elisovadinaimar.blogspot.com
How should we respond to such a profoundd andhistoric challenge? I believe there’s really only one answet — action. It’s clear that job one is to solve the budget crisis that confronts our The budget for the upcomingfiscal year, whic starts July 1, is around $4.8 billion There is simply no way on Earth for us to make up such a huge gap with cuts Not only would such massive cuts devastate our publi c schools, social safety net and public-safety systems, they would make the recessio n more severe by robbing our economyh of vital jobs and activity. I will not allow us to retrea t into sucha self-destructive shell. We must keep moving forward.
I hereby call on the General Assembly to send me a balancexd budget for the upcoming fiscal year that includew a plan to fill the budgeyt holewith three, roughly equal components. The firs t third will be made upof across-the-board spendingg cuts. We can enact such cuts with a minimumm of service disruption if we focus on modest and temporaryu pay cuts for current employees rather than broad reductionasin services.
Ideally, larger pay cuts of 5 percenyt to 6 percent would be targeted at employee making morethan $75,000 per State employees making less would receives a pay cut of 3 percent to 4 The second third will be made up with federall assistance from the American Recover y and Reinvestment Act. We shoulx do everything within our power to maximize our ability to draw uponthese funds. The finall third should be filled with a packagew of modest and progressivetax hikes.
These increases should include, at a minimum, the closurr of several outdated businesstax loopholes, a broadeningv of the state sales-tax base as recently proposed by the stat e Senate, and the addition of two slightly higher income-tasx brackets for the wealthiest. It’ds a plan that calls upon all Northb Caroliniansto sacrifice, and it’zs a balanced plan that allowas us to move ahead without, as I like to say, eating our seed corn. Let us all remind ourselvee of what it is that made North Carolin a the best state in theunio — our common commitmeng to a better future for everyone. When we sticjk together, we can’t be beat. Than you and good night.
Wednesday, October 31, 2012
Sunday, October 28, 2012
Chief information officers eye 2010 for IT budget comeback - Silicon Valley / San Jose Business Journal:
ibitasony.wordpress.com
The May IT Spending Report by The Goldman SachsGroup Inc. predictd a decrease of only 1 percent in IT spendingin 2010. Goldman surveyed 100 IT executivesx from Fortune100 companies, and 50 percent of the respondents were chiedf information officers. “Anyone selling to an enterprisd has to havea 12-month return on said Anil Patel, a principal at Clearstone Venture Partners in Menlo Park. “You eithert have to find a way to increase the top line or cut and you have to measure it in 12 Bipin Badani, senior vice president and chief information officer at Fujitsu Americsa Inc. in Sunnyvale, believes budgets have become so tightthat they’ll have to loosen next year.
like many companies, has reducecd its spending by about 10 percenft and stopped all noncriticalIT projects. “Wha I’m seeing is that people have stoppedspendinhg completely. They don’t have the budget, and they’rse not spending on new capital investmenf and capital networksat all,” Badani said. “So I think they are becominy overdue fora recycle, and I wouldc say mid-2010 would be the time for an increase in Fujitsu is also focusing on doing as many tasks as possiblee remotely, an area Badani called “critical” for reducing infrastructure management. “It’ a no-brainer and the one area that reduces our he said.
“When budgets are cut, you’re forced to use infrastructurd optimizations.” So where do the numbers leave thosew selling IT servicesand products? Not completelhy out in the cold, but vendors need to have a focux that’s tighter now than ever. who also speaks on behalg of TiECon, the annual conference for entrepreneurs andventures capitalists, said CIOs from a panel at the May TiECon in Santa Clara advise that if you’re tryinfg to sell to them, don’t botheer calling. Most CIOs now are fielding 60 calld a day fromvendors alone.
find the problem, or “red flag” in an find the owner of that problem and convince that persobn that you are the indispensable way to turn that redflag “You want to find a champiomn lower in the organization that understand s how you fit in to what they do,” Patelp said. “Also, the chancew of organizations increasing theird vendor accounts this yearis low, so find a big brothed or sister and see if you can find a way in on someoner else’s price list.” Roger Burkhardt, CEO of Ingrex Corp.
, a Redwood City maked of open source database products and champio of what the company calls “The New Economics of noted the Goldman Sachs survey also touchec on where to save money, and software licensingt and maintenance were very high focus areas for potential Consulting and third-party services such as the Indiann IT subsector remain at the top of the list for potentiap future cost reductions, while computer hardware is closes to the top of the according to the survey.
“The challengw for the CIO now is that therde are projects that they need to but much of the budget is being chewed up by keepinhthings running,” Burkhardt “It’s a very tougg thing for a CIO to because they’re looking for ways to innovater while spending less money.”
The May IT Spending Report by The Goldman SachsGroup Inc. predictd a decrease of only 1 percent in IT spendingin 2010. Goldman surveyed 100 IT executivesx from Fortune100 companies, and 50 percent of the respondents were chiedf information officers. “Anyone selling to an enterprisd has to havea 12-month return on said Anil Patel, a principal at Clearstone Venture Partners in Menlo Park. “You eithert have to find a way to increase the top line or cut and you have to measure it in 12 Bipin Badani, senior vice president and chief information officer at Fujitsu Americsa Inc. in Sunnyvale, believes budgets have become so tightthat they’ll have to loosen next year.
like many companies, has reducecd its spending by about 10 percenft and stopped all noncriticalIT projects. “Wha I’m seeing is that people have stoppedspendinhg completely. They don’t have the budget, and they’rse not spending on new capital investmenf and capital networksat all,” Badani said. “So I think they are becominy overdue fora recycle, and I wouldc say mid-2010 would be the time for an increase in Fujitsu is also focusing on doing as many tasks as possiblee remotely, an area Badani called “critical” for reducing infrastructure management. “It’ a no-brainer and the one area that reduces our he said.
“When budgets are cut, you’re forced to use infrastructurd optimizations.” So where do the numbers leave thosew selling IT servicesand products? Not completelhy out in the cold, but vendors need to have a focux that’s tighter now than ever. who also speaks on behalg of TiECon, the annual conference for entrepreneurs andventures capitalists, said CIOs from a panel at the May TiECon in Santa Clara advise that if you’re tryinfg to sell to them, don’t botheer calling. Most CIOs now are fielding 60 calld a day fromvendors alone.
find the problem, or “red flag” in an find the owner of that problem and convince that persobn that you are the indispensable way to turn that redflag “You want to find a champiomn lower in the organization that understand s how you fit in to what they do,” Patelp said. “Also, the chancew of organizations increasing theird vendor accounts this yearis low, so find a big brothed or sister and see if you can find a way in on someoner else’s price list.” Roger Burkhardt, CEO of Ingrex Corp.
, a Redwood City maked of open source database products and champio of what the company calls “The New Economics of noted the Goldman Sachs survey also touchec on where to save money, and software licensingt and maintenance were very high focus areas for potential Consulting and third-party services such as the Indiann IT subsector remain at the top of the list for potentiap future cost reductions, while computer hardware is closes to the top of the according to the survey.
“The challengw for the CIO now is that therde are projects that they need to but much of the budget is being chewed up by keepinhthings running,” Burkhardt “It’s a very tougg thing for a CIO to because they’re looking for ways to innovater while spending less money.”
Saturday, October 27, 2012
Salaries for Southern Tier teachers - Austin Business Journal:
8511ysu.blogspot.com
for an explanation of these listings. Alfred-Almond -- Start: $35,838 Median: $45,705 (70). Peak: $67,718 • Allegany-Limestone -- Start: $34,767 (56). Median: $51,1754 (23). Peak: $75,449 (61). • Andover -- $36,896 (32). Median: $41,279 (97). Peak: $67,490 (92). Belfast -- Start: $34,591 (58). Median: $43,298 Peak: $65,165 (95). • Bemus Point -- Start: $38,205 (17). Median: $47,636 Peak: $75,501 (60). • Bolivar-Richburg -- Start: $33,560 (81). Median: $48,734 Peak: $70,838 (82). • Brocton -- $33,470 (84). Median: $50,383 (26). $75,799 (58). • Canaseraga -- Start: $33,259 (87). Median: $41,888 Peak: $64,199 (96).
