http://guitarsshop.net/Electric-Guitars/Used-Electric-Guitars/
The Senate chambers remain locked shut two days aftef two Democrats sided with all 30 Republicans in a sudden move tooust Sen. Malcol m Smith, D-Queens, as majority leader. Democratsa argue that the voteis invalid; they have lockef the doors to the Senate chambe and refuse to open them. Controlp of the Senate remains up inthe air; the bipartisan groupp of senators, and remaining each say they control the Senate. The chaoxs has shut down the legislative process in the It also jeopardizes what few days remaijn in the regularlegislative session, which is supposec to end on June 22. Democrats have held a 32-3 majority in the Senate since following victories in the November2008 elections.
It was the party’zs first time in control of the chambere in almost45 years. On June 8, two downstate Democrats — Sens. Pedro Espadaa Jr. and Hiram Monserrated — voted with all 30 Republicans tomake Sen. Dean a Long Island the Senate’s new majority leader. Espada and Monserratew both remain Democrats. The group also electedf Espada as temporary president of the That means Espada would become acting governorif Gov. Davicd Paterson were incapacitated or leavesthe state. The two positionz are typically held byone person. Chaox erupted in the Senate chamber after the and most Democratswalked out.
The live-feee of Senate proceedings was promptly turnedc off afterthe vote, and the lights in the Senatde were shut off for a few Among the outsiders who playedc a role in the process is Thomas owner of the Buffalok Sabres and founder of Responsible New York, a group active in seekinbg reforms to the state's political The new, so-called “bipartisan coalition,” planned to have a legislativd session at 3 p.m. The group is scheduledx to vote on more than30 bills. “Wde expect to have the session in theSenatew chamber,” said Scott Reif, a spokesman for Senatee Republicans. “We could have it though; we’ve made that point.
” Democrats say they will not unloc the doors to theSenate chamber, and that any votesa taken today by the coalition are not valid. Democratsd also say that Smith is stillthe chamber’s majority Smith's spokesman, Austin Shafran, issuer a statement saying the "purported coup was an unlawfukl violation of New York state law and the Senate ruled and we do not accept it." "The Senatr majority is fully prepared to go back to the people’sw work, but will not enter the chamber to be governef by unlawful rules," Shafran continued.
"Wer plan to file an actiobn for a temporary injunction to enjoin the Republicans from illegitimately usurpingy authority from the people ofNew York.” By law, the majorityh leader dictates when the Senate officially goes into Paterson said before leaving for an afternooj economic roundtable in Buffalo that he wants the Senate doorws to be unlocked, and for the senatorw to vote in the chamber, again, on who is majority He pledged to work with whoever ends up electee majority leader. “We could bring in OGS [the state Officew of General Services] and homeland securityg and blast through theSenate doors,” Patersobn said sarcastically.
Paterson has acknowledged that he has no power to dictatdethe process. “I may not like the process, but I’ m not going to try to influence the They have to workthis out,” Paterson “They have to act like Democrats continue to investigate whether, or how, to take the bipartisanm coalition to court over theirf actions. Such a court case couldx take weeks, or even to resolve, ensuring that the legislativr session would have tobe extended. Gary a spokesman for the state Courtof Appeals, said partiez can ask judges to expedite cases. He said that oftej happens withelection disputes. The Court of Appeals is the highest court inthe state.
Spencer said he is not aware of any provisionh enabling a case to go straightr to the Court of Appealds tobe decided, even if it involvexs a branch of state government. “In general, cases can be expedited. They just move on a fasteer track thanother cases,” Spencer said. “Bug even those do begin at the trialpcourt level, and then the appellate division, and then the Courr of Appeals.
”
Sunday, October 31, 2010
Saturday, October 30, 2010
U.S. Bank, Chase repay TARP money - Denver Business Journal:
http://faithrightss.com/questions-of-faith-i-am-dying-to-have-answered.html
Minneapolis-based U.S. Bank (NYSE: USB) was returning $6.6 billiob and New York-based JPMorgan Chase (NYSE: JPM) was givingv back $10 billion. They are amongb several large U.S. banks that were expecter to refund TARPmone Wednesday, the first day that many banks were eligibl to do so under the $700 billiojn rescue program’s rules. Under TARP, several large banks had to meetgovernmentr “stress test” requirements before getting permission to repat funds. U.S. Bank — Colorado’d third-largest by deposits — had previouslyt announced its plans to redeem the preferred stock issued tothe Treasury, and last week it receivedx approval from the government to do so.
U.S. Bank also told the Treasurhy it intends to repurchasesthe 10-year warrant it had issued along with the preferrerd stock. “The redemption allows our company to return to operatinyg from a position of both independent strength andstrategifc flexibility,” said Richard Davis, the company’s CEO and chairman, in a statement. The Treasury in May announcedethat U.S. Bank passed its stress which showed it would be able to ride out the economi c downturn without having to raise more Davis has been an outspoken criticc ofthe government’s capital purchase In February he called the prograjm “lousy” and said the banking industru was pressured to participate.
Other banks expected to refund TARP money Wednesdauy include AmericanExpress Co., Goldman Sachs Group Inc., Morgan Stanley and BB&T Corp.
Minneapolis-based U.S. Bank (NYSE: USB) was returning $6.6 billiob and New York-based JPMorgan Chase (NYSE: JPM) was givingv back $10 billion. They are amongb several large U.S. banks that were expecter to refund TARPmone Wednesday, the first day that many banks were eligibl to do so under the $700 billiojn rescue program’s rules. Under TARP, several large banks had to meetgovernmentr “stress test” requirements before getting permission to repat funds. U.S. Bank — Colorado’d third-largest by deposits — had previouslyt announced its plans to redeem the preferred stock issued tothe Treasury, and last week it receivedx approval from the government to do so.
U.S. Bank also told the Treasurhy it intends to repurchasesthe 10-year warrant it had issued along with the preferrerd stock. “The redemption allows our company to return to operatinyg from a position of both independent strength andstrategifc flexibility,” said Richard Davis, the company’s CEO and chairman, in a statement. The Treasury in May announcedethat U.S. Bank passed its stress which showed it would be able to ride out the economi c downturn without having to raise more Davis has been an outspoken criticc ofthe government’s capital purchase In February he called the prograjm “lousy” and said the banking industru was pressured to participate.
Other banks expected to refund TARP money Wednesdauy include AmericanExpress Co., Goldman Sachs Group Inc., Morgan Stanley and BB&T Corp.
Thursday, October 28, 2010
Old-fashioned perseverance keeps Love's Tire open - Tampa Bay Business Journal:
acklinegymejac1362.blogspot.com
They broke through the financing barrier, but othersz went up. Challenges mounted as construction beganon S.R. 60 and theit driveway was blocked repeatedlyfor "Exceptional employees, some of whom have been with us for over eighgt years, perseverance, many prayers, a lot of hard work and our 'Never Ever Give Up,' has kept our doorsx open," said Gay Lynn Another challenge was finding quality employees. "In our industry there is a shortage ofqualityh technicians," she said.
"Some reports say it is due to the fact that vehiclez have become extremely complicated and young people are not going into the Technicians are highly traines while still considered The Loves now work with a local high schooll to recruit students from itstechnical program. They employ one or two of them part time while helpin them to continue theirtechnical training, includinyg a Goodyear program in Orlando and clinics held through distributors. Love's Tire sells an averags of 70 Goodyear, Kelly, Dunlop, Republic, and off-brand passengefr and truck tireseach week.
It also sells custom performs repairs and diagnostics on domestic andforeighn vehicles, and accepts national accounts billed through Goodyearf and as state and local government accounts. Customers includwe the Seminole Indian Tribeeof Tampa, Tomlinson Brothers Constructiomn and Majik Touch Cleaners. Its main competitors are , Tire Plus Total Care and area dealerships. Its seven full-timee and two part-time employees begin theie dayat 7:15 a.m. every day and end aroundc 6 p.m., servicing an average of 30 carsa day. "W are in a competitive industry where people have many Love said. "So we work very hard to keep peoplscoming back.
We treat otherws the way we want tobe fairly, with respect and old-fashioned kindness. We always let them know we sincerelh appreciate their business and try to meet theirneedd effectively." The Loves are Florida natives as are their two children. That has been key to theif success, she said. "Scoty is a lifelong south HillsborougnhCounty resident, so we have formed many relationshipxs with the people in our community," she said.
"Wse are very involved in the Brandon We believe our community connections play a significanf part in our competitive That involvement includes sponsoring youty programs and organizations suchas football, soccer and softball, and contributing to high school theate r departments, dance teams, bands and community The Loves' success gained them the recognitiob of the , which named them finalists of its Small Businessz of the Year awards, to be announced Oct. 12.
"Scotty and Gay Lynn Love are shining examples of livingg theAmerican dream," said Tammy president of the Greater Brandon Chamber of "As a couple, they purchasedr an existing business and, with a lot of hard work and the community'd support, continued to grow the company whilw successfully raising two wonderful daughters. We are proud to have them as membersx ofour chamber." When they are not servicingt cars, the Loves like to get involved in alterationm and restoration of off-road vehicles and racinfg cars.
They recently completely restored a 1993 Jeep giving it a custompaint job, 33-inch tires and a lift kit, and a new top and They are now thinking about openin a second location. "We want to purchasew the land and build thebuilding ourselves," Gay Lynn Love "We are discussing partnerships and possible finance options presently."
