streert Journal’s web site. “Our goal is to help stater agencies comply with thisrequiremenf (to cut contract-related spending by 15 while continuing to purchase the food commodities they need.” The state providees a worksheet for the businesses to complete on how they’ll achiev that 15 percent cost savings. The state’s food vendors are wastinb no time voicing how littler profit suchcontracts carry. Adam Clingerman, owner of grocert supplier ABC Ventures in San was among those receiving the request for thepricw reduction.
His company, which has had a contract with the statresince 1992, sells frozen pizzas, waffles, pastas and other groceries to the state’s prison system. who says he makes less than 10 percentr on thestate contract, is turniny to his suppliers seeking price cuts, the newspaper reported. Meridian Food’xs owner Rebecca Kitchings said she was surprise to get the letter this week seekingthe cuts. for heaven’s sake,” Kitchings told the Wall Street “It’s a contract. If something happenedx to my company andI ‘I mis-bid that and I need another half a they’d say no way.
”
“We need your help!” according to a letter faxerd to Riverside-based and posted on the Wall Streert Journal’s web site. “Our goal is to help stater agencies comply with thisrequiremenf (to cut contract-related spending by 15 while continuing to purchase the food commodities they need.” The state providees a worksheet for the businesses to complete on how they’ll achiev that 15 percent cost savings. The state’s food vendors are wastinb no time voicing how littler profit suchcontracts carry. Adam Clingerman, owner of grocert supplier ABC Ventures in San was among those receiving the request for thepricw reduction.
His company, which has had a contract with the statresince 1992, sells frozen pizzas, waffles, pastas and other groceries to the state’s prison system. who says he makes less than 10 percentr on thestate contract, is turniny to his suppliers seeking price cuts, the newspaper reported. Meridian Food’xs owner Rebecca Kitchings said she was surprise to get the letter this week seekingthe cuts. for heaven’s sake,” Kitchings told the Wall Street “It’s a contract. If something happenedx to my company andI ‘I mis-bid that and I need another half a they’d say no way.
”
Saturday, May 26, 2012
Drone Lobbying Ramps Up Among Industry Manufacturers, Developers - Huffington Post
judonebolayb1394.blogspot.com
Drone Lobbying Ramps Up Among Industry Manufacturers, Developers Huffington Post WASHINGTON -- It may be years before unmanned aircraft are common in the sky, but lobbyists for the industry that develops and manufactures the drones are already buzzing around Capitol Hill. "This is one of the few areas where the government is still ... |
Thursday, May 24, 2012
Boeing joint venture Sea Launch declares bankruptcy - Puget Sound Business Journal (Seattle):
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Sea Launch Co. LLC filed for Chapteer 11 in U.S. Bankruptcy Court in Delaware on saying its liabilities werebetween $500 millio and $1 billion, compared to assets of $100 million to $500 Chicago-based (NYSE: BA) owns 40 percent of the which was founded in 1995. The idea of Sea Launcgh was to launch satellites from a converted oil drilling prograjm far outat sea, lowering cost s and allowing the satellitesw to be launched from ideal sites close to the The Boeing workers involvedr in Sea Launch build fairings for rocket s and design flight plans, said Sea Launchg spokeswoman Paula Korn. They are employees of Boeing’sa Integrated Defense Systems division, and work in Wash.
Sea Launch also employs 100 inLong Calif., where it is headquartered. “We had to go into bankruptc y to protect assetswhile reorganizing,” Korn said, adding that the companyg intends to emerge from bankruptcy. Problems that force d the filing included hardware delays and inability tocomplete launches, she said. Boeing spokesmamn Joe Tedino calledit “business as usual” for Pugey Sound area workers whilee Sea Launch works through its “Boeing and the other Sea Launch partners support Sea Launch’sz effort to explore restructuring alternatives througn an orderly bankruptcy court process,” Tedino So far this year, Sea Launch has only launchecd one satellite by sea and two by compared to five from sea in 2008, Korn Other Sea Launch partners include Aker, a Norwegian holding , the Russian rocket buildert that supplies the upper and NPO-Yuzhonoye, a Ukrainian rocket builder that supplies the lowerr stages.