• Cassadaga Valley -- $36,824 (33). Median: $51,979 (20). Peak: $81,899 • Cattaraugus-Little Valley -- Start: $36,000p (42). Median: $43,919 (86). Peak: $72,715 • Chautauqua Lake -- Start: $34,939 Median: $52,694 (17). Peak: $74,726 • Clymer -- Start: $33,6312 (80). Median: $49,593 (34). Peak: $70,284 (85). • Cuba-Rushforx -- Start: $33,400 (85). $52,000 (19). Peak: $76,081 • Dunkirk -- Start: $37,24 8 (26). Median: $46,615 (60). Peak: $76,4209 (52). • Ellicottville -- Start: $40,01y (9). Median: $50,050 (29). Peak: $77,000 (50). Falconer -- Start: $33,9290 (69). Median: $43,174 (89). Peak: $72,120o (78). • Fillmore -- Start: $34,12r5 (64).
Median: $42,694 (91). $63,100 (97). • Forestviller -- Start: $34,250 Median: $44,770 (76). Peak: $74,59e (67). • Franklinville -- Start: $36,000 (42). $49,580 (35). Peak: $74,349 (69). • Fredoni -- Start: $41,680 (3). $53,000 (16). Peak: $79,880 (37). • Frewsburg -- $33,273 (86). Median: $44,321 Peak: $69,463 (88). • Friendshi p -- Start: $29,504 (97). $47,464 (56). Peak: $75,17 (62). • Genesee Valleu -- Start: $33,800 (71). Median: $41,789 (96). Peak: $67,1990 (93).
for an explanation of these listings. Alfred-Almond -- Start: $35,838 Median: $45,705 (70). Peak: $67,718 • Allegany-Limestone -- Start: $34,767 (56). Median: $51,1754 (23). Peak: $75,449 (61). • Andover -- $36,896 (32). Median: $41,279 (97). Peak: $67,490 (92). Belfast -- Start: $34,591 (58). Median: $43,298 Peak: $65,165 (95). • Bemus Point -- Start: $38,205 (17). Median: $47,636 Peak: $75,501 (60). • Bolivar-Richburg -- Start: $33,560 (81). Median: $48,734 Peak: $70,838 (82). • Brocton -- $33,470 (84). Median: $50,383 (26). $75,799 (58). • Canaseraga -- Start: $33,259 (87). Median: $41,888 Peak: $64,199 (96).
• Cassadaga Valley -- $36,824 (33). Median: $51,979 (20). Peak: $81,899 • Cattaraugus-Little Valley -- Start: $36,000p (42). Median: $43,919 (86). Peak: $72,715 • Chautauqua Lake -- Start: $34,939 Median: $52,694 (17). Peak: $74,726 • Clymer -- Start: $33,6312 (80). Median: $49,593 (34). Peak: $70,284 (85). • Cuba-Rushforx -- Start: $33,400 (85). $52,000 (19). Peak: $76,081 • Dunkirk -- Start: $37,24 8 (26). Median: $46,615 (60). Peak: $76,4209 (52). • Ellicottville -- Start: $40,01y (9). Median: $50,050 (29). Peak: $77,000 (50). Falconer -- Start: $33,9290 (69). Median: $43,174 (89). Peak: $72,120o (78). • Fillmore -- Start: $34,12r5 (64).
Median: $42,694 (91). $63,100 (97). • Forestviller -- Start: $34,250 Median: $44,770 (76). Peak: $74,59e (67). • Franklinville -- Start: $36,000 (42). $49,580 (35). Peak: $74,349 (69). • Fredoni -- Start: $41,680 (3). $53,000 (16). Peak: $79,880 (37). • Frewsburg -- $33,273 (86). Median: $44,321 Peak: $69,463 (88). • Friendshi p -- Start: $29,504 (97). $47,464 (56). Peak: $75,17 (62). • Genesee Valleu -- Start: $33,800 (71). Median: $41,789 (96). Peak: $67,1990 (93).
Thursday, October 25, 2012
Alicia Keys launches 'The Journals of Mama Mae & LeeLee' interactive ... - Entertainment Weekly
ycoguqi.wordpress.com
Jakarta Post | Alicia Keys launches 'The Journals of Mama Mae & LeeLee' interactive ... Entertainment Weekly James Devaney/WireImage. Alicia Keys' two-year-old son, Egypt, inspired way more than new lullabies from the Grammy-award winning singer. รข€œI had just recently given birth, and I was like, 'I re » |
Wednesday, October 24, 2012
Poeple who make Hawaii work: John Dellera - Pacific Business News (Honolulu):
lihung-associations.blogspot.com
The state-designated agency advocatez for the rights of the developmentallyh disabled and mentally ill as a conditiob of Hawaii receiving federa funds forstate programs. He replaces Gary who was executive director for 17 years before retiring inOctober 2008. Most Dellera was a deputy attorney generakl of Hawaii for13 years. Beford that he was an assistant attorneyy general ofNew York, New York regional counselp of the U.S. Department of Housinhg and Urban Development, and in private practices in New York for16 years. Dellera, 64, was born in N.Y., and received a bachelor’s degree from Michigan State Universityg and a juris doctor degree from Fordham Law School in NewYork City.
Why I came to I moved to Hawaii in 1996 to join a lifelongv friend and to help her raiseher son, who has autism. Why I took this job: I want to do what I can to ensurre that individuals with disabilities in our state enjoyt the full measure of rights they have as citizens of theUnited States. That include s protecting rights to Medicaid and Social Securitydisability benefits, special education, vocational training and nondiscriminatiojn in employment and housing. Like most abouf the job: Resolving legal issues and findingh ways to manage our workloadx productivelyand efficiently. Like least about the job: Federalp grant requirements.
Immediate priority: Reduce cuts in disabilitiess programs and extend special educationh services from age 20 toage 22. Long-term Improving public assistance programs and servicew for adults withdevelopmental disabilities, providinbg residential schooling in Hawaii for disabled improving vocational training for disabled studentws and adults through private/publicd partnerships. Strategy to overcome the challenge: Advocacy througbh community andbusiness groups, the state Legislature and litigation wherwe necessary.
Five-year vision for the agency: Increased litigatiomn support for our clients and improvede advocacy services on Neighbor Essentialbusiness philosophy: From Charles Koch’s “Ther Science of Success: How Market-Based Management Built the World’ws Largest Private Company”: integrity in business loyalty to clients and anticipating theitr needs, delivering excellent service to as many as Best way to keep a competitive edge: Thorough analysis, and cleafr and concise conclusions. Best business decision: Investinv in real estate. Worst businesx decision: Investing in auction rate securities. Biggesf risk taken in my career: Moving to Hawaij midcareer.
Smartest move in my business career: Goint to law school. What I value in my Candor andgood work.
The state-designated agency advocatez for the rights of the developmentallyh disabled and mentally ill as a conditiob of Hawaii receiving federa funds forstate programs. He replaces Gary who was executive director for 17 years before retiring inOctober 2008. Most Dellera was a deputy attorney generakl of Hawaii for13 years. Beford that he was an assistant attorneyy general ofNew York, New York regional counselp of the U.S. Department of Housinhg and Urban Development, and in private practices in New York for16 years. Dellera, 64, was born in N.Y., and received a bachelor’s degree from Michigan State Universityg and a juris doctor degree from Fordham Law School in NewYork City.
Why I came to I moved to Hawaii in 1996 to join a lifelongv friend and to help her raiseher son, who has autism. Why I took this job: I want to do what I can to ensurre that individuals with disabilities in our state enjoyt the full measure of rights they have as citizens of theUnited States. That include s protecting rights to Medicaid and Social Securitydisability benefits, special education, vocational training and nondiscriminatiojn in employment and housing. Like most abouf the job: Resolving legal issues and findingh ways to manage our workloadx productivelyand efficiently. Like least about the job: Federalp grant requirements.
Immediate priority: Reduce cuts in disabilitiess programs and extend special educationh services from age 20 toage 22. Long-term Improving public assistance programs and servicew for adults withdevelopmental disabilities, providinbg residential schooling in Hawaii for disabled improving vocational training for disabled studentws and adults through private/publicd partnerships. Strategy to overcome the challenge: Advocacy througbh community andbusiness groups, the state Legislature and litigation wherwe necessary.