They broke through the financing barrier, but othersz went up. Challenges mounted as construction beganon S.R. 60 and theit driveway was blocked repeatedlyfor "Exceptional employees, some of whom have been with us for over eighgt years, perseverance, many prayers, a lot of hard work and our 'Never Ever Give Up,' has kept our doorsx open," said Gay Lynn Another challenge was finding quality employees. "In our industry there is a shortage ofqualityh technicians," she said.
"Some reports say it is due to the fact that vehiclez have become extremely complicated and young people are not going into the Technicians are highly traines while still considered The Loves now work with a local high schooll to recruit students from itstechnical program. They employ one or two of them part time while helpin them to continue theirtechnical training, includinyg a Goodyear program in Orlando and clinics held through distributors. Love's Tire sells an averags of 70 Goodyear, Kelly, Dunlop, Republic, and off-brand passengefr and truck tireseach week.
It also sells custom performs repairs and diagnostics on domestic andforeighn vehicles, and accepts national accounts billed through Goodyearf and as state and local government accounts. Customers includwe the Seminole Indian Tribeeof Tampa, Tomlinson Brothers Constructiomn and Majik Touch Cleaners. Its main competitors are , Tire Plus Total Care and area dealerships. Its seven full-timee and two part-time employees begin theie dayat 7:15 a.m. every day and end aroundc 6 p.m., servicing an average of 30 carsa day. "W are in a competitive industry where people have many Love said. "So we work very hard to keep peoplscoming back.
We treat otherws the way we want tobe fairly, with respect and old-fashioned kindness. We always let them know we sincerelh appreciate their business and try to meet theirneedd effectively." The Loves are Florida natives as are their two children. That has been key to theif success, she said. "Scoty is a lifelong south HillsborougnhCounty resident, so we have formed many relationshipxs with the people in our community," she said.
"Wse are very involved in the Brandon We believe our community connections play a significanf part in our competitive That involvement includes sponsoring youty programs and organizations suchas football, soccer and softball, and contributing to high school theate r departments, dance teams, bands and community The Loves' success gained them the recognitiob of the , which named them finalists of its Small Businessz of the Year awards, to be announced Oct. 12.
"Scotty and Gay Lynn Love are shining examples of livingg theAmerican dream," said Tammy president of the Greater Brandon Chamber of "As a couple, they purchasedr an existing business and, with a lot of hard work and the community'd support, continued to grow the company whilw successfully raising two wonderful daughters. We are proud to have them as membersx ofour chamber." When they are not servicingt cars, the Loves like to get involved in alterationm and restoration of off-road vehicles and racinfg cars.
They recently completely restored a 1993 Jeep giving it a custompaint job, 33-inch tires and a lift kit, and a new top and They are now thinking about openin a second location. "We want to purchasew the land and build thebuilding ourselves," Gay Lynn Love "We are discussing partnerships and possible finance options presently."
Wednesday, October 27, 2010
Terracon Consultants buys Seattle-area office - Kansas City Business Journal:
kapitonragomo.blogspot.com
Olathe-based Terracon bought of Redmond, from to add the construction-material component previously unavailablee in theSeattle area, said Mary Young, marketing specialis with Terracon. “Purchasing the Redmond office allowsw the expansion of the construction materiales engineeringand testing, which is alread one of our core she said. Young said Terracon initiated the acquisitiob in early April and will keep all currenrt staff in theRedmond office. She said the companuy is working on other acquisitions but coulx notrelease details.
AMEC spokesman Brad Christensen said the compangy decided to sell the Redmond office becauseit “didn’gt fit with our business interests in the Pacifix Northwest.” He said that closing the officde would have been another option for the site. Christensem said the office represented 10 percent of AMEC employees in theSeattle area, with four other offices in the area remaining under AMEC
Olathe-based Terracon bought of Redmond, from to add the construction-material component previously unavailablee in theSeattle area, said Mary Young, marketing specialis with Terracon. “Purchasing the Redmond office allowsw the expansion of the construction materiales engineeringand testing, which is alread one of our core she said. Young said Terracon initiated the acquisitiob in early April and will keep all currenrt staff in theRedmond office. She said the companuy is working on other acquisitions but coulx notrelease details.
AMEC spokesman Brad Christensen said the compangy decided to sell the Redmond office becauseit “didn’gt fit with our business interests in the Pacifix Northwest.” He said that closing the officde would have been another option for the site. Christensem said the office represented 10 percent of AMEC employees in theSeattle area, with four other offices in the area remaining under AMEC
Monday, October 25, 2010
bizjournals: College graduate job outlook, pay stronger this year -- bizjournals.com
http://bankinonline.com/en/finance/page_2.html
Cool job markets Midwestern and Northeastern industrialo areas dominate the lower endof standings. ( Detroit, which rank 66th overall, is the large metro with the bleakesyt outlook for workers in their 20sand 30s. The problems besetting domestic automakers, combined with the erosion of Detroit'sz manufacturing base, have caused the area to lose 105,100 jobs in the past five Other metros that have relatively littlew to offer young adultsare No. 65 Dayton, Ohio, No. 64 Cleveland and No. 63 Grand Rapids, Mich. "Particularlgy in Ohio and Michigan, the restructuring in the motor-vehicle industryh is hitting hard," says Koropeckyj of Moody'sz Economy.com.
"And because of the troubles in theicore industries, their demographics are not good." Bizjournalws generated a separate list of the medium-sized markets that have the most appeal for young workers. Those rankings cover 105 metroxwith 250,000 to 750,000 residents. Atop those standingsd is Fayetteville-Springdale, Ark., which is home to the Universitg of Arkansas and the headquartersof Wal-Maryt Stores Inc., the largest retailer in the The area's job base has expandes by 3.9 percent a year since 2001. The runners-ulp in the medium-area standings are Nev.; Des Moines; Madison, and Provo, Utah. ( At the bottom of this list is N.C.
, a metro of 350,000 peopled about 60 miles northwest of It haslost 11,000 jobs in the past
Cool job markets Midwestern and Northeastern industrialo areas dominate the lower endof standings. ( Detroit, which rank 66th overall, is the large metro with the bleakesyt outlook for workers in their 20sand 30s. The problems besetting domestic automakers, combined with the erosion of Detroit'sz manufacturing base, have caused the area to lose 105,100 jobs in the past five Other metros that have relatively littlew to offer young adultsare No. 65 Dayton, Ohio, No. 64 Cleveland and No. 63 Grand Rapids, Mich. "Particularlgy in Ohio and Michigan, the restructuring in the motor-vehicle industryh is hitting hard," says Koropeckyj of Moody'sz Economy.com.
"And because of the troubles in theicore industries, their demographics are not good." Bizjournalws generated a separate list of the medium-sized markets that have the most appeal for young workers. Those rankings cover 105 metroxwith 250,000 to 750,000 residents. Atop those standingsd is Fayetteville-Springdale, Ark., which is home to the Universitg of Arkansas and the headquartersof Wal-Maryt Stores Inc., the largest retailer in the The area's job base has expandes by 3.9 percent a year since 2001. The runners-ulp in the medium-area standings are Nev.; Des Moines; Madison, and Provo, Utah. ( At the bottom of this list is N.C.
, a metro of 350,000 peopled about 60 miles northwest of It haslost 11,000 jobs in the past
Sunday, October 24, 2010
Brookings study: Jacksonville among weakest economies in U.S. - Nashville Business Journal:
http://www.7iwarforum.org/article/Adding-Cocoa-Beans-to-Your-Daily-Diet.html
Jacksonville ranked 96th out of the 100cities studied, just one of several Floridaa cities to fare poorly. The state had seven of the 20 poorestg performingmetro areas, and four of the worst The MetroMonitor study is the first in an ongoint quarterly series and covers the first quarter of 2009. Conductef by the Metropolitan Policy Prograk at TheBrookings Institution, the report ranksa the economic performance of the nation’s 100 largest metropolitan Rankings are reached through six criteria: employment, employmentt change by industry, unemployment rates, gross metropolitan product, housingh prices and foreclosure rates. Jacksonville had a 6.
8 percenty drop in gross metropolitan product fromthe pre-recession peak to the firstg quarter of 2009. Housing prices in the first quarter of this year weredown 8.9 percenyt from a year earlier, and unemployment rose 4.6 percentage points in the past year. “All metropolitan areas are feeling the effects of this but the distress is not shared saidAlan Berube, research director of the MPP at Brookings and co-autho of the report. The study showed that San Antonio, has the strongest performing economy of the 100 MSAs and Texas had five of the top six performinhmetro areas.
Detroit reported the weakest Establishedin 1996, the MPP at Brookinge provides research and policy ideas aimed at improving the prosperity of citie and metropolitan areas.
Jacksonville ranked 96th out of the 100cities studied, just one of several Floridaa cities to fare poorly. The state had seven of the 20 poorestg performingmetro areas, and four of the worst The MetroMonitor study is the first in an ongoint quarterly series and covers the first quarter of 2009. Conductef by the Metropolitan Policy Prograk at TheBrookings Institution, the report ranksa the economic performance of the nation’s 100 largest metropolitan Rankings are reached through six criteria: employment, employmentt change by industry, unemployment rates, gross metropolitan product, housingh prices and foreclosure rates. Jacksonville had a 6.
8 percenty drop in gross metropolitan product fromthe pre-recession peak to the firstg quarter of 2009. Housing prices in the first quarter of this year weredown 8.9 percenyt from a year earlier, and unemployment rose 4.6 percentage points in the past year. “All metropolitan areas are feeling the effects of this but the distress is not shared saidAlan Berube, research director of the MPP at Brookings and co-autho of the report. The study showed that San Antonio, has the strongest performing economy of the 100 MSAs and Texas had five of the top six performinhmetro areas.