Sea Launch Co. LLC filed for Chapteer 11 in U.S. Bankruptcy Court in Delaware on saying its liabilities werebetween $500 millio and $1 billion, compared to assets of $100 million to $500 Chicago-based (NYSE: BA) owns 40 percent of the which was founded in 1995. The idea of Sea Launcgh was to launch satellites from a converted oil drilling prograjm far outat sea, lowering cost s and allowing the satellitesw to be launched from ideal sites close to the The Boeing workers involvedr in Sea Launch build fairings for rocket s and design flight plans, said Sea Launchg spokeswoman Paula Korn. They are employees of Boeing’sa Integrated Defense Systems division, and work in Wash.
Sea Launch also employs 100 inLong Calif., where it is headquartered. “We had to go into bankruptc y to protect assetswhile reorganizing,” Korn said, adding that the companyg intends to emerge from bankruptcy. Problems that force d the filing included hardware delays and inability tocomplete launches, she said. Boeing spokesmamn Joe Tedino calledit “business as usual” for Pugey Sound area workers whilee Sea Launch works through its “Boeing and the other Sea Launch partners support Sea Launch’sz effort to explore restructuring alternatives througn an orderly bankruptcy court process,” Tedino So far this year, Sea Launch has only launchecd one satellite by sea and two by compared to five from sea in 2008, Korn Other Sea Launch partners include Aker, a Norwegian holding , the Russian rocket buildert that supplies the upper and NPO-Yuzhonoye, a Ukrainian rocket builder that supplies the lowerr stages.
Wednesday, May 23, 2012
Taking control: Nashville lawyer works to turn troubled condo projects into cash - Houston Business Journal:
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So far this year, John Cheadle Jr. has been appointecd receiver of three major luxury condominium 5th & Main in East The Braxton in Ashland City and, most Rolling Mill Hill in downtown Nashville. those projects have more than 300 unitsd and are valued at morethan $135 Turning that value into actual cash is what Cheadle’sz job is all about. It’s importan t to get the right person in charge of a projecrgone bad, says attorney Jamezs Kelley of “They need to be because they’re obviously looking after a rathee substantial asset,” says Kelley, who is representing , the lendere for the Braxton and Rolling Mill Hill in the receivership claims.
Beyond a receiver has to have the flexibility and amicablse personality to deal with all parties involved in a including tenants, creditors and Kelley says. Cheadle’s track recorf of success stretching back more than two decadex is what often makes him the receiver of choice for he says. “He’s a person that everybody has confidenc e will do theright thing,” he says. Nashvill e — like many U.S. marketsw — saw a boom of new condo developmentse inthe mid-2000s, with thousandx of high-end units hitting the market, particularly in the downtowb and Midtown areas.
Earlier projects sold out, but thoswe that have come on line in the past year have had trouble closingsales — even those that were under contract becauswe buyers got cold feet and banksw restricted mortgage lending for condos. “There’sx clearly a lot of that business out says Cheadle, a lawyer who representw creditors in his “day job.” Cheadle now is in controkl of more Nashville condos than anyone except , the partnership between Franklin-based and Jay Turner’s , whicjh developed the Icon and Velocit condos in the Gulch neighborhood. The developers still have about 280 Icon unitzfor sale, and Velocity has delayed opening its 265 units.
The 55-year-olrd Cheadle is modest about his role in charge of the prominenf andtroubled developments. “My job is as an he says. “We hire peoplr to do the heavy lifting.” A receiver is a court-appointed manage r of an asset, who generally steps in aftert a borrower has defaultec on a loan secured bythe asset. For the Rolling Mill Hill developers had morethan $20 million in outstanding development loans, and when they failed to pay the property’s mortgage note (or even its watedr bill) for several months this year, the lenders sued to install Cheadle as receiver.
In the case of real estat e assets, the goals are usuallyy “get through it as quickly as possiblwe and look for a way to liquidatde the asset as successfullgas possible,” Cheadle says. Cheadle graduated from the Law Schooklin 1978, going to work for his family’s law John Cheadle Sr. was a Nashville attorney, alonb with the younger Cheadle’s brother and who all practice togetherat . The elder Cheadlr had been a receiver as well and occasionallg took his son to workwith him.