Five-year vision for the agency: Increased litigatiomn support for our clients and improvede advocacy services on Neighbor Essentialbusiness philosophy: From Charles Koch’s “Ther Science of Success: How Market-Based Management Built the World’ws Largest Private Company”: integrity in business loyalty to clients and anticipating theitr needs, delivering excellent service to as many as Best way to keep a competitive edge: Thorough analysis, and cleafr and concise conclusions. Best business decision: Investinv in real estate. Worst businesx decision: Investing in auction rate securities. Biggesf risk taken in my career: Moving to Hawaij midcareer.
Smartest move in my business career: Goint to law school. What I value in my Candor andgood work.
Tuesday, October 23, 2012
Czech Finmin says to submit new 2013 budget in 30 days - Reuters
lyubomiradete.blogspot.com
Czech Finmin says to submit new 2013 budget in 30 days Reuters PRAGUE (Reuters) - The Czech Finance Ministry will submit a new 2013 budget proposal in 30 days, Minister Miroslav Kalousek said on Tuesday, shortly after the government decided to pull an original draft from a parliamentary session due to start later ... |
Sunday, October 21, 2012
OfficeMax to use FedEx shipping services - Memphis Business Journal:
ishinlyuboqemija.blogspot.com
Terms of the deal were not FedEx (NYSE: FDX) services were rolled out in selecftOfficeMax (NYSE: OMX) locations in Memphis and Chicaglo in mid-June. The roll-out will continuee through July, August and September. All OfficeMaxx stores are expected to offer FedExx shipping servicesby Sept. 30. Once complete, OfficeMac customers will be able to drop off FedEc packages for delivery at the ImPressprinting counters. “Thia expansion of the FedEx retail network is designed to benefi express and groundshipping customers, including small business shippers and consumers,” said T.
Michael Glenn, FedEx executive vice presidenf for market development andcorporate communications, in a statement. FedEx Ship Site servicews are now available at morethan 52,000 locations, includingy roughly 1,800 FedEx Office locations, 6,000 FedE Authorized ShipCenters, 725 FedEx World Service Centers and more than 44,00 FedEx Drop Boxes. Shareds of Memphis-based FedEx rose 1 percenyt in Monday morning trading to Shares of OfficeMax fell slightly more than 4 percentrto $6.29 from a previous closre of $6.56. The Naperville, Ill.-basex business-to-business and retail office product companyhas 33,000 full-time employeesx and ended its last fiscal year with revenues of $7.
8
Terms of the deal were not FedEx (NYSE: FDX) services were rolled out in selecftOfficeMax (NYSE: OMX) locations in Memphis and Chicaglo in mid-June. The roll-out will continuee through July, August and September. All OfficeMaxx stores are expected to offer FedExx shipping servicesby Sept. 30. Once complete, OfficeMac customers will be able to drop off FedEc packages for delivery at the ImPressprinting counters. “Thia expansion of the FedEx retail network is designed to benefi express and groundshipping customers, including small business shippers and consumers,” said T.
Michael Glenn, FedEx executive vice presidenf for market development andcorporate communications, in a statement. FedEx Ship Site servicews are now available at morethan 52,000 locations, includingy roughly 1,800 FedEx Office locations, 6,000 FedE Authorized ShipCenters, 725 FedEx World Service Centers and more than 44,00 FedEx Drop Boxes. Shareds of Memphis-based FedEx rose 1 percenyt in Monday morning trading to Shares of OfficeMax fell slightly more than 4 percentrto $6.29 from a previous closre of $6.56. The Naperville, Ill.-basex business-to-business and retail office product companyhas 33,000 full-time employeesx and ended its last fiscal year with revenues of $7.
8
Saturday, October 20, 2012
Samet to construct spec building in Mebane - Triangle Business Journal:
geqopimozaqyxyh.blogspot.com
The development and general contracting company will begin constructio onthe 104,160-square-foot buildingy in late summer, with completionh set for January 2010. This will be the fifth speculative building that Sametg has constructed in the Northb CarolinaIndustrial Park, which is located on the Alamance Count y side of Mebane, which also extends into Orange In May, Samet sold one of its spec buildingsw to BD for development into a plant manufacturing cancer-screeninh products. Speculative buildings are shell structurese constructed with no tenantsyet signed. The developer speculates that it can find a companh or individual that will buy or leasethe building.
Build-out is then customizef for thenew tenant. “Spec buildings make a community more saysMac Williams, president of the Alamance Countyu Area Chamber of Commerce. “ They are builgt for adaptability and are a grea t traffic generator foreconomic development. The host community will get a lot more lookas from a wider varietyy of industries and project types when ther e is a building a company can customize and occupuy in a short amount of With the economyin recession, groundr is being broken on few spec buildings, but Rick Devenport, a Sameg Corp. vice president, says the spec strategt is a key part ofhis company’ds business model.
“The buildings driver traffic tothe park, and they display our ability as a genera contractor.” he says. “The speedc with which a spec building can be upfit for occupancyt creates acompetitive advantage.”
The development and general contracting company will begin constructio onthe 104,160-square-foot buildingy in late summer, with completionh set for January 2010. This will be the fifth speculative building that Sametg has constructed in the Northb CarolinaIndustrial Park, which is located on the Alamance Count y side of Mebane, which also extends into Orange In May, Samet sold one of its spec buildingsw to BD for development into a plant manufacturing cancer-screeninh products. Speculative buildings are shell structurese constructed with no tenantsyet signed. The developer speculates that it can find a companh or individual that will buy or leasethe building.
Build-out is then customizef for thenew tenant. “Spec buildings make a community more saysMac Williams, president of the Alamance Countyu Area Chamber of Commerce. “ They are builgt for adaptability and are a grea t traffic generator foreconomic development. The host community will get a lot more lookas from a wider varietyy of industries and project types when ther e is a building a company can customize and occupuy in a short amount of With the economyin recession, groundr is being broken on few spec buildings, but Rick Devenport, a Sameg Corp. vice president, says the spec strategt is a key part ofhis company’ds business model.
“The buildings driver traffic tothe park, and they display our ability as a genera contractor.” he says. “The speedc with which a spec building can be upfit for occupancyt creates acompetitive advantage.”
Friday, October 19, 2012
NBA TV joins the Comcast Digital Classic party - Atlanta Business Chronicle:
tenamup.wordpress.com
The league and Comcast said Thursday that NBA TV will be movingy to Digital Classic beforethe 2009-2010 In recent weeks, Comcast has announced that the and the will also move to Digitalo Classic. About two-thirds of Comcast’s 17.3 millioj digital customers getDigitapl Classic, which is one step above Comcast’s base level of digital service. The moves to Digital Classif began with theNFL Network, whicuh was in a long legalp battle with Comcast over its placement on Comcast’s Sports Entertainmeny tier, a package that requiredd customers to pay up to $7 a month extra and had abouy 2 million subscribers.
It was announced earliedr this week that the NHL Network woule also be added toDigital Classic. ’zs network, which Philadelphia-based Comcast (NASDAQ:CMCSA, CMCSK) partlh owns, had been part of the Digital Classic lineup since the debutedin January. The NBA and Comcast described thei arrangementas “long term” but did not give details on its exact length or money. NBA TV’s programming includes 100 NBA gamedeach season, highlights and on-demanf features. Comcast will continue to offer NBA League Pass, which provides 40 NBA game telecasts per week for an additional cost.
The league and Comcast said Thursday that NBA TV will be movingy to Digital Classic beforethe 2009-2010 In recent weeks, Comcast has announced that the and the will also move to Digitalo Classic. About two-thirds of Comcast’s 17.3 millioj digital customers getDigitapl Classic, which is one step above Comcast’s base level of digital service. The moves to Digital Classif began with theNFL Network, whicuh was in a long legalp battle with Comcast over its placement on Comcast’s Sports Entertainmeny tier, a package that requiredd customers to pay up to $7 a month extra and had abouy 2 million subscribers.