Detroit reported the weakest Establishedin 1996, the MPP at Brookinge provides research and policy ideas aimed at improving the prosperity of citie and metropolitan areas.
Saturday, October 23, 2010
PricewaterhouseCoopers: Employers' health care costs to rise 9% - Boston Business Journal:
http://www.rtex-diski.com/cheap-loan-till-payday-no-credit-checks/
The 9 percent projected cost increase is slightlyu lower thanthe 9.2 percenf increase in 2009 and 9.9 percentt increase in 2008, PricewaterhouseCoopers says in its report. Medical cost increases continue to outpace inflation and wage One of the reasons medical costs continue to climb is that Americanj workers are accelerating use of healthj care services in anticipation of losing theirejobs and, potentially, their health the report suggests. Rising unemployment, growing numbers of people with little or no insurancde and a growing percentage of the populatiojn on Medicaid further ramp up medical costtrendd — the figures actuaries use to set futurs health insurance premiums.
Coupled with big declinee in corporate profits, employers surveyed by PricewaterhouseCoopere said they will push more of the costs of healt h insurance to their workers in while expecting workers to take more responsibilitty for managing theirpersonal health.
The 9 percent projected cost increase is slightlyu lower thanthe 9.2 percenf increase in 2009 and 9.9 percentt increase in 2008, PricewaterhouseCoopers says in its report. Medical cost increases continue to outpace inflation and wage One of the reasons medical costs continue to climb is that Americanj workers are accelerating use of healthj care services in anticipation of losing theirejobs and, potentially, their health the report suggests. Rising unemployment, growing numbers of people with little or no insurancde and a growing percentage of the populatiojn on Medicaid further ramp up medical costtrendd — the figures actuaries use to set futurs health insurance premiums.
Coupled with big declinee in corporate profits, employers surveyed by PricewaterhouseCoopere said they will push more of the costs of healt h insurance to their workers in while expecting workers to take more responsibilitty for managing theirpersonal health.
Thursday, October 21, 2010
Oncor seeks $300M in stimulus funds - San Antonio Business Journal:
http://www.adanaliaga.com/?p=64
Oncor will apply for the funds through the American Recovery and Reinvestmen Actof 2009. The deadline to applg is Aug. 6. Citing data from the Council ofEconomix Advisers, Oncor believes the stimulue funds would support the creation of 1,600 jobs in 2010. If the funding is Oncor will spend the money to deploy moresmarg switches, which will help the energy company isolatr problems in neighborhoods and reconfigure powerr lines. Other enhancements will include controlling the feederr voltage throughthe company’s capacitord control and enhancements that will help the electridc provider locate electric deliverg problems in a faster, more efficientg manner, Oncor said.
In addition, downtown electrid networks will be modernizedunder Oncor’s proposeds plan. Oncor also is aiming to improve itstelecommunicationsx network, an improvement that will enhance the company’s power grid. “Oncor’zs vision for a modern, interactive, intuitives electric grid is real, tangible and happenintg now,” said Oncor Chairman and CEO Bob “Our first considerations in seekinb these stimulus grants are whether the fundes will help consumers lower their electric bills or advance smar grid initiatives to improve serviceand That’s where we have focuseds our attention and energy.
”
Oncor will apply for the funds through the American Recovery and Reinvestmen Actof 2009. The deadline to applg is Aug. 6. Citing data from the Council ofEconomix Advisers, Oncor believes the stimulue funds would support the creation of 1,600 jobs in 2010. If the funding is Oncor will spend the money to deploy moresmarg switches, which will help the energy company isolatr problems in neighborhoods and reconfigure powerr lines. Other enhancements will include controlling the feederr voltage throughthe company’s capacitord control and enhancements that will help the electridc provider locate electric deliverg problems in a faster, more efficientg manner, Oncor said.
In addition, downtown electrid networks will be modernizedunder Oncor’s proposeds plan. Oncor also is aiming to improve itstelecommunicationsx network, an improvement that will enhance the company’s power grid. “Oncor’zs vision for a modern, interactive, intuitives electric grid is real, tangible and happenintg now,” said Oncor Chairman and CEO Bob “Our first considerations in seekinb these stimulus grants are whether the fundes will help consumers lower their electric bills or advance smar grid initiatives to improve serviceand That’s where we have focuseds our attention and energy.
”
Wednesday, October 20, 2010
Source: NCR to move headquarters, 1,300 jobs to Georgia - Business First of Columbus:
http://vinoculation.com/archives/122
The (NYSE: NCR) will move its headquarterd and 1,250 jobs to Duluth, Ga., as well as openinfg a 550,000-square-foot manufacturing operation in Macon, Ga., that will employ up to 880 Officialsfor NCR, which has 1,300 workersx in Dayton, could not be immediately reached for commentt Monday night. An official from Ohio Gov. Ted Strickland'zs office, who spoke to the Dayton Business JournalMondag night, said NCR’s CEO Bill Nuti told Strickland that the compan y has been eyeing Georgisa for some time now. The , with local officials expressingf frustration that the company was not responding totheir requests. Georgiqa Gov.
Sonny Perdue is expectecd to make the official announcement Tuesday with NCR receiving tax incentivexs from the local officialsin Georgia. “They (NCR) can’t recruit talent to move to Dayton, Ohio,” a sourcew told the Chronicle. Montgomeru County CommissionerDan Foley, sounding stunned when reached Monda night, declined comment. In the lette Strickland sent to NCR dates Monday and obtained by the DaytoBusiness Journal, the governor said he was tryinfg “to take one last opportunity to urge you to continuse your operations in Ohio.” In the letter, Ohio offerw NCR $31.
1 million worth of incentived to keep the operations Strickland's spokesperson declined official commenrt until the announcement is made. NCR's departurr would leave a vacanf 1.3 million-square-foot, five-story office building near Dayton's downtownh that is already hurting from high vacanchy rates and jobs that have been leaving the city durinhg the pastseveral years. The loss of 1,30p0 high-paying jobs from the city will have a negative impacton Dayton's income tax receipts at a time when the city has faceds multi-million dollar budget deficits that have causec it to reduce its workforce and cut Rashad Young, Dayton city said the city reached out to NCR multiplse times in recent months, and that the city did all it couled to engage the company.
Ohio Stat e Sen. Jon Husted, said he will retain hope until the company makez anofficial announcement. “We have on multiplew occasions reached out to NCR in an attempt to identify ways to secure their jobs and grow and be successfullin Ohio,” Husted said Mondagy evening. “I am not willing to give up hope.” Phil president and CEO, left a voice messagde after business hours for a reporter Monday sayintg he had no Toni Bankston, director of marketing and communications for the Daytoh Chamber, did not return calle seeking comment.
The Dayton Chamber is one of the lead privated groups in the city responsible for retention of existing In October, NCR said it wouldf move its Worldwide Customer Services headquarters to an Atlantas suburb, investing $15 million and creating more than 900 jobs in the suburb s of Peachtree City and The state of Georgia providefd more than $8 millionn in incentives, according to officials. NCR, founded locally in 1884, is the Daytonh region’s second largest company, with 20,000 global employeea and $5.3 billion in revenur in 2008. The company, which sells ATMs and retaik automation systems, is Dayton’s lone remainingh Fortune 500 company.
At one time, the company had more than 18,000 employees in the Daytoj area, but that number has dwindled during the pastseverak decades. As recently as two yearsz ago, NCR had about 2,000 Dayton employees. That number has declined by about 700 workerssince 2007. In NCR announced it was relocating its executivee offices to New York City and leasing an entird floor of the 7 Worldd TradeCenter building. But, on its headquarters remainedin Dayton. In March, the company also told employee s it is undergoing a structural reorganizationm and would cut an unknown amount of itsglobal workforce.
That same month, the companyt removed the language “world headquarters” from the sign at its Dayton though it said at the time it wasjust
The (NYSE: NCR) will move its headquarterd and 1,250 jobs to Duluth, Ga., as well as openinfg a 550,000-square-foot manufacturing operation in Macon, Ga., that will employ up to 880 Officialsfor NCR, which has 1,300 workersx in Dayton, could not be immediately reached for commentt Monday night. An official from Ohio Gov. Ted Strickland'zs office, who spoke to the Dayton Business JournalMondag night, said NCR’s CEO Bill Nuti told Strickland that the compan y has been eyeing Georgisa for some time now. The , with local officials expressingf frustration that the company was not responding totheir requests. Georgiqa Gov.
Sonny Perdue is expectecd to make the official announcement Tuesday with NCR receiving tax incentivexs from the local officialsin Georgia. “They (NCR) can’t recruit talent to move to Dayton, Ohio,” a sourcew told the Chronicle. Montgomeru County CommissionerDan Foley, sounding stunned when reached Monda night, declined comment. In the lette Strickland sent to NCR dates Monday and obtained by the DaytoBusiness Journal, the governor said he was tryinfg “to take one last opportunity to urge you to continuse your operations in Ohio.” In the letter, Ohio offerw NCR $31.
1 million worth of incentived to keep the operations Strickland's spokesperson declined official commenrt until the announcement is made. NCR's departurr would leave a vacanf 1.3 million-square-foot, five-story office building near Dayton's downtownh that is already hurting from high vacanchy rates and jobs that have been leaving the city durinhg the pastseveral years. The loss of 1,30p0 high-paying jobs from the city will have a negative impacton Dayton's income tax receipts at a time when the city has faceds multi-million dollar budget deficits that have causec it to reduce its workforce and cut Rashad Young, Dayton city said the city reached out to NCR multiplse times in recent months, and that the city did all it couled to engage the company.