A receiverr has to anticipate future problems in an oftejunfamiliar field, says John McLemore, a Nashvillee lawyer often named as receiver by the “Even if you don’t know what’s goingy on in the business, you’ve got to learn it, and you’v got to get capable people, and you’vee got to have the authority to hire those people,” McLemore says. Unlike receiverships aren’t well defined by law, so individualo filings lay out what receiversz canand can’t do, McLemore says.
A receiver has to make sure the court givesd him enough power to take care of everythintg needed in thefirst order, to avoid conflictxs and more litigation later, McLemore says. That ranges from the powe r to use rent money to pay the electrixc bill to the authority to sell off parts of an asset and hire orfire
So far this year, John Cheadle Jr. has been appointecd receiver of three major luxury condominium 5th & Main in East The Braxton in Ashland City and, most Rolling Mill Hill in downtown Nashville. those projects have more than 300 unitsd and are valued at morethan $135 Turning that value into actual cash is what Cheadle’sz job is all about. It’s importan t to get the right person in charge of a projecrgone bad, says attorney Jamezs Kelley of “They need to be because they’re obviously looking after a rathee substantial asset,” says Kelley, who is representing , the lendere for the Braxton and Rolling Mill Hill in the receivership claims.
Beyond a receiver has to have the flexibility and amicablse personality to deal with all parties involved in a including tenants, creditors and Kelley says. Cheadle’s track recorf of success stretching back more than two decadex is what often makes him the receiver of choice for he says. “He’s a person that everybody has confidenc e will do theright thing,” he says. Nashvill e — like many U.S. marketsw — saw a boom of new condo developmentse inthe mid-2000s, with thousandx of high-end units hitting the market, particularly in the downtowb and Midtown areas.
Earlier projects sold out, but thoswe that have come on line in the past year have had trouble closingsales — even those that were under contract becauswe buyers got cold feet and banksw restricted mortgage lending for condos. “There’sx clearly a lot of that business out says Cheadle, a lawyer who representw creditors in his “day job.” Cheadle now is in controkl of more Nashville condos than anyone except , the partnership between Franklin-based and Jay Turner’s , whicjh developed the Icon and Velocit condos in the Gulch neighborhood. The developers still have about 280 Icon unitzfor sale, and Velocity has delayed opening its 265 units.
The 55-year-olrd Cheadle is modest about his role in charge of the prominenf andtroubled developments. “My job is as an he says. “We hire peoplr to do the heavy lifting.” A receiver is a court-appointed manage r of an asset, who generally steps in aftert a borrower has defaultec on a loan secured bythe asset. For the Rolling Mill Hill developers had morethan $20 million in outstanding development loans, and when they failed to pay the property’s mortgage note (or even its watedr bill) for several months this year, the lenders sued to install Cheadle as receiver.
In the case of real estat e assets, the goals are usuallyy “get through it as quickly as possiblwe and look for a way to liquidatde the asset as successfullgas possible,” Cheadle says. Cheadle graduated from the Law Schooklin 1978, going to work for his family’s law John Cheadle Sr. was a Nashville attorney, alonb with the younger Cheadle’s brother and who all practice togetherat . The elder Cheadlr had been a receiver as well and occasionallg took his son to workwith him.
A receiverr has to anticipate future problems in an oftejunfamiliar field, says John McLemore, a Nashvillee lawyer often named as receiver by the “Even if you don’t know what’s goingy on in the business, you’ve got to learn it, and you’v got to get capable people, and you’vee got to have the authority to hire those people,” McLemore says. Unlike receiverships aren’t well defined by law, so individualo filings lay out what receiversz canand can’t do, McLemore says.
A receiver has to make sure the court givesd him enough power to take care of everythintg needed in thefirst order, to avoid conflictxs and more litigation later, McLemore says. That ranges from the powe r to use rent money to pay the electrixc bill to the authority to sell off parts of an asset and hire orfire
Monday, May 21, 2012
Indictments in alleged looting of ancient Four Corners burial sites - Silicon Valley / San Jose Business Journal:
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The on Wednesday releasee details of 12 indictments related to 23 Law enforcement officials have started arresting thoser named inthe indictments, most of whom live in according to the Interiot Department. The indictments were handed down by a Salt Lake Citygrandc jury. Roughly 250 artifacts estimated to be worth morethan $335,000p allegedly were stolen by the ring, according to the Interior Department. The artifacts include Anasazi created by Native Americanscenturies ago, as well as ceremonial maska and a buffalo headdress.