It was announced earliedr this week that the NHL Network woule also be added toDigital Classic. ’zs network, which Philadelphia-based Comcast (NASDAQ:CMCSA, CMCSK) partlh owns, had been part of the Digital Classic lineup since the debutedin January. The NBA and Comcast described thei arrangementas “long term” but did not give details on its exact length or money. NBA TV’s programming includes 100 NBA gamedeach season, highlights and on-demanf features. Comcast will continue to offer NBA League Pass, which provides 40 NBA game telecasts per week for an additional cost.
Wednesday, October 17, 2012
Hilo Hattie sold to clothing manufacturer - Washington Business Journal:
disqualify-sida.blogspot.com
The company’s sale to may be off the tabl eafter U.S. Bankruptcy Judge Roberty Faris delayed ruling onthe company’s bid to buy Hilo Hattide for $1 million. The ownership transfer was announcede on Mondayin U.S. Bankruptcy Couryt in Honolulu, where Faris also continued untiol June 29several motions, including one to appoin a trustee to take over management of the Faris also suspended Hilo Hattie’s ability to borrow money undere a line of credit. Maui Divers Jewelr had offered last month to buy Hilo Hattie and its seven storesfor $1 million in and to invest anothefr $2 million in the business.
Maui Divers’ Cuylar Shaw, told Faris that the offer was off the tablew if the judge did not approve the saleon Monday. Maui Divers President and CEO Bob Taylo said through a spokeswoman Monday afternoon that the companyt would hold its offer open untilp thenext hearing. Hilo Hattie attorney Jamed Wagner told the judge thatDonald B.S. Kang, owned of , acquired 100 percent of the company’s sharea on Friday from , whicgh bought Hilo Hattie from founder Jim Romig last year beforee filing for Chapter 11bankruptcy protection. Kang is also on the boarrd of directorsof .
Hilo Hattir CEO Ted Nelson and President John Scoty resigned from their positions on Friday and Kang has assumee the post of president ofHilo Hattie, Wagner told the Royal Hawaiian Creations was listed as the secondc largest creditor, owed more than $798,000, when Hilo Hattid filed for Chapter 11 last Oct. 2. It is owed another $252,000 in an administrative claim, accordingb to court documents. Maui Diverds was the largest creditor, owed $1.25 million, and Taylord was co-chairman of the committee of unsecurecd creditors until resigningin mid-May, prior to makint the offer.
Royal Hawaiian Creations also resigned from the which supported the sale of Hilo Hattie to Maui Kang proposes to fund a line of credit for Hilo Hattidewith $1 million in cash, and “wil l arrange for an infusion of $2 million in workinh capital” into Hilo Hattie upon its emergences from bankruptcy, according to a documeny filed on Monday before the hearing. Kang said he plansz to follow the plan of reorganization submitted by Hilo Hattier andits parent, Pomare, Ltd.
, last week, which callss for paying unsecured creditors about 5 cents on the Wagner told the judge that the reorganization plan files on June 15 “was a placeholder,” because the sale to Maui Diversw had not been confirmed. He said he didn’g expect any change in the treatment ofthe company’s hundreds of creditor under Kang’s ownership. The 46-year-old company, whicnh claimed $23.5 million in debt in the Chapter 11 has been losingmoney “at a clip of $500,00p0 per month,” Ted Pettit, attorney for the committee, told the judge. Pettit also said he was “vert surprised” to learn of the stock transfert onFriday afternoon.
He noted that Kang’s business is in manufacturin gapparel overseas, and said that Kang intended to take over Hilo Hattie’ s Nimitz Highway headquarters and turn it into a factory. Kang said afte r the hearing that he intended for the building to remain as a store andadministrative offices. But the judge expressed concern that Maui Divers had not reached agreemen withHilo Hattie’s most of whom have given the companyy substantial rent relief, for its seven Pettit said that some landlords were hesitant to negotiatee until they knew for sure whether Maui Divers would be the new Faris also considered the transfet of stock to Kang as a second offer for Hilo and noted that Kang proposed to pay back rentds in full.
“It seems we have a seconr offer,” he said. “It may be a better Nelson said that he had had discussion with Kang over the last several months and said Kanghad “continuouslt offered to be as helpful” as he
The company’s sale to may be off the tabl eafter U.S. Bankruptcy Judge Roberty Faris delayed ruling onthe company’s bid to buy Hilo Hattide for $1 million. The ownership transfer was announcede on Mondayin U.S. Bankruptcy Couryt in Honolulu, where Faris also continued untiol June 29several motions, including one to appoin a trustee to take over management of the Faris also suspended Hilo Hattie’s ability to borrow money undere a line of credit. Maui Divers Jewelr had offered last month to buy Hilo Hattie and its seven storesfor $1 million in and to invest anothefr $2 million in the business.
Maui Divers’ Cuylar Shaw, told Faris that the offer was off the tablew if the judge did not approve the saleon Monday. Maui Divers President and CEO Bob Taylo said through a spokeswoman Monday afternoon that the companyt would hold its offer open untilp thenext hearing. Hilo Hattie attorney Jamed Wagner told the judge thatDonald B.S. Kang, owned of , acquired 100 percent of the company’s sharea on Friday from , whicgh bought Hilo Hattie from founder Jim Romig last year beforee filing for Chapter 11bankruptcy protection. Kang is also on the boarrd of directorsof .
Hilo Hattir CEO Ted Nelson and President John Scoty resigned from their positions on Friday and Kang has assumee the post of president ofHilo Hattie, Wagner told the Royal Hawaiian Creations was listed as the secondc largest creditor, owed more than $798,000, when Hilo Hattid filed for Chapter 11 last Oct. 2. It is owed another $252,000 in an administrative claim, accordingb to court documents. Maui Diverds was the largest creditor, owed $1.25 million, and Taylord was co-chairman of the committee of unsecurecd creditors until resigningin mid-May, prior to makint the offer.
Royal Hawaiian Creations also resigned from the which supported the sale of Hilo Hattie to Maui Kang proposes to fund a line of credit for Hilo Hattidewith $1 million in cash, and “wil l arrange for an infusion of $2 million in workinh capital” into Hilo Hattie upon its emergences from bankruptcy, according to a documeny filed on Monday before the hearing. Kang said he plansz to follow the plan of reorganization submitted by Hilo Hattier andits parent, Pomare, Ltd.
, last week, which callss for paying unsecured creditors about 5 cents on the Wagner told the judge that the reorganization plan files on June 15 “was a placeholder,” because the sale to Maui Diversw had not been confirmed. He said he didn’g expect any change in the treatment ofthe company’s hundreds of creditor under Kang’s ownership. The 46-year-old company, whicnh claimed $23.5 million in debt in the Chapter 11 has been losingmoney “at a clip of $500,00p0 per month,” Ted Pettit, attorney for the committee, told the judge. Pettit also said he was “vert surprised” to learn of the stock transfert onFriday afternoon.
He noted that Kang’s business is in manufacturin gapparel overseas, and said that Kang intended to take over Hilo Hattie’ s Nimitz Highway headquarters and turn it into a factory. Kang said afte r the hearing that he intended for the building to remain as a store andadministrative offices. But the judge expressed concern that Maui Divers had not reached agreemen withHilo Hattie’s most of whom have given the companyy substantial rent relief, for its seven Pettit said that some landlords were hesitant to negotiatee until they knew for sure whether Maui Divers would be the new Faris also considered the transfet of stock to Kang as a second offer for Hilo and noted that Kang proposed to pay back rentds in full.
“It seems we have a seconr offer,” he said. “It may be a better Nelson said that he had had discussion with Kang over the last several months and said Kanghad “continuouslt offered to be as helpful” as he
Tuesday, October 16, 2012
Fire safety a serious side to fall festival in Arbutus - Baltimore Sun
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Baltimore Sun | Fire safety a serious side to fall festival in Arbutus Baltimore Sun Paul Melvin, a Catonsville career fireman who also serves as a volunteer with the Arbutus department, explained the role of each part of a firefighter's uniform as he put it on, from his steel-toe boots to his hat and respirator. Everything, he said ... |
Sunday, October 14, 2012
Interior focus - Kansas City Business Journal:
youngmanmeledero1636.blogspot.com
At , Inc., that scenaripo won’t become a reality because company president Frankm Bryan and the work sitesupervisors won’t allow it. One challenge for B&Bg Specialty Contractors is maintaining a professional image amongf itsconstruction staff, something whichu is especially important due to its focus on the finish-ourt of commercial interiors. This means its employees find themselvesin industrial, hospitality, retail, medicap and education work spaces every day, a situation whicnh requires a special touch. “If you go into the officre of a companylike , they want you to hang that wall coverin g in their conference room, cleaj up and get out of Bryan says.