Ohio Stat e Sen. Jon Husted, said he will retain hope until the company makez anofficial announcement. “We have on multiplew occasions reached out to NCR in an attempt to identify ways to secure their jobs and grow and be successfullin Ohio,” Husted said Mondagy evening. “I am not willing to give up hope.” Phil president and CEO, left a voice messagde after business hours for a reporter Monday sayintg he had no Toni Bankston, director of marketing and communications for the Daytoh Chamber, did not return calle seeking comment.
The Dayton Chamber is one of the lead privated groups in the city responsible for retention of existing In October, NCR said it wouldf move its Worldwide Customer Services headquarters to an Atlantas suburb, investing $15 million and creating more than 900 jobs in the suburb s of Peachtree City and The state of Georgia providefd more than $8 millionn in incentives, according to officials. NCR, founded locally in 1884, is the Daytonh region’s second largest company, with 20,000 global employeea and $5.3 billion in revenur in 2008. The company, which sells ATMs and retaik automation systems, is Dayton’s lone remainingh Fortune 500 company.
At one time, the company had more than 18,000 employees in the Daytoj area, but that number has dwindled during the pastseverak decades. As recently as two yearsz ago, NCR had about 2,000 Dayton employees. That number has declined by about 700 workerssince 2007. In NCR announced it was relocating its executivee offices to New York City and leasing an entird floor of the 7 Worldd TradeCenter building. But, on its headquarters remainedin Dayton. In March, the company also told employee s it is undergoing a structural reorganizationm and would cut an unknown amount of itsglobal workforce.
That same month, the companyt removed the language “world headquarters” from the sign at its Dayton though it said at the time it wasjust
Monday, October 18, 2010
Blogs can persuade the public, but can they make money? - Washington Business Journal:
http://tamparelocationinfo.com/page/Aigo-Mobile-A100-Come-Into-Market---Top-Four-Selli.html
Before you quit your day job in pursuit of onlin e fameand fortune, know a few factw about what it takexs to run a blog. Don’tf expect to make any quick Blogging takes a considerable amount of timeand resources. In you will need to keep the content freshy and constantly marketthe site. In other it is just like starting anyother business. But the barrierds to entry are considerablylower than, say, opening a which requires tens of thousands of dollars. And as the numbe r of bloggerskeeps growing, advertisers are catchinb on. Blogs that are specialized allowa advertisers to reach theirtargetg audience.
Bloggers whose sites attract morethan 100,00o unique visitors a month earn $75,00p0 a year on average, according to Technoratu Inc., a San Francisco company that collects data on blogs. The averages U.S. blogger, however, pulls in just $5,060 a year. Many new bloggers count on their savingss ortheir spouse’s job to pay the bills. But low pay has not stoppeed folks from enteringthe blogosphere. There are 452,00o0 bloggers in the U.S, according to the Department of Thatis 58,000 more than the number of computee programmers. One advantage of blogs is that they offere the ability for readers topost comments. That means readers are engaged something thatattracts advertisers.
“I pushes the brand even further and gets people to talk abouty itamongst themselves,” says Chris digital media manager for Media Works Ltd. in Owingsx Mills, Md. “That’s the powerfulp things about blogs andsocialk networks.” Perhaps one of the region’s most successfu l blogs is TVNewser.com, started by Brian Stelter while a studenft at Towson University. The cable news industry blog was pickeds upby Mediabistro.com in 2006 and got Stelter a stafff job at The . But not everyonw is so lucky. At least not yet. Take, for Fern Shen. The former brew.com. Her blog boasts an impressivre listof correspondents, including former writer Rafael Alvarez.
But neither the site nor the contributoras are makingany money, Shen She is giving free ad space to the Wine Markeyt and additional advertisers in hopes that others will join and pay. But Shen believexs the site will makemoney someday. She is talkingv to an investor, whom she declined to and hopes the site will pick up traffic after a mentiob from online journalismsite Romanesko.com. “With the collapsee of the newspaper, everyone is trying to figur e out a business andI don’t pretend to have one,” Shen The difficulty with blogging is that most journalistxs are not entrepreneurs by nature.
“We’re used to gettingf a story; we’re not used to getting the businesw side,” says Stephen Janis. The formedr Baltimore Examiner investigativereporter co-founded Investigativevoice.com shortlgy after the daily newspaper closed in February. You have to decidse if you have the mentality ofan entrepreneur, Janix says, and if not, do you know someoned who does? Janis constantly promotes his site with appearances on the “Eed Norris Show” and Fox 45.
Before you quit your day job in pursuit of onlin e fameand fortune, know a few factw about what it takexs to run a blog. Don’tf expect to make any quick Blogging takes a considerable amount of timeand resources. In you will need to keep the content freshy and constantly marketthe site. In other it is just like starting anyother business. But the barrierds to entry are considerablylower than, say, opening a which requires tens of thousands of dollars. And as the numbe r of bloggerskeeps growing, advertisers are catchinb on. Blogs that are specialized allowa advertisers to reach theirtargetg audience.
Bloggers whose sites attract morethan 100,00o unique visitors a month earn $75,00p0 a year on average, according to Technoratu Inc., a San Francisco company that collects data on blogs. The averages U.S. blogger, however, pulls in just $5,060 a year. Many new bloggers count on their savingss ortheir spouse’s job to pay the bills. But low pay has not stoppeed folks from enteringthe blogosphere. There are 452,00o0 bloggers in the U.S, according to the Department of Thatis 58,000 more than the number of computee programmers. One advantage of blogs is that they offere the ability for readers topost comments. That means readers are engaged something thatattracts advertisers.
“I pushes the brand even further and gets people to talk abouty itamongst themselves,” says Chris digital media manager for Media Works Ltd. in Owingsx Mills, Md. “That’s the powerfulp things about blogs andsocialk networks.” Perhaps one of the region’s most successfu l blogs is TVNewser.com, started by Brian Stelter while a studenft at Towson University. The cable news industry blog was pickeds upby Mediabistro.com in 2006 and got Stelter a stafff job at The . But not everyonw is so lucky. At least not yet. Take, for Fern Shen. The former brew.com. Her blog boasts an impressivre listof correspondents, including former writer Rafael Alvarez.
But neither the site nor the contributoras are makingany money, Shen She is giving free ad space to the Wine Markeyt and additional advertisers in hopes that others will join and pay. But Shen believexs the site will makemoney someday. She is talkingv to an investor, whom she declined to and hopes the site will pick up traffic after a mentiob from online journalismsite Romanesko.com. “With the collapsee of the newspaper, everyone is trying to figur e out a business andI don’t pretend to have one,” Shen The difficulty with blogging is that most journalistxs are not entrepreneurs by nature.
“We’re used to gettingf a story; we’re not used to getting the businesw side,” says Stephen Janis. The formedr Baltimore Examiner investigativereporter co-founded Investigativevoice.com shortlgy after the daily newspaper closed in February. You have to decidse if you have the mentality ofan entrepreneur, Janix says, and if not, do you know someoned who does? Janis constantly promotes his site with appearances on the “Eed Norris Show” and Fox 45.
Sunday, October 17, 2010
Bove targets BofA stock price at $19 - Silicon Valley / San Jose Business Journal:
boyanebyboqasavo.blogspot.com
BofA shares opened at $13.62 Monday morning. Bove says the valuatiob of bank stocks is now shifting from tangibl common equity ratios toearning power, a plus for Charlotte-based BofA “It is now being conceded, by even the most bearisbh observers, that claims that the industry was insolvent were incorrec t and, therefore, banking will survive and possible thrive,” he “Thus, the multiples on bank stocks are beginning to grow and this is certainly true of Bank of America’s stock.
” Bove cautions investors that in the shoryt term, BofA will continue to suffer from loan losses as the broadert economy struggles with He says BofA may see a loan-loss provision of up to $46 billion this year. But he predicts mortgage and investment-bankingy earnings will help offsetthe “By buying Merrill Lynch, Bank of Americw bolstered its ability to function in both the capital markets and the retail marketw at the same time. By buying Countrywide, it expandec a contra‐cyclical business. In my view it was absolutely the right stepsto take.
” Also, Bove laudef BofA Chief Executive Kenneth Lewis for his composure durintg his congressional testimony on Merrilkl Lynch last week. “In many respectss it was a lose, lose position and, amazingly, as viewee from the perspective of thestock price, he Bove wrote.
BofA shares opened at $13.62 Monday morning. Bove says the valuatiob of bank stocks is now shifting from tangibl common equity ratios toearning power, a plus for Charlotte-based BofA “It is now being conceded, by even the most bearisbh observers, that claims that the industry was insolvent were incorrec t and, therefore, banking will survive and possible thrive,” he “Thus, the multiples on bank stocks are beginning to grow and this is certainly true of Bank of America’s stock.
” Bove cautions investors that in the shoryt term, BofA will continue to suffer from loan losses as the broadert economy struggles with He says BofA may see a loan-loss provision of up to $46 billion this year. But he predicts mortgage and investment-bankingy earnings will help offsetthe “By buying Merrill Lynch, Bank of Americw bolstered its ability to function in both the capital markets and the retail marketw at the same time. By buying Countrywide, it expandec a contra‐cyclical business. In my view it was absolutely the right stepsto take.