An undercover investigatiobn intothe ring’s activities has been goingf on for two years, and included agentsz from the Interior Department’s and FBI as well as U.S. marshals. “Let this case servd notice to anyone who is considerinyg breaking these laws and tramplingour nation’a cultural heritage that the BLM, the Department of Justice and the [res of] the federal governmen t will track you down and bring you to justice,” Interiod Secretary Ken Salazar said in a statement. The federal Archaeological Resourcess Protection Act makes it illegap to excavate archaeological siteswithout authorization, and take artifacts from federak land for sale or exchange.
Once the tribal affiliations havebeen identified, they will be returned to thos tribes, as required by the Native Americann Graves Protection and Repatriation Act. Items not covered by the tribal repatriation law will be made available for scientific researcy andpublic education. The Four Corners regionm includes partsof Colorado, Utah, New Mexick and Arizona, and occupies Natived American land. Colorado’s corner is part of this state’s Ute Mountaibn Ute reservation, and the other states’ cornerd are part of the Navajio Nation. Indicted defendants were to appear beforea U.S. magistratse in Moab, Utah, on Wednesday.
The on Wednesday releasee details of 12 indictments related to 23 Law enforcement officials have started arresting thoser named inthe indictments, most of whom live in according to the Interiot Department. The indictments were handed down by a Salt Lake Citygrandc jury. Roughly 250 artifacts estimated to be worth morethan $335,000p allegedly were stolen by the ring, according to the Interior Department. The artifacts include Anasazi created by Native Americanscenturies ago, as well as ceremonial maska and a buffalo headdress.
An undercover investigatiobn intothe ring’s activities has been goingf on for two years, and included agentsz from the Interior Department’s and FBI as well as U.S. marshals. “Let this case servd notice to anyone who is considerinyg breaking these laws and tramplingour nation’a cultural heritage that the BLM, the Department of Justice and the [res of] the federal governmen t will track you down and bring you to justice,” Interiod Secretary Ken Salazar said in a statement. The federal Archaeological Resourcess Protection Act makes it illegap to excavate archaeological siteswithout authorization, and take artifacts from federak land for sale or exchange.
Once the tribal affiliations havebeen identified, they will be returned to thos tribes, as required by the Native Americann Graves Protection and Repatriation Act. Items not covered by the tribal repatriation law will be made available for scientific researcy andpublic education. The Four Corners regionm includes partsof Colorado, Utah, New Mexick and Arizona, and occupies Natived American land. Colorado’s corner is part of this state’s Ute Mountaibn Ute reservation, and the other states’ cornerd are part of the Navajio Nation. Indicted defendants were to appear beforea U.S. magistratse in Moab, Utah, on Wednesday.
Sunday, May 20, 2012
Take stock in sales process to avoid getting burned - South Florida Business Journal:
eragywaqer.wordpress.com
He spent three months working onthe sale, and if he got it he wouldd make quota, get his bonus and finally be able to take his Michelle, on that trip to Europe he had promisedf her for years. Charlie had no reason to doubr the salewas his. The experienced salesman for ABC knew Greg, the customer’s purchasing agent, for most of a The two often spent long afternoons on the back nine, playin golf and sharing stories about their families. Both had two kids graduatingb fromhigh school. When they met last Thursda y for drinks, Greg did everything but promise Charlise that the order was inthe bag.
But when Charlier heard the toneof Greg’x voice on the line, he knew something was terriblh wrong. “Charlie, I did everything I could and untip about four days ago I was sure that my recommendation to give you the order was a explainedGreg sheepishly. “But the CFO and the executived vice president of marketing intervened and decides that the sale shoulr go toXYZ Corp. Your price was but the sales repat XYZ, Tom Robinson, showesd us how his approach would increase our cash flow and revenude growth. Tom also had some good ideas that our executiver vice president of marketing said would help us to differentiatdeour brand. I’m reallyg disappointed.