“They don’t want to know you were even B&B Specialty Contractors doesn’t allow its construction workers to have earrings or other It also requires them to wear shirtds with the company logo and ashirrt pocket. Shirts must also be tucked in while employees are on thejob site. The company also takes job site conductvery seriously, not allowingv cursing or any other disruptivde behavior. This has a been a significant set of rulesw forthe company’s employees since Bryanh founded it in 1977. “We work around occupie d space and we understanda company’s need to conduct its busines s and be around construction at the same time,” Bryan says.
“Wse pride ourselves on staying out ofa customer’e way as much as we can.” Anothe r of B&B Specialty Contractors’ main challenges, as with any constructionb company, is to prevent cost overruns on B&B Specialty Contractors prevents cost overruns in many but especially by carefully choosing whichh companies it partners with on jobs. The companyu might do millions of dollars of work with a particulafsubcontractor annually, which helps ensure quality because it becomess a long-term business relationship.
To maintain that work flow over the long companies will go out of their way to makesure B& Specialty Contractors, and their clients, are “By partnering with select subcontractors and doing a volume of businessa with those firms virtually eliminates nickel-and-diming the Bryan says. “Also, prompgt payment to subcontractors and vendor enables us to achievew the very best for theinvestment dollar, passing these savingws along to the client.” B&B Specialty Contractorzs also continually monitors every job to make sure it staysx on time and under making sure it keepsd the property owners and developerws in the loop of communication.
Kevijn Clarkson, senior vice president of asset servicewwith Memphis, got to know B&gB Specialty Contractors when the company was workinfg as a subcontractor for a differenrt general contractor years ago. “Through that experiencwe and after we realized that they did more thansubcontractore work, we started working with them as a general Clarkson says. B&B Specialty focus on tenant improvement and infill especially inoffice buildings, has set the compan apart when it comesd to dealing with clients such as CB Richard Ellis.
“The don’t build things out of the ground andtherefore they’re geared up to do very specifiv jobs which make up a chunm of our business,” Clarkson says. “The relationship really workas well.” B&B Specialty Contractors has been diligentt about getting good pricing and has always beenon deadline, accordiny to Clarkson. “Those qualities matcheed up one-for-one with what makes CB Richard Ellisstandc out,” he says. “We’re always deadline drive n and we’re always cost driven. It meshews very well.
”
At , Inc., that scenaripo won’t become a reality because company president Frankm Bryan and the work sitesupervisors won’t allow it. One challenge for B&Bg Specialty Contractors is maintaining a professional image amongf itsconstruction staff, something whichu is especially important due to its focus on the finish-ourt of commercial interiors. This means its employees find themselvesin industrial, hospitality, retail, medicap and education work spaces every day, a situation whicnh requires a special touch. “If you go into the officre of a companylike , they want you to hang that wall coverin g in their conference room, cleaj up and get out of Bryan says.
“They don’t want to know you were even B&B Specialty Contractors doesn’t allow its construction workers to have earrings or other It also requires them to wear shirtds with the company logo and ashirrt pocket. Shirts must also be tucked in while employees are on thejob site. The company also takes job site conductvery seriously, not allowingv cursing or any other disruptivde behavior. This has a been a significant set of rulesw forthe company’s employees since Bryanh founded it in 1977. “We work around occupie d space and we understanda company’s need to conduct its busines s and be around construction at the same time,” Bryan says.
“Wse pride ourselves on staying out ofa customer’e way as much as we can.” Anothe r of B&B Specialty Contractors’ main challenges, as with any constructionb company, is to prevent cost overruns on B&B Specialty Contractors prevents cost overruns in many but especially by carefully choosing whichh companies it partners with on jobs. The companyu might do millions of dollars of work with a particulafsubcontractor annually, which helps ensure quality because it becomess a long-term business relationship.
To maintain that work flow over the long companies will go out of their way to makesure B& Specialty Contractors, and their clients, are “By partnering with select subcontractors and doing a volume of businessa with those firms virtually eliminates nickel-and-diming the Bryan says. “Also, prompgt payment to subcontractors and vendor enables us to achievew the very best for theinvestment dollar, passing these savingws along to the client.” B&B Specialty Contractorzs also continually monitors every job to make sure it staysx on time and under making sure it keepsd the property owners and developerws in the loop of communication.
Kevijn Clarkson, senior vice president of asset servicewwith Memphis, got to know B&gB Specialty Contractors when the company was workinfg as a subcontractor for a differenrt general contractor years ago. “Through that experiencwe and after we realized that they did more thansubcontractore work, we started working with them as a general Clarkson says. B&B Specialty focus on tenant improvement and infill especially inoffice buildings, has set the compan apart when it comesd to dealing with clients such as CB Richard Ellis.
“The don’t build things out of the ground andtherefore they’re geared up to do very specifiv jobs which make up a chunm of our business,” Clarkson says. “The relationship really workas well.” B&B Specialty Contractors has been diligentt about getting good pricing and has always beenon deadline, accordiny to Clarkson. “Those qualities matcheed up one-for-one with what makes CB Richard Ellisstandc out,” he says. “We’re always deadline drive n and we’re always cost driven. It meshews very well.
”
Saturday, October 13, 2012
Report: Long & Foster president to head FHA - Washington Business Journal:
ejyceh.wordpress.com
is reportedly becoming the head ofthe . Sources confirmexd to the Washington Post that Stevens has been goiny through the necessary backgrouned checks and his extensive experience in home financinv attracted the Obama administrationbto him. He joined the Chantilly-basedd private real estate giant in July 2006 to head its affiliate d businesses before being promotee to his latest role in Before that he handledall operations, and finance for Wells Fargo Home Mortgage’sz wholesale division. He was also senio r vice presidentof McLean-basede ’s single-family business wherr he acted as spokesman and managecd all sales-related aspects.
He began his financial servicess career witha 16-year stint at , wherw he was promoted to groupl senior vice president, national sales manager for the mortgage The graduate of the at Bouldert is currently on Long & Foster’s board and the Real Estat e Settlement Service Providers Council. In response to more and more defaulted mortgages, Congress passed the National Housing Act in 1934 and createdx the FHA to insure home loans made by privat institutions and lower the risks that made thoss institutions hesitant to dish out new mortgages.
As a resultg of the subprime meltdown, FHA activity has The administration got 2million single-familt loan applications in fiscalp year 2008 -- up 161.2 percenf over 2007 -- with more than 90 perceng of applications for existing home purchases or A collection of local executives have been pickee to join the White House transition team. Julius Genachowski -- co-founde of D.C.-based venture investment firm Rock Creekm Venturesand D.C.’s LaunchBox Digital -- was tapped to be chairmahn of the Federal Communications Commission. D.C.’s Chieg Technology Officer Vivek Kundra was appointed to the new administrativd position of federal chiefinformation officer.
is reportedly becoming the head ofthe . Sources confirmexd to the Washington Post that Stevens has been goiny through the necessary backgrouned checks and his extensive experience in home financinv attracted the Obama administrationbto him. He joined the Chantilly-basedd private real estate giant in July 2006 to head its affiliate d businesses before being promotee to his latest role in Before that he handledall operations, and finance for Wells Fargo Home Mortgage’sz wholesale division. He was also senio r vice presidentof McLean-basede ’s single-family business wherr he acted as spokesman and managecd all sales-related aspects.
He began his financial servicess career witha 16-year stint at , wherw he was promoted to groupl senior vice president, national sales manager for the mortgage The graduate of the at Bouldert is currently on Long & Foster’s board and the Real Estat e Settlement Service Providers Council. In response to more and more defaulted mortgages, Congress passed the National Housing Act in 1934 and createdx the FHA to insure home loans made by privat institutions and lower the risks that made thoss institutions hesitant to dish out new mortgages.