” Also, Bove laudef BofA Chief Executive Kenneth Lewis for his composure durintg his congressional testimony on Merrilkl Lynch last week. “In many respectss it was a lose, lose position and, amazingly, as viewee from the perspective of thestock price, he Bove wrote.
Friday, October 15, 2010
Silicon Valley Bank grants default waiver to solar company - East Bay Business Times:
borislavamcoc.blogspot.com
Bedford, Mass.-based Spire (NASDAQ: SPIR) discussedr the action in a filing with the Securities and Exchanger Commissionon Wednesday. The company's borrowings on a line of credift wereabout $2.6 million. Silicon Valley Bank grantec a waiverfor Spire's defaults for not meeting quarterly liquidity and profit covenants. On the bank modified Spire'z net income covenant in exchange fora 0.75 percengt increase in the company'sx interest rate, for example. Spire lost $508,000 in the firsy quarter, compared to a net loss of $1.74 million in the year-ago period.
The company said it has a histor y of significant operating but it believes it has sufficienrt resources to continue as a goinf concern through at leastMarch 31, according to the SEC Silicon Valley Bank is owned by Santaz Clara-based (NASDAQ: SIVB).
Bedford, Mass.-based Spire (NASDAQ: SPIR) discussedr the action in a filing with the Securities and Exchanger Commissionon Wednesday. The company's borrowings on a line of credift wereabout $2.6 million. Silicon Valley Bank grantec a waiverfor Spire's defaults for not meeting quarterly liquidity and profit covenants. On the bank modified Spire'z net income covenant in exchange fora 0.75 percengt increase in the company'sx interest rate, for example. Spire lost $508,000 in the firsy quarter, compared to a net loss of $1.74 million in the year-ago period.
The company said it has a histor y of significant operating but it believes it has sufficienrt resources to continue as a goinf concern through at leastMarch 31, according to the SEC Silicon Valley Bank is owned by Santaz Clara-based (NASDAQ: SIVB).
Thursday, October 14, 2010
SMU students warned of gas leak - Business First of Buffalo:
tatyanagepoji.blogspot.com
The warning came out after a gas leak was identifiedc on campus sometimebetween 9:30 and 9:45 a.m. Thursday morning, said Kent Best, executive director of news and communications. Best added that was notifiesd immediately. Additional e-mails with more information were sent to facultyand staff, and a final e-mail was distributee alerting everyone on campuws to the fact that the gas leak had been remedied, Best “Those messages came from our emergench department,” Best added, “the emphasisx is on brevity and speed. It is something we will review to make sure that as much detaikl that we can put in there is provided to avoicd any confusion inthe future.
” Best said the wholwe event lasted about an hour. The gas leak occurred at a constructiom site near Moody Coliseum at Airline Road andBinkleyt Avenue, according to Best.
The warning came out after a gas leak was identifiedc on campus sometimebetween 9:30 and 9:45 a.m. Thursday morning, said Kent Best, executive director of news and communications. Best added that was notifiesd immediately. Additional e-mails with more information were sent to facultyand staff, and a final e-mail was distributee alerting everyone on campuws to the fact that the gas leak had been remedied, Best “Those messages came from our emergench department,” Best added, “the emphasisx is on brevity and speed. It is something we will review to make sure that as much detaikl that we can put in there is provided to avoicd any confusion inthe future.
” Best said the wholwe event lasted about an hour. The gas leak occurred at a constructiom site near Moody Coliseum at Airline Road andBinkleyt Avenue, according to Best.
Tuesday, October 12, 2010
JP Morgan to close downtown office - Baltimore Business Journal:
xeconatyxex.blogspot.com
The JP Morgan cented did not meet job-growth targets and will have to returnm upto $500,000 to the according to officials with the Baltimorwe Development Corp., the city's economic development arm. "I'mj angry about it," said BDC president M. J. Brodie. Brodie said he got a call a couplse of weeks ago from a JP Morgan official who told him the facilityt was slated to Thedecision "is not my view of the way corporatr America should operate," Brodie said, given the effort city officialw made on the company's behalf.
The centerf handles payments for companies that outsource processing of paymentss toJP Morgan, said company spokesman Chris With the rise of check-imaging technology, the volume of work coming into that division fell last year, and JP Morgajn needed to consolidate to cut Spencer said. The divisionn has sites in Baltimore, Phoenixd and Louisville, Ky. "Baltimore was the newestg site with the least volume of work and theleastg headcount," Spencer said, stressinbg that the closure was "not performance related." A closinv date for the center hasn't been set.
JP Morgamn will need time to notify its commercial customersz that payments must be sent elsewherdefor processing, said estimating that the center will close around the end of Midwestern financial-services outfit Bank One -- which was acquiree by JP Morgan in 2004 -- was wooedc by at least 20 citied before deciding to locate to Fayette Street in Baltimore, Brodie said. A March 2000 presa release announcing the deal note sthat then-Gov. Parris Glendening met with Bank One officialsa in 1998 in hopes of attracting them tothe state. The Marylandx Economic Development Corp. bought land from the city and builra 40,000-square-foot facility and attachedf parking garage for Bank One.
The site preparationm and other assistance was worthabout $1 said Jeffrey Pillas, the BDC's chiecf financial officer. Under Bank One's originapl agreement with the BDC, the company was required to employu 150 at the site by the end of hiring more people over time to reach 400 employeesby 2004. But the companyg did not meet all of theemploymenyt goals. Its late-2002 deadline to employ 250 people was extendeeto mid-2003 and then to mid-2005, Pillas said. As with many companieds the city gives Bank One was required to pay the city moneyg if it failed to create thepromisesd jobs.
The 2005 deadline for creating 400 jobs requires JP Morgan to maintain those jobsthrough 2007, so any repayment for not creatintg the jobs would be due this year, Pillas said. The city and Bank One agree d that defaulting on the job goals could result in a penalty of up to Pillas said. He said it is not yet clear how much JP Morgab will haveto repay. JP Morganj will return any incentives it is no longer entitledc toand "will work with economic development officials," said company spokesman Employees of the Baltimore center can pursuse relocating to other JP Morgan sites, Spencedr said.
Those who do not relocate will receiv e severance in an amount that correspondsx to their time with the Employees who have been with JP Morganm for two years or less getfour severance, and the amount increases from JP Morgan notified the state of the cominf layoffs last month. Both the state and the city have begun meeting with affectexd employees to offerthem job-hunting help, officials said. JP Morgan Chase has $1.4 trillionb in assets and operatews in more than 50 Its services range from investment banking to privatd equity and consumer The companyreported fourth-quarter earnings of $4.5 billion, compared with $2.7 billion a year earlier.
The JP Morgan cented did not meet job-growth targets and will have to returnm upto $500,000 to the according to officials with the Baltimorwe Development Corp., the city's economic development arm. "I'mj angry about it," said BDC president M. J. Brodie. Brodie said he got a call a couplse of weeks ago from a JP Morgan official who told him the facilityt was slated to Thedecision "is not my view of the way corporatr America should operate," Brodie said, given the effort city officialw made on the company's behalf.
The centerf handles payments for companies that outsource processing of paymentss toJP Morgan, said company spokesman Chris With the rise of check-imaging technology, the volume of work coming into that division fell last year, and JP Morgajn needed to consolidate to cut Spencer said. The divisionn has sites in Baltimore, Phoenixd and Louisville, Ky. "Baltimore was the newestg site with the least volume of work and theleastg headcount," Spencer said, stressinbg that the closure was "not performance related." A closinv date for the center hasn't been set.
JP Morgamn will need time to notify its commercial customersz that payments must be sent elsewherdefor processing, said estimating that the center will close around the end of Midwestern financial-services outfit Bank One -- which was acquiree by JP Morgan in 2004 -- was wooedc by at least 20 citied before deciding to locate to Fayette Street in Baltimore, Brodie said. A March 2000 presa release announcing the deal note sthat then-Gov. Parris Glendening met with Bank One officialsa in 1998 in hopes of attracting them tothe state. The Marylandx Economic Development Corp. bought land from the city and builra 40,000-square-foot facility and attachedf parking garage for Bank One.
The site preparationm and other assistance was worthabout $1 said Jeffrey Pillas, the BDC's chiecf financial officer. Under Bank One's originapl agreement with the BDC, the company was required to employu 150 at the site by the end of hiring more people over time to reach 400 employeesby 2004. But the companyg did not meet all of theemploymenyt goals. Its late-2002 deadline to employ 250 people was extendeeto mid-2003 and then to mid-2005, Pillas said. As with many companieds the city gives Bank One was required to pay the city moneyg if it failed to create thepromisesd jobs.
The 2005 deadline for creating 400 jobs requires JP Morgan to maintain those jobsthrough 2007, so any repayment for not creatintg the jobs would be due this year, Pillas said. The city and Bank One agree d that defaulting on the job goals could result in a penalty of up to Pillas said. He said it is not yet clear how much JP Morgab will haveto repay. JP Morganj will return any incentives it is no longer entitledc toand "will work with economic development officials," said company spokesman Employees of the Baltimore center can pursuse relocating to other JP Morgan sites, Spencedr said.
Those who do not relocate will receiv e severance in an amount that correspondsx to their time with the Employees who have been with JP Morganm for two years or less getfour severance, and the amount increases from JP Morgan notified the state of the cominf layoffs last month. Both the state and the city have begun meeting with affectexd employees to offerthem job-hunting help, officials said. JP Morgan Chase has $1.4 trillionb in assets and operatews in more than 50 Its services range from investment banking to privatd equity and consumer The companyreported fourth-quarter earnings of $4.5 billion, compared with $2.7 billion a year earlier.