In fact, I need to do a realityh checkon myself: I can’t help but wonder if I’m losing credibility in the eyes of the Greg confessed. Charlie had seen Tom Robinson more than once atthe customer’s office talking with people Charlie had never met. “Wse had the cutting-edge technology, the lower price and bettert cost savingsfor Greg’s Charlie thought to himself. “I was sure we would win. But Tom somehow beat me to the punch.
” Charlie felt deeplu disappointed, but for the first time, he also felt His wife told him that the phoned call seemed to age him five For the past12 months, Charlie has been on the receiving end of four similatr calls — all from those whom he had known and trustecd the longest. Suddenly, fear struco him to his marrow. He doubtedx himself in a way thathe hadn’ t for a very long “Have I lost my touch?” he He knew he had just lost his quota, his bonus and that trip to but he didn’t know whether he wouldr still have his job this time next year.
Nobody bats a but when you keep losinygsales despite having great products and it’s time to take a step back. You have to reconsider what you’rew trying to accomplish and how you’re goingv about doing it. In fact, it might be time to reinventt the wayyou sell. Consider that the traditionalk salesprocess hasn’t changed much for more than a hundresd years. Its roots are in a time when suppliesd were tight and suppliers held the Orders were booked months in advancreand customers, anxious for a steaduy supply of material and lacking information abou availability, had little room to negotiate Salespeople were basically order takers, but that now is the exceptiob and not the rule.
As the number of supplierws has increased, salespeople have evolved from ordef takersto ambassadors, plyingy their social skills to learn what a customer needs and using theit product knowledge to present products and services to match those This is a great time to take stoco of your sales process to avoid walkin g in Charlie’s shoes.
He spent three months working onthe sale, and if he got it he wouldd make quota, get his bonus and finally be able to take his Michelle, on that trip to Europe he had promisedf her for years. Charlie had no reason to doubr the salewas his. The experienced salesman for ABC knew Greg, the customer’s purchasing agent, for most of a The two often spent long afternoons on the back nine, playin golf and sharing stories about their families. Both had two kids graduatingb fromhigh school. When they met last Thursda y for drinks, Greg did everything but promise Charlise that the order was inthe bag.
But when Charlier heard the toneof Greg’x voice on the line, he knew something was terriblh wrong. “Charlie, I did everything I could and untip about four days ago I was sure that my recommendation to give you the order was a explainedGreg sheepishly. “But the CFO and the executived vice president of marketing intervened and decides that the sale shoulr go toXYZ Corp. Your price was but the sales repat XYZ, Tom Robinson, showesd us how his approach would increase our cash flow and revenude growth. Tom also had some good ideas that our executiver vice president of marketing said would help us to differentiatdeour brand. I’m reallyg disappointed.
In fact, I need to do a realityh checkon myself: I can’t help but wonder if I’m losing credibility in the eyes of the Greg confessed. Charlie had seen Tom Robinson more than once atthe customer’s office talking with people Charlie had never met. “Wse had the cutting-edge technology, the lower price and bettert cost savingsfor Greg’s Charlie thought to himself. “I was sure we would win. But Tom somehow beat me to the punch.
” Charlie felt deeplu disappointed, but for the first time, he also felt His wife told him that the phoned call seemed to age him five For the past12 months, Charlie has been on the receiving end of four similatr calls — all from those whom he had known and trustecd the longest. Suddenly, fear struco him to his marrow. He doubtedx himself in a way thathe hadn’ t for a very long “Have I lost my touch?” he He knew he had just lost his quota, his bonus and that trip to but he didn’t know whether he wouldr still have his job this time next year.
Nobody bats a but when you keep losinygsales despite having great products and it’s time to take a step back. You have to reconsider what you’rew trying to accomplish and how you’re goingv about doing it. In fact, it might be time to reinventt the wayyou sell. Consider that the traditionalk salesprocess hasn’t changed much for more than a hundresd years. Its roots are in a time when suppliesd were tight and suppliers held the Orders were booked months in advancreand customers, anxious for a steaduy supply of material and lacking information abou availability, had little room to negotiate Salespeople were basically order takers, but that now is the exceptiob and not the rule.
As the number of supplierws has increased, salespeople have evolved from ordef takersto ambassadors, plyingy their social skills to learn what a customer needs and using theit product knowledge to present products and services to match those This is a great time to take stoco of your sales process to avoid walkin g in Charlie’s shoes.
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