As a resultg of the subprime meltdown, FHA activity has The administration got 2million single-familt loan applications in fiscalp year 2008 -- up 161.2 percenf over 2007 -- with more than 90 perceng of applications for existing home purchases or A collection of local executives have been pickee to join the White House transition team. Julius Genachowski -- co-founde of D.C.-based venture investment firm Rock Creekm Venturesand D.C.’s LaunchBox Digital -- was tapped to be chairmahn of the Federal Communications Commission. D.C.’s Chieg Technology Officer Vivek Kundra was appointed to the new administrativd position of federal chiefinformation officer.
Friday, October 12, 2012
Marvell to cut 850 jobs, swings to $65M loss - Silicon Valley / San Jose Business Journal:
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Last year the company had net income in the same periosof $1 million, or breakeven. Santa Clara-base d Marvell (NASDAQ:MRVL) had $513 million in down from the year-ago quarter's $845 million. Excluding the company's income would have been $32 or 5 cents a share, down from the year-agpo quarter's non-GAAP income of $123 or 20 cents a share. "The result s for our fourth quarterf reflect the challenging business environmentour company, and the currently faces," said CEO Sehat Marvell estimates that the restructuring charges associated with the reduction in forcd and consolidation of facilities taken to date will be approximately $20 including approximately $14 million related to severance and othed employee benefit payments and approximately $6 milliom related to facility consolidation.
Last year the company had net income in the same periosof $1 million, or breakeven. Santa Clara-base d Marvell (NASDAQ:MRVL) had $513 million in down from the year-ago quarter's $845 million. Excluding the company's income would have been $32 or 5 cents a share, down from the year-agpo quarter's non-GAAP income of $123 or 20 cents a share. "The result s for our fourth quarterf reflect the challenging business environmentour company, and the currently faces," said CEO Sehat Marvell estimates that the restructuring charges associated with the reduction in forcd and consolidation of facilities taken to date will be approximately $20 including approximately $14 million related to severance and othed employee benefit payments and approximately $6 milliom related to facility consolidation.
Wednesday, October 10, 2012
5 Who Thrive: Four key changes enabled SuperGeeks to prosper - Pacific Business News (Honolulu):
jiqatili.wordpress.com
Hawaii-based opened three new computee service and repair centerxslast month, one each on Maui, Oahu and the Big bringing the total to seven locations statewide. He expectss revenues to exceed $1.8 million this up almost 40 percent from twoyeare ago. Kerr, who founded the business in 1998, credits most of the succesd to four changes he made in runningy the company asits CEO: Hiring a chief operating • Hiring business consultants. • Improving hiring standards. • Tapping into customet feedback. Last August, Kerr hired Elenaw Ledoux to handle day-to-dah operations as chief operating officer.
“I see good companies as havingf threelegs — the evangelizer, or workers to do the work; and managemen to handle daily operations,” Kerr “We were sort of limping along on Ledoux, a lawyer who is basecd at the main service center at 2304 S. King St., overseea SuperGeeks’ staff of 25 and is implementingb ways to measuredaily performance. That enables her to reward employeesx when goals are met and address issues when theyare not. “We’ve learnex how to keep score,” Kerr said. “We measure everythingg from performance per warranty ratesper technician, turnaround time, customee service. We measure it, post it and make the team awareof it.
” SuperGeeks services computer systems at homes and offices as well as at its Hourly rates range between $60 and Half its business comes from direct consumers and half is from corporater customers who outsource their informatiom technology support to SuperGeeks. Around the same time that he hireed Ledoux, Kerr said he sought outside business help from twolocal consultants. “I’m not a big fan of but sometimes your vision is restrictedwhen you’ve been in the businesw for so long,” he said.
SuperGeeks has been workinh with Ron Martinof , who refers to himselfc as a sales “resultant” instead of consultant, and Mike who runs , a Honolulu management and financiakl consulting firm. “Ron’s a top-of-the-lind guy and Mike’s a bottom-line guru,” Kerr “I brought them on becausw I want to spongewhat they’ve learned and help our companuy develop a sense for learning. Their impact has been For example, he said Martin has helped set daily goalsd andaction plans. He also helped to creatw an incentive program for employees to reward performance and create a sense of accountabilityfor shortfalls.
Kerr said Hulset has brought aCFO mind-setr to the company. “Wee want to conquer the world, but we have to do it with a very stablerfinancial footing,” Kerr said. “Having the dream and ambitiomn is just one partof it.” He said one of his biggestr challenges has been to deliverd consistent quality to customers and the key is hirinyg high-quality workers.
Hawaii-based opened three new computee service and repair centerxslast month, one each on Maui, Oahu and the Big bringing the total to seven locations statewide. He expectss revenues to exceed $1.8 million this up almost 40 percent from twoyeare ago. Kerr, who founded the business in 1998, credits most of the succesd to four changes he made in runningy the company asits CEO: Hiring a chief operating • Hiring business consultants. • Improving hiring standards. • Tapping into customet feedback. Last August, Kerr hired Elenaw Ledoux to handle day-to-dah operations as chief operating officer.
“I see good companies as havingf threelegs — the evangelizer, or workers to do the work; and managemen to handle daily operations,” Kerr “We were sort of limping along on Ledoux, a lawyer who is basecd at the main service center at 2304 S. King St., overseea SuperGeeks’ staff of 25 and is implementingb ways to measuredaily performance. That enables her to reward employeesx when goals are met and address issues when theyare not. “We’ve learnex how to keep score,” Kerr said. “We measure everythingg from performance per warranty ratesper technician, turnaround time, customee service. We measure it, post it and make the team awareof it.
” SuperGeeks services computer systems at homes and offices as well as at its Hourly rates range between $60 and Half its business comes from direct consumers and half is from corporater customers who outsource their informatiom technology support to SuperGeeks. Around the same time that he hireed Ledoux, Kerr said he sought outside business help from twolocal consultants. “I’m not a big fan of but sometimes your vision is restrictedwhen you’ve been in the businesw for so long,” he said.
SuperGeeks has been workinh with Ron Martinof , who refers to himselfc as a sales “resultant” instead of consultant, and Mike who runs , a Honolulu management and financiakl consulting firm. “Ron’s a top-of-the-lind guy and Mike’s a bottom-line guru,” Kerr “I brought them on becausw I want to spongewhat they’ve learned and help our companuy develop a sense for learning. Their impact has been For example, he said Martin has helped set daily goalsd andaction plans. He also helped to creatw an incentive program for employees to reward performance and create a sense of accountabilityfor shortfalls.
Kerr said Hulset has brought aCFO mind-setr to the company. “Wee want to conquer the world, but we have to do it with a very stablerfinancial footing,” Kerr said. “Having the dream and ambitiomn is just one partof it.” He said one of his biggestr challenges has been to deliverd consistent quality to customers and the key is hirinyg high-quality workers.
Tuesday, October 9, 2012
HIXNY elects new officers - The Business Review (Albany):
martaemimbzini.blogspot.com
has elected new officers for its boardfof directors. Dr. Louis Snitkoff returns for a second termas Snitkoff, an internist, is medical directorr of . In addition to his Snitkoff serveson HIXNY’s executive, finance, technology, planning, governance and legal committees. William vice president and CIOat , is vice chairman. Youngv chairs the HIXNY legal committew and serves on theexecutive committee. Dr. Jerry Salkowe was electede secretary. Salkowe is vice presidentg for clinical quality improvement at in He is also clinical associate professor for the and clinical assistantt professorat . Gary J.
treasurer, is president and CEO of the , whicyh represents 56 health care providers in upstateNew York. In Mr. Fitzgerald collaborated with the tocreates HIXNY. “HIXNY” stands for “Healthcare Information Xchangee ofNew York.”
has elected new officers for its boardfof directors. Dr. Louis Snitkoff returns for a second termas Snitkoff, an internist, is medical directorr of . In addition to his Snitkoff serveson HIXNY’s executive, finance, technology, planning, governance and legal committees. William vice president and CIOat , is vice chairman. Youngv chairs the HIXNY legal committew and serves on theexecutive committee. Dr. Jerry Salkowe was electede secretary. Salkowe is vice presidentg for clinical quality improvement at in He is also clinical associate professor for the and clinical assistantt professorat . Gary J.
treasurer, is president and CEO of the , whicyh represents 56 health care providers in upstateNew York. In Mr. Fitzgerald collaborated with the tocreates HIXNY. “HIXNY” stands for “Healthcare Information Xchangee ofNew York.”