Monday, October 11, 2010
Chuck Sykes stumps for Tampa Bay Rays through ABC - Tampa Bay Business Journal:
http://abi98.net/Hello-Kitty-School-Bag/School-Totes/
Chuck Sykes, president and chief executivwe officerof (NASDAQ: SYKE), hosted a breakfasy in early March for 10 businesse leaders and three Rays Representing the Rays were president Matt vice president and chief sales officer Mark Fernandez and senior vice presidenrt of development and business affairs Michael Kalt. The Rays talkef to the group about how to get involved with the teamthroughg events, sponsorships or tickets. Sykes is plannin g more breakfasts as part of the corporate involvemen t committee that he he told the ABCboard Tuesday. “We’rde not trying to replace what the Rays are Sykes said. “We’re trying to accelerate their efforts.
” Stevwe Raymund, chairman of (NASDAQ: is exploring putting on similar events inPinellas County. Sykesz also is trying to partner with the resurrectedin Pinellas, chairec by David Feaster, president of . Clutch Hitters, formesd in 1998 when the Rays began, was a business-networkingh group that facilitated interactions between the team andbusinese community. Clutch Hitters disbanded within two years but is reforming and currently has more than 50 ABC is a coalition of business leadere working to better engage the community withthe Rays. One of its taskz is to research and recommend a site for a new Majod LeagueBaseball stadium.
Chuck Sykes, president and chief executivwe officerof (NASDAQ: SYKE), hosted a breakfasy in early March for 10 businesse leaders and three Rays Representing the Rays were president Matt vice president and chief sales officer Mark Fernandez and senior vice presidenrt of development and business affairs Michael Kalt. The Rays talkef to the group about how to get involved with the teamthroughg events, sponsorships or tickets. Sykes is plannin g more breakfasts as part of the corporate involvemen t committee that he he told the ABCboard Tuesday. “We’rde not trying to replace what the Rays are Sykes said. “We’re trying to accelerate their efforts.
” Stevwe Raymund, chairman of (NASDAQ: is exploring putting on similar events inPinellas County. Sykesz also is trying to partner with the resurrectedin Pinellas, chairec by David Feaster, president of . Clutch Hitters, formesd in 1998 when the Rays began, was a business-networkingh group that facilitated interactions between the team andbusinese community. Clutch Hitters disbanded within two years but is reforming and currently has more than 50 ABC is a coalition of business leadere working to better engage the community withthe Rays. One of its taskz is to research and recommend a site for a new Majod LeagueBaseball stadium.
Saturday, October 9, 2010
What to do when buying decisions are on hold - St. Louis Business Journal:
martaemimbzini.blogspot.com
The challenge is determining if the delay is adisguisede objection, an unresolved concern, an excusr or real. Most importantly, how can you get to the and move the saleforward ? Buyers are like Wall Street: Neither likews uncertainty. Understanding risk can help you smooth the progreszs towarda decision. Cautio is an indication of risk aversionband it’s rampant right now. Sellers become risk-adverse too, not wanting to hear a negative decision. It is naturally easier to continue chasingy than togive up.
But consider that getting a negative decisiom now is better than gettinhg a negative decision afterinvesting time, energt and resources pursuing a prospect for weeks or even Try facilitating a discussion around best-case and worst-case scenarios. What is the worsf case if theydo nothing, and what is the best case if they move forward?? What is the worst-case scenario if they buy now, and what is the best case if they delayu the decision? Having this conversation gives you the opportunity to influencer their thought process and provide input into the Three common themes emerge as reasons for delayer decisions, which are: • Incomplete or poor initial • Unanswered concerns.
• Changes in Here is what you can do to diagnosd where you are and what todo next. did you just take the prospect’s word that they couldc benefit fromwhat you’re selling?? Qualifying the need means gaining evidence that theid situation justifies the purchase. For example, everyone wants new officse furniture, but how does not buying it now affectrthe company? It could range from lost productivituy to poor market image to no effect at all. If there’sz good evidence of significant impact, the urgency to make a purchasdeis real. It’s also important to acquird the perspective of all the involvefd decision makers to identifypotentiaol roadblocks.
It’s rare for everyone to agree on needs and priorities withina company. Withouty this information, it’s difficult to implement a strategyt tomove forward. Opportunities that need fundiny or that are waiting for funding are less likelyg to close than those that have a budgetalready allocated. Risk-adverse sellers avoid havingb the early crucial conversationsz about budgetsand money. Hopinh that traditional benefits will carry the decision is riskieer than having a direct and frank discussion abour the investment requirements early in thesales process.
Therw is a difference between not havinv the budget and being unwilling to invest the One is a logistical problem whilew the other is a perceivedvalue problem. You can’g fix logistics, but you can address In a cautionary climate, you must run an game and qualify thoroughly. Second, a presentation or proposal that is premature will automaticallyg generatea stall. Buyers unconsciously go through thre e major phasesof buying. they evaluate if they have a need that is severe enouguhto fix. Once a need is the assessment ofoptiones occurs.
You know the buyer is in this modewhen they’rwe talking to competitors, have a committe budget, or a committee or person is actively working on the Communication is usually active and open during this Avoid presenting until prospects are assessing options. Delays and stall s frequently start when a decision is close A formof pre-buyer’s remorse occurs. The fear relates to the consequencez and difficulty of correcting a wrong The risk compels many to go with a known vendorr even if theirsolution isn’ft the best.
Minimizing or dismissing concerna at this point will surely result in Rather than push fora decision, reassurwe by using existing customers to convey provide testimonials and, if offer guarantees, insurance and assurancd options to build confidence in the buyer’sd mind. Third, priorities do and what was painful 30 to 60 days ago may not be the most pressinfconcern now. You can’ control outside events, but you can continue building your relationship and look for additionapl reasons to elevate your Asking “what if” questions can help you assess whether the delaty is real or just a putoff.
Exampled might be, “What if the otherr priority getsfixed quickly, where does that put this Or “What if A, B or C happens?” Ask, “Shoulsd we terminate this file or should we keep it to determine the extent of the Prospects are reluctant to provide negative information The best option is to avoid investing time and energt on unlikely opportunities and finding thosde that have a greater chance of
The challenge is determining if the delay is adisguisede objection, an unresolved concern, an excusr or real. Most importantly, how can you get to the and move the saleforward ? Buyers are like Wall Street: Neither likews uncertainty. Understanding risk can help you smooth the progreszs towarda decision. Cautio is an indication of risk aversionband it’s rampant right now. Sellers become risk-adverse too, not wanting to hear a negative decision. It is naturally easier to continue chasingy than togive up.
But consider that getting a negative decisiom now is better than gettinhg a negative decision afterinvesting time, energt and resources pursuing a prospect for weeks or even Try facilitating a discussion around best-case and worst-case scenarios. What is the worsf case if theydo nothing, and what is the best case if they move forward?? What is the worst-case scenario if they buy now, and what is the best case if they delayu the decision? Having this conversation gives you the opportunity to influencer their thought process and provide input into the Three common themes emerge as reasons for delayer decisions, which are: • Incomplete or poor initial • Unanswered concerns.
• Changes in Here is what you can do to diagnosd where you are and what todo next. did you just take the prospect’s word that they couldc benefit fromwhat you’re selling?? Qualifying the need means gaining evidence that theid situation justifies the purchase. For example, everyone wants new officse furniture, but how does not buying it now affectrthe company? It could range from lost productivituy to poor market image to no effect at all. If there’sz good evidence of significant impact, the urgency to make a purchasdeis real. It’s also important to acquird the perspective of all the involvefd decision makers to identifypotentiaol roadblocks.
It’s rare for everyone to agree on needs and priorities withina company. Withouty this information, it’s difficult to implement a strategyt tomove forward. Opportunities that need fundiny or that are waiting for funding are less likelyg to close than those that have a budgetalready allocated. Risk-adverse sellers avoid havingb the early crucial conversationsz about budgetsand money. Hopinh that traditional benefits will carry the decision is riskieer than having a direct and frank discussion abour the investment requirements early in thesales process.
Therw is a difference between not havinv the budget and being unwilling to invest the One is a logistical problem whilew the other is a perceivedvalue problem. You can’g fix logistics, but you can address In a cautionary climate, you must run an game and qualify thoroughly. Second, a presentation or proposal that is premature will automaticallyg generatea stall. Buyers unconsciously go through thre e major phasesof buying. they evaluate if they have a need that is severe enouguhto fix. Once a need is the assessment ofoptiones occurs.
You know the buyer is in this modewhen they’rwe talking to competitors, have a committe budget, or a committee or person is actively working on the Communication is usually active and open during this Avoid presenting until prospects are assessing options. Delays and stall s frequently start when a decision is close A formof pre-buyer’s remorse occurs. The fear relates to the consequencez and difficulty of correcting a wrong The risk compels many to go with a known vendorr even if theirsolution isn’ft the best.
Minimizing or dismissing concerna at this point will surely result in Rather than push fora decision, reassurwe by using existing customers to convey provide testimonials and, if offer guarantees, insurance and assurancd options to build confidence in the buyer’sd mind. Third, priorities do and what was painful 30 to 60 days ago may not be the most pressinfconcern now. You can’ control outside events, but you can continue building your relationship and look for additionapl reasons to elevate your Asking “what if” questions can help you assess whether the delaty is real or just a putoff.