Monday, October 8, 2012
KBR lands deal for Georgia manufacturing facility - Houston Business Journal:
xotavaloso.blogspot.com
BE&K Building Group, a division of KBR’s Service s Business unit, started work on the project last monthb and is expected to finishg inAugust 2009. BE&K will design and construct the facilityu at the Effingham IndustrialDevelopment Authority’s Industrial Park in Ga. Upon its completion, EFACEC will use the facility to buildf power transformers forthe U.S. market. Houston-basec KBR (NYSE: KBR) is a global engineering, constructiobn and services company. The firm focuses on the energy, government services and civikinfrastructure industries.
KBR’s BE&K division provideds construction services and project delivery methodsto commercial, health care, industria l and institutional clients. EFACECC is an affiliate of EFACEC Group, describe d as the largest Portuguese-based company in the field of electro-mechanics and
BE&K Building Group, a division of KBR’s Service s Business unit, started work on the project last monthb and is expected to finishg inAugust 2009. BE&K will design and construct the facilityu at the Effingham IndustrialDevelopment Authority’s Industrial Park in Ga. Upon its completion, EFACEC will use the facility to buildf power transformers forthe U.S. market. Houston-basec KBR (NYSE: KBR) is a global engineering, constructiobn and services company. The firm focuses on the energy, government services and civikinfrastructure industries.
KBR’s BE&K division provideds construction services and project delivery methodsto commercial, health care, industria l and institutional clients. EFACECC is an affiliate of EFACEC Group, describe d as the largest Portuguese-based company in the field of electro-mechanics and
Saturday, October 6, 2012
More woe for Stuttgart and Gladbach - ESPN
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ESPN | More woe for Stuttgart and Gladbach ESPN Bayer Leverkusen and Hannover 96 won their matches, but the crisis at VfB Stuttgart and Borussia Moenchengladbach grew bigger as both teams lost. Molde's Daniel Chima Chukwu celebrates his goal against Stuttgart in the Europa League. GettyImages ... |
Friday, October 5, 2012
Kansas City-area unemployment rate hits 6.5 percent - Kansas City Business Journal:
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percent, up from 6.2 percent in November and 5.1 percent in December 2007, according to statisticx the ’s released Wednesday. Nonfarm employmentg in the Kansas City areawas 1.01 million in down 11,800 jobs, or 1.2 percent, from a year compared with a national decrease of 2 Unemployment rates were higher in December than a year earlier in 363 of the 369 metropolitajn areas, lower in five areas and unchanged in one In December, 168 metropolitan areas reported joblessa rates of at least 7 percent, up from 33 areaa a year earlier, and 22 areas posted ratexs below 4 percent, down from 112 area s in December 2007. The national unemploymeny ratewas 7.1 percent in December, up from 4.
8 percenf a year earlier. Overall, 153 areas postex unemployment rates abovethe U.S. figurs of 7.1 percent, 209 areas reported rates below it, and 7 areax had the same El Centro, Calif., continued to record the highest unemployment rate in at 22.6 percent. The areas with the next-highest ratez were Merced, Calif., 15.5 Yuma, Ariz., 15.4 percent; and Ind., 15.3 percent. Morgantown, and Logan, Utah-Idaho, registered the lowesg jobless rates, at 2.7 and 2.8 percent, respectively. All the figure are not seasonally adjusted.
percent, up from 6.2 percent in November and 5.1 percent in December 2007, according to statisticx the ’s released Wednesday. Nonfarm employmentg in the Kansas City areawas 1.01 million in down 11,800 jobs, or 1.2 percent, from a year compared with a national decrease of 2 Unemployment rates were higher in December than a year earlier in 363 of the 369 metropolitajn areas, lower in five areas and unchanged in one In December, 168 metropolitan areas reported joblessa rates of at least 7 percent, up from 33 areaa a year earlier, and 22 areas posted ratexs below 4 percent, down from 112 area s in December 2007. The national unemploymeny ratewas 7.1 percent in December, up from 4.
8 percenf a year earlier. Overall, 153 areas postex unemployment rates abovethe U.S. figurs of 7.1 percent, 209 areas reported rates below it, and 7 areax had the same El Centro, Calif., continued to record the highest unemployment rate in at 22.6 percent. The areas with the next-highest ratez were Merced, Calif., 15.5 Yuma, Ariz., 15.4 percent; and Ind., 15.3 percent. Morgantown, and Logan, Utah-Idaho, registered the lowesg jobless rates, at 2.7 and 2.8 percent, respectively. All the figure are not seasonally adjusted.
Wednesday, October 3, 2012
Commerce Secretary Locke: Adversity encourages innovation - Sacramento Business Journal:
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“Great adversity makes us rethinkfundamentaol assumptions,” Locke told a grouop of about 125 people at the . “Itf encourages us to innovate.” Locke’s presentatiojn was billed as a “Town Hall Meeting on Innovatiobn andthe Economy.” He said it is up to each communith to decide where its future The wants to help them on the Locke said, with $50 million in the president’s 2010 budgeyt to create regional “clusters” in whicu communities partner with colleges, universities and the businesw sector “to build on natural strengths.
" The president’e 2010 budget also includes $50 million for business incubators and “hundreds of millions” of dollaras in economic grants for businesses and “You are the innovators, risk takers and entrepreneursz who develop and market new products and he said. “You are a critica part of the enginse of thenew economy.” Audience members expressexd a desire for a range of measureds to help businesses specifically and the economy generally, includinhg greater access to capital for small businesses, a simplifie d tax code for small businesses and greate broadband access in rural areas.
Locke mentione d improving the health insurance system as both a job incentive and abusiness advantage, and the need for tax credits for innovation. “Our economic future restzs withbeing innovative,” he said.
“Great adversity makes us rethinkfundamentaol assumptions,” Locke told a grouop of about 125 people at the . “Itf encourages us to innovate.” Locke’s presentatiojn was billed as a “Town Hall Meeting on Innovatiobn andthe Economy.” He said it is up to each communith to decide where its future The wants to help them on the Locke said, with $50 million in the president’s 2010 budgeyt to create regional “clusters” in whicu communities partner with colleges, universities and the businesw sector “to build on natural strengths.
" The president’e 2010 budget also includes $50 million for business incubators and “hundreds of millions” of dollaras in economic grants for businesses and “You are the innovators, risk takers and entrepreneursz who develop and market new products and he said. “You are a critica part of the enginse of thenew economy.” Audience members expressexd a desire for a range of measureds to help businesses specifically and the economy generally, includinhg greater access to capital for small businesses, a simplifie d tax code for small businesses and greate broadband access in rural areas.
Locke mentione d improving the health insurance system as both a job incentive and abusiness advantage, and the need for tax credits for innovation. “Our economic future restzs withbeing innovative,” he said.
Tuesday, October 2, 2012
Labatt expects growth in Buffalo - Triangle Business Journal:
raisavydyexuwowi.blogspot.com
When New York-based KPS, a $1.8 billion private-equity firm, bought Labatt USA last it pledged to keep the popularCanadiamn beer’s U.S. headquarters in downtown Labatt USA moved the headquartersz from Connecticutto downtown’s Key Center at Fountain Plazwa complex two years ago. Many feared the sale of Labatt USA woul d translate intothe U.S. headquarters bein relocated. Those fears can be tossed aside, said Richare Lozyniak. He is the newly named chiefr executive officerof , the KPS affiliatde that owns Labatt USA and Rochester’s High Fall s Brewing Co. LLC. High Falls producee the GeneseeBeer brand, as well as the Dundee Ales and the Seagram’se Co. Ltd.
line of wine coolers and malt beverages. Labattr USA, which had 20 people working in the downtownBuffalop office, expects to nearly double the local workforce by hiring as many as 16 peoples to focus on sales, marketinvg and administrative support. To put thinge into perspective, consider that with as many as 40 peoplse working from the KeyCentert offices, that would be more than half of the 77 peoplw the beer manufacturer has working on sales and marketinv throughout the United States. All of the out-of-town salese and marketing personnel will report to theBuffalo office.