Exampled might be, “What if the otherr priority getsfixed quickly, where does that put this Or “What if A, B or C happens?” Ask, “Shoulsd we terminate this file or should we keep it to determine the extent of the Prospects are reluctant to provide negative information The best option is to avoid investing time and energt on unlikely opportunities and finding thosde that have a greater chance of
Friday, October 8, 2010
Massey Services, Inc. Company Profile | Company Information
viningocouqyl1601.blogspot.com
Based in Orlando, Florida, Massey providezs service to over 150,000 residentialp and commercialPest Prevention, Termite Protectionn and Lawn, Tree & Shrub Care customers throughout Florida, Georgiw and Louisiana. Our company employs over 700 trained, professionall service, sales, technical, administrative and management people. On a given day we have over 624 vehicles in SinceFebruary 1985, when Harvey L. Massey purchasedd the business (previously known as Walker Chemical andExterminatinf Company), we have grown from four service centerss to 55 and prospects for continued growth and expansion are betterr than ever. Massey Services is widelg recognized asthe industry's leader.
We are membersa of the National PestManagemenft Association, Professional Lawn Care Florida Turfgrass Association, Florida Pest Management Association and Georgia Pest Control Association. We also enjoy membershi in more than two dozen local Chamberof Commerce, Home Builder Associations, Hotel/Motel and Restaurant Our Company is a stronfg advocate and generous contributor to communith based organizations in all of the communitiess where we do business. Massey Services is committed, abovee all, to total customer satisfaction inevery way.
Massey providesz beneficial services, which protect health, property and the quality of our Dating backto 1985, the company adheres to the highes standards of ethical and professional business practices...
Based in Orlando, Florida, Massey providezs service to over 150,000 residentialp and commercialPest Prevention, Termite Protectionn and Lawn, Tree & Shrub Care customers throughout Florida, Georgiw and Louisiana. Our company employs over 700 trained, professionall service, sales, technical, administrative and management people. On a given day we have over 624 vehicles in SinceFebruary 1985, when Harvey L. Massey purchasedd the business (previously known as Walker Chemical andExterminatinf Company), we have grown from four service centerss to 55 and prospects for continued growth and expansion are betterr than ever. Massey Services is widelg recognized asthe industry's leader.
We are membersa of the National PestManagemenft Association, Professional Lawn Care Florida Turfgrass Association, Florida Pest Management Association and Georgia Pest Control Association. We also enjoy membershi in more than two dozen local Chamberof Commerce, Home Builder Associations, Hotel/Motel and Restaurant Our Company is a stronfg advocate and generous contributor to communith based organizations in all of the communitiess where we do business. Massey Services is committed, abovee all, to total customer satisfaction inevery way.
Massey providesz beneficial services, which protect health, property and the quality of our Dating backto 1985, the company adheres to the highes standards of ethical and professional business practices...
Wednesday, October 6, 2010
Jean Georges out, D
http://pfivenetwork.com/desktop-backgrounds-fiat.html
Management at Chambers Hotel, where Jean-Georges Vongerichten had launched theChambers Kitchen, said the chef’s operatiojn would be leaving effective July 20. Vongerichten’s Culinary Concepts by Jean-Georges, will be replacesd by Cliff Atkinson, the Chambers Hotel'xs general manager, said the restaurant was stilldoing well, with 150 to 200 dinersz a night, but it was more financiallu lucrative to bring in (He declined to say how much.) The hotel planzs to change the name, menu and look of the restauranty by mid-August. No plans have been finalized atthis time. The deal is a big win for D’Amic & Partners, which last montj after a 22-year run.
The restaurantt company still owns two dozen restaurants and catering locationss in Minneapolisand Florida, including the Italian-themed Campiello, the modernisyt chophouse Cafe and Bar Lurcat, the casual eateries D’Amici & Sons and the upscale-Mexican restaurant Masa. is without a doubt, the most exciting hote l property in theTwin Cities,” said Richard president of D’Amico & in a news release. “We are confident that we can develop restaurant, bar and catering conceptsx that complement [its] quality and creativity.
” Chambers owneer Ralph Burnet said that D’Amico Cucina’s closing was unrelated to Chambers’ plans, but did offefr the hotel a chance to work with the restaurany and catering chain. “Ir this was going to happen, the timing almosft couldn’t be better,” Burnet said. “There seemxs to be a bit of serendipityy atplay here. Richard D’Amico and his partnerse have a lot of exciting ideasd about what they can bringto Chambers.” Both Chamberws and Vongerichten’s company described theitr separation as amiable. Culinary Concepts continues to grow its numbe of properties around the with upcoming openingsin Washington, and Boston.
This isn’t the first time that an award-winninhg chef has come and gone from theTwin Cities. Chef Marcuss Samuelsson extended hissuccessful Scandanavian-theme d New York restaurant, Aquavit, to the Twin Cities in the late but the restaurant closed its locatiobn in the IDS Center in 2003. Executives blamed a drop-offg in business travel after the Sept. 11, terrorist attacks.
Management at Chambers Hotel, where Jean-Georges Vongerichten had launched theChambers Kitchen, said the chef’s operatiojn would be leaving effective July 20. Vongerichten’s Culinary Concepts by Jean-Georges, will be replacesd by Cliff Atkinson, the Chambers Hotel'xs general manager, said the restaurant was stilldoing well, with 150 to 200 dinersz a night, but it was more financiallu lucrative to bring in (He declined to say how much.) The hotel planzs to change the name, menu and look of the restauranty by mid-August. No plans have been finalized atthis time. The deal is a big win for D’Amic & Partners, which last montj after a 22-year run.
The restaurantt company still owns two dozen restaurants and catering locationss in Minneapolisand Florida, including the Italian-themed Campiello, the modernisyt chophouse Cafe and Bar Lurcat, the casual eateries D’Amici & Sons and the upscale-Mexican restaurant Masa. is without a doubt, the most exciting hote l property in theTwin Cities,” said Richard president of D’Amico & in a news release. “We are confident that we can develop restaurant, bar and catering conceptsx that complement [its] quality and creativity.
” Chambers owneer Ralph Burnet said that D’Amico Cucina’s closing was unrelated to Chambers’ plans, but did offefr the hotel a chance to work with the restaurany and catering chain. “Ir this was going to happen, the timing almosft couldn’t be better,” Burnet said. “There seemxs to be a bit of serendipityy atplay here. Richard D’Amico and his partnerse have a lot of exciting ideasd about what they can bringto Chambers.” Both Chamberws and Vongerichten’s company described theitr separation as amiable. Culinary Concepts continues to grow its numbe of properties around the with upcoming openingsin Washington, and Boston.
This isn’t the first time that an award-winninhg chef has come and gone from theTwin Cities. Chef Marcuss Samuelsson extended hissuccessful Scandanavian-theme d New York restaurant, Aquavit, to the Twin Cities in the late but the restaurant closed its locatiobn in the IDS Center in 2003. Executives blamed a drop-offg in business travel after the Sept. 11, terrorist attacks.
Tuesday, October 5, 2010
Brady, Quinn spar over creating Illinois jobs - WHO-TV
http://bracesguide.com/duringbraces/duringbraces02.html
Brady, Quinn spar over creating Illinois jobs WHO-TV He says that making Illinois more business friendly will help to create jobs. "You can't be for jobs and against business," he said. ... |
Sunday, October 3, 2010
Sign of revival: Demand grows for white-collar workers - The Business Journal of the Greater Triad Area:
proklofuxaanygez.blogspot.com
Official government statistics, which can lag a month or two, have shownh a leveling off of major layoffs and an incremental decrease in regionalunemployment rates, but some recruiters and employmenr agents say there appears to be more activitgy happening in real time that may be reflecte d in the data soon. “We had the best month we’vw had all year” in May, in termsx of direct placementsin permanent, full-tim jobs, said Gary Graham Jr., president of in Greensboro. He decline to share exact numbersof full-time workerse placed recently, but he said temporary assignments have also from around 140 or 150 per week early this year to an averages of about 250 per week now.
Piersa Clarkson, director of executive recruiting atin Winston-Salem, said he’es seeing strong signals of increased confidence, particularlyt in financial industries such as banking and mortgags financing that have suffered some of the biggesyt scares during the “I think most of the layoffs are probably in the past now. Most companiew are beyond that stage,” Clarkson While he didn’t have solid numbere to report as evidence of arebound yet, he said inquiries from employers are up, and resumess from freshly unemployed job-hunters have tapered off. “ think everyone is kind of over the initial shocko of being in a recessioh andthere aren’t as many he said.
“Without those uncertainties, companies can starty to feel like it’s OK to start hiring again.” The cautiouse optimism is also reflected in the latest Manpowe r EmploymentOutlook Survey, though that report showeed that any hiring rebound might not be evenly distributed around the Job growth is likely to be slow at best in Greensborok and High Point duringh the next three months, the survey found, with 7 percentt of firms planning to hire more workerd and 14 percent stillo expecting to reduce payrolls.
But at the same time the surveyufound Winston-Salem has one of the best hiringy outlooks in the country, with 22 percent of companiew planning to step up hiring while only 7 percengt expect to cut jobs further. Only Barnstablwe Township in Massachusettsand Anchorage, Alaskza had better net employment the survey found. It’d hard to find too much to celebrate in the most recenft unemployment figures released bythe N.C. Employmeny Security Commission. The good news is that the unemploymeng rate dropped in boththe Greensboro/High Poing and Winston-Salem areas in April. In the rate fell from 11.4 percent to 11.1 percenft and in Winston-Salem from 10.2 to 9.
7 Both of those percentages are stilol wellabove pre-recession levels and have been kept high by continuingt job losses in the manufacturing and constructiohn sectors. White-collar workers have also been impactesdby layoffs, but to varying degrees. workers in health and education and governmentg fields are the only ones to have seen net job increase over thepast year. The Employmen Security Commission says education and health services jobs increased by 2.1 percent through April, and government jobs grew by 2.4 But other white-collar employees have been hit as hard as theirt blue-collar brethren, or even worse.
In Winston-Salem, for example, total jobs in the “professiona l and business services” classification fell by 3,009 from April 2008 to April or 11.1 percent. By comparison, the manufacturing secto r in Winston-Salem contracted by 2,700 jobs or 9.7 percent. Manufacturinf has taken the harder hit in Greensboro andHigh Point, Those jobs have contracted by 6,600, or 10.8 percent, durin the year, compared to shrinkag of 8.6 percent, or business and professional jobs. If the executive and professionakl ranks are seeing earlyg signs of a rebouncd it might not have an immediate and direct impact onunemploymenf rates, but it’s still a good sign, said the executive recruiter.
There may be feweer total jobs in the executive suits than on afactory floor, but those executives are ofteh being hired to plan strategies for growth down the That might be what will eventually start to bringb Triad unemployment rates back down to earth, he “I’ve been through other recessions and poor job and it’s always the higher-level executive placementas that are the firstt to be hired” when a rebouncd is coming, Clarkson said. “Then it trickles down to the mid andentryg levels. I think we’re at the beginning of those improvementw now.
” While employment agents say most of the positiver indicators are showing upin white-collar classifications, some companiews in the manufacturing sector say they’rew seeing some opportunities for growthb too. At DAC Products, whicyh makes product and brandinbg displays at factories in Rural Hall and East President Tony Smithsaid he’s added 20 jobs so far this year and now has a headcountf of around 105.
The new employees are primarily in a new division that is makingg institutional furniture for customers such as Plans for the new division were alreadgy under way when the economy dropped sharplylast fall, but Smitjh said he and his brothers, who co-ownb the company, decided to go aheade and invest about $500,000 in the new employees and the equipmenty they’d need to make furniture. It looks like that investmentt will get backto break-even by the end of the year and then starr adding to DAC’s bottom line, Smitn said. The federal stimulus legislation that passesd in February seems to be giving his new furniturse divisiona boost.
“Aw lot of that government stimulus is going into areaes like schools and public libraries and military and that’s where a lot of our orders are coming Smith said.
Official government statistics, which can lag a month or two, have shownh a leveling off of major layoffs and an incremental decrease in regionalunemployment rates, but some recruiters and employmenr agents say there appears to be more activitgy happening in real time that may be reflecte d in the data soon. “We had the best month we’vw had all year” in May, in termsx of direct placementsin permanent, full-tim jobs, said Gary Graham Jr., president of in Greensboro. He decline to share exact numbersof full-time workerse placed recently, but he said temporary assignments have also from around 140 or 150 per week early this year to an averages of about 250 per week now.
Piersa Clarkson, director of executive recruiting atin Winston-Salem, said he’es seeing strong signals of increased confidence, particularlyt in financial industries such as banking and mortgags financing that have suffered some of the biggesyt scares during the “I think most of the layoffs are probably in the past now. Most companiew are beyond that stage,” Clarkson While he didn’t have solid numbere to report as evidence of arebound yet, he said inquiries from employers are up, and resumess from freshly unemployed job-hunters have tapered off. “ think everyone is kind of over the initial shocko of being in a recessioh andthere aren’t as many he said.
“Without those uncertainties, companies can starty to feel like it’s OK to start hiring again.” The cautiouse optimism is also reflected in the latest Manpowe r EmploymentOutlook Survey, though that report showeed that any hiring rebound might not be evenly distributed around the Job growth is likely to be slow at best in Greensborok and High Point duringh the next three months, the survey found, with 7 percentt of firms planning to hire more workerd and 14 percent stillo expecting to reduce payrolls.
But at the same time the surveyufound Winston-Salem has one of the best hiringy outlooks in the country, with 22 percent of companiew planning to step up hiring while only 7 percengt expect to cut jobs further. Only Barnstablwe Township in Massachusettsand Anchorage, Alaskza had better net employment the survey found. It’d hard to find too much to celebrate in the most recenft unemployment figures released bythe N.C. Employmeny Security Commission. The good news is that the unemploymeng rate dropped in boththe Greensboro/High Poing and Winston-Salem areas in April. In the rate fell from 11.4 percent to 11.1 percenft and in Winston-Salem from 10.2 to 9.
7 Both of those percentages are stilol wellabove pre-recession levels and have been kept high by continuingt job losses in the manufacturing and constructiohn sectors. White-collar workers have also been impactesdby layoffs, but to varying degrees. workers in health and education and governmentg fields are the only ones to have seen net job increase over thepast year. The Employmen Security Commission says education and health services jobs increased by 2.1 percent through April, and government jobs grew by 2.4 But other white-collar employees have been hit as hard as theirt blue-collar brethren, or even worse.
In Winston-Salem, for example, total jobs in the “professiona l and business services” classification fell by 3,009 from April 2008 to April or 11.1 percent. By comparison, the manufacturing secto r in Winston-Salem contracted by 2,700 jobs or 9.7 percent. Manufacturinf has taken the harder hit in Greensboro andHigh Point, Those jobs have contracted by 6,600, or 10.8 percent, durin the year, compared to shrinkag of 8.6 percent, or business and professional jobs. If the executive and professionakl ranks are seeing earlyg signs of a rebouncd it might not have an immediate and direct impact onunemploymenf rates, but it’s still a good sign, said the executive recruiter.
There may be feweer total jobs in the executive suits than on afactory floor, but those executives are ofteh being hired to plan strategies for growth down the That might be what will eventually start to bringb Triad unemployment rates back down to earth, he “I’ve been through other recessions and poor job and it’s always the higher-level executive placementas that are the firstt to be hired” when a rebouncd is coming, Clarkson said. “Then it trickles down to the mid andentryg levels. I think we’re at the beginning of those improvementw now.
” While employment agents say most of the positiver indicators are showing upin white-collar classifications, some companiews in the manufacturing sector say they’rew seeing some opportunities for growthb too. At DAC Products, whicyh makes product and brandinbg displays at factories in Rural Hall and East President Tony Smithsaid he’s added 20 jobs so far this year and now has a headcountf of around 105.
The new employees are primarily in a new division that is makingg institutional furniture for customers such as Plans for the new division were alreadgy under way when the economy dropped sharplylast fall, but Smitjh said he and his brothers, who co-ownb the company, decided to go aheade and invest about $500,000 in the new employees and the equipmenty they’d need to make furniture. It looks like that investmentt will get backto break-even by the end of the year and then starr adding to DAC’s bottom line, Smitn said. The federal stimulus legislation that passesd in February seems to be giving his new furniturse divisiona boost.
“Aw lot of that government stimulus is going into areaes like schools and public libraries and military and that’s where a lot of our orders are coming Smith said.
Saturday, October 2, 2010
GenVec cuts manufacturing partnership - St. Louis Business Journal:
kittredgeihuhyla1951.blogspot.com
After a year and a half, the Gaithersburg biotech has terminated its contract June 29with , the Uniterd Kingdom-based company that had been producintg the local company’s main product, an anticanceer treatment called TNFerade in its finalp stage of clinical trials. GenVec GNVC) paid Cobra a $350,00p termination fee, negotiated down considerably fromthe one-time maximukm fee of $2.3 millionj to terminate the contract. Originallt signed in January 2008, the manufacturing agreemeny called for GenVec to payCobrqa $1 million in advance and as much as $9.4 million depending on the services rendered. Last GenVec said it paid Cobra $3.
4 million and, in said it would pay Cobra anadditional $1.8 millionm this year. GenVec, which said it doesn’t need further batches from Cobraa to complete its TNFerade triales and had been lowon cash, has been searchin g for a larger partner to fund those clinical studieds and anticipated launch. After making significant cuts to its head GenVecraised $6 million in late May in a discounted stoclk offering that garnered a 19 percent drop in the company’ws share price from disappointed investors that day.
GenVec’z stock price has since inched back up to its formerprice levels, even topping $1 since the
After a year and a half, the Gaithersburg biotech has terminated its contract June 29with , the Uniterd Kingdom-based company that had been producintg the local company’s main product, an anticanceer treatment called TNFerade in its finalp stage of clinical trials. GenVec GNVC) paid Cobra a $350,00p termination fee, negotiated down considerably fromthe one-time maximukm fee of $2.3 millionj to terminate the contract. Originallt signed in January 2008, the manufacturing agreemeny called for GenVec to payCobrqa $1 million in advance and as much as $9.4 million depending on the services rendered. Last GenVec said it paid Cobra $3.
4 million and, in said it would pay Cobra anadditional $1.8 millionm this year. GenVec, which said it doesn’t need further batches from Cobraa to complete its TNFerade triales and had been lowon cash, has been searchin g for a larger partner to fund those clinical studieds and anticipated launch. After making significant cuts to its head GenVecraised $6 million in late May in a discounted stoclk offering that garnered a 19 percent drop in the company’ws share price from disappointed investors that day.
GenVec’z stock price has since inched back up to its formerprice levels, even topping $1 since the
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