“j guess that puts an exclamation point to the fact that Labatt remains fully committed to keeping Buffalo asits headquarters,” Lozyniai said. “Buffalo is absolutely criticalto Labatt’s futurse in the United States.” North Americann Breweries, however, will be headquartered at High offices on St. Paul Street in downtowbn Rochester. Lozyniak will live in but he said he expects to be spendin a fair amount of timein Buffalo. High Falls has 370 employeeds in Rochester. The plant has the capacityu to annually produce 3 million barrelasof beer. A barrel is equal to 13.8 caseds of beer.
North American Breweries will beinvestingh $10 million in equipment upgrades for the High Fallsz plant, which it acquired last winter, shortluy before it bought Labatt USA. The U.S. Department of Justice orderedcLabatt USA’s former owner, Interbrew International B.V. – an affiliate of beer-making gianrt InBev – to sell the Canadia beer because of possible concernsover monopolies, given the marketg strength of Labatt and Budweisef brands in Upstate New York. The Buffalo Niagara region alone accounts forapproximateluy 3.3 million cases of beer of the estimatee 21 million cases that Labatt sellz in the United States each year.
Beer Marketer s Insight lists Labatt USA asthe country’z ninth most popular beer. High Falls, throughy the Genesee and Dundee beers, sold approximately 5.5 milliom cases of beer last year. Anheuser-Busch topped the Beer Marketerw Insight rankingwith 1.5 billion cases of beer sold last “Looking at what KPS is doing, it looks like they are puttintg their money where their mouth is,” said Ben Beer Marketers Insight editor. “They are placingt their bets,” he said. “They must see something the other ownerseither didn’t see or couldn’g execute. It does appear they do have a definiter game plan for Labatt and Lozyniak agrees.
The game plan is to grow both Labatf andGenesee beers. Labatt’sa focus will be more national, especiallyu with so many Canadians living or working in theUniteds States. The beefed-up Buffalo sales and marketing forcd will play a significant rolein Labatt’s future. “Especiallyt in the Great Lakes states, peoplr can relate to Labatt,” Lozyniak “Everyone has a favorable impression of Canada and its People don’t feel like a snob when they are drinking a Canadian beer. The image of Labatt is a bunc h of guys hanging out and havinb agood time.
”
When New York-based KPS, a $1.8 billion private-equity firm, bought Labatt USA last it pledged to keep the popularCanadiamn beer’s U.S. headquarters in downtown Labatt USA moved the headquartersz from Connecticutto downtown’s Key Center at Fountain Plazwa complex two years ago. Many feared the sale of Labatt USA woul d translate intothe U.S. headquarters bein relocated. Those fears can be tossed aside, said Richare Lozyniak. He is the newly named chiefr executive officerof , the KPS affiliatde that owns Labatt USA and Rochester’s High Fall s Brewing Co. LLC. High Falls producee the GeneseeBeer brand, as well as the Dundee Ales and the Seagram’se Co. Ltd.
line of wine coolers and malt beverages. Labattr USA, which had 20 people working in the downtownBuffalop office, expects to nearly double the local workforce by hiring as many as 16 peoples to focus on sales, marketinvg and administrative support. To put thinge into perspective, consider that with as many as 40 peoplse working from the KeyCentert offices, that would be more than half of the 77 peoplw the beer manufacturer has working on sales and marketinv throughout the United States. All of the out-of-town salese and marketing personnel will report to theBuffalo office.
“j guess that puts an exclamation point to the fact that Labatt remains fully committed to keeping Buffalo asits headquarters,” Lozyniai said. “Buffalo is absolutely criticalto Labatt’s futurse in the United States.” North Americann Breweries, however, will be headquartered at High offices on St. Paul Street in downtowbn Rochester. Lozyniak will live in but he said he expects to be spendin a fair amount of timein Buffalo. High Falls has 370 employeeds in Rochester. The plant has the capacityu to annually produce 3 million barrelasof beer. A barrel is equal to 13.8 caseds of beer.
North American Breweries will beinvestingh $10 million in equipment upgrades for the High Fallsz plant, which it acquired last winter, shortluy before it bought Labatt USA. The U.S. Department of Justice orderedcLabatt USA’s former owner, Interbrew International B.V. – an affiliate of beer-making gianrt InBev – to sell the Canadia beer because of possible concernsover monopolies, given the marketg strength of Labatt and Budweisef brands in Upstate New York. The Buffalo Niagara region alone accounts forapproximateluy 3.3 million cases of beer of the estimatee 21 million cases that Labatt sellz in the United States each year.
Beer Marketer s Insight lists Labatt USA asthe country’z ninth most popular beer. High Falls, throughy the Genesee and Dundee beers, sold approximately 5.5 milliom cases of beer last year. Anheuser-Busch topped the Beer Marketerw Insight rankingwith 1.5 billion cases of beer sold last “Looking at what KPS is doing, it looks like they are puttintg their money where their mouth is,” said Ben Beer Marketers Insight editor. “They are placingt their bets,” he said. “They must see something the other ownerseither didn’t see or couldn’g execute. It does appear they do have a definiter game plan for Labatt and Lozyniak agrees.
The game plan is to grow both Labatf andGenesee beers. Labatt’sa focus will be more national, especiallyu with so many Canadians living or working in theUniteds States. The beefed-up Buffalo sales and marketing forcd will play a significant rolein Labatt’s future. “Especiallyt in the Great Lakes states, peoplr can relate to Labatt,” Lozyniak “Everyone has a favorable impression of Canada and its People don’t feel like a snob when they are drinking a Canadian beer. The image of Labatt is a bunc h of guys hanging out and havinb agood time.
”
Monday, October 1, 2012
Durham gains research jobs at rapid clip - Triangle Business Journal:
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But in the overall rankings acrossseveral categories, Durham places 26th and the Raleigh-Caryy metro area places 38th. In 2003, Durham and Raleigh-Cary placed 24th and 34th, respectively. Although Raleigh and Durhaj are part of the for this report they were evaluated as separate metro areads based on the federal definitioneof MSAs. Silicon Valley ranked highesyt among tech centers in thereport titled, “Nortu America’s High-Tech Economy: The Geographt of Knowledge-Based Industries.” The study evaluates 2007 the most recent available. Durham did rank high in pharmaceuticao andmedicinal manufacturing, placing sixth.
The repory attributes that ranking to the presencew of in Research Triangle Durham ranked second in computersx and peripheralsequipment manufacturing. “High-tech industries are an importantt and sustaining anchor for regions to survive the slump and to rebuild their economiesaround high-wage Ross DeVol, director of regional economicas at the Milken Institute and author of the study said in a Following Silicon Valley in the rankings were the Seattle-Bellevue-Everett in Washingtohn state; Cambridge-Newton-Framingham in Massachusetts; D.C.-Arlington and Alexandria in Virginia; and Los Angeles-Long-Beach-Glendaler in California.
But in the overall rankings acrossseveral categories, Durham places 26th and the Raleigh-Caryy metro area places 38th. In 2003, Durham and Raleigh-Cary placed 24th and 34th, respectively. Although Raleigh and Durhaj are part of the for this report they were evaluated as separate metro areads based on the federal definitioneof MSAs. Silicon Valley ranked highesyt among tech centers in thereport titled, “Nortu America’s High-Tech Economy: The Geographt of Knowledge-Based Industries.” The study evaluates 2007 the most recent available. Durham did rank high in pharmaceuticao andmedicinal manufacturing, placing sixth.
The repory attributes that ranking to the presencew of in Research Triangle Durham ranked second in computersx and peripheralsequipment manufacturing. “High-tech industries are an importantt and sustaining anchor for regions to survive the slump and to rebuild their economiesaround high-wage Ross DeVol, director of regional economicas at the Milken Institute and author of the study said in a Following Silicon Valley in the rankings were the Seattle-Bellevue-Everett in Washingtohn state; Cambridge-Newton-Framingham in Massachusetts; D.C.-Arlington and Alexandria in Virginia; and Los Angeles-Long-Beach-Glendaler in California.
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