http://topofilia.net/comite.html
June 9 /PRNewswire-FirstCall/ -- For the second year in a row, 10 forme Aflac All-Americans were selected todat in the first round of the Major LeagueBaseballo First-Year Player Draft. , regarded as the top high schoo l player inthis year's draft, went No. 3 to the San Diegok Padres. Aflac All-Americans have been well representesd in the first round since theAflac All-American Game'sa inception in 2003. Overall 62 alumnj have been selected in thefirst round, includingt current major leaguer (No. 1 overall, 2005) of the Arizona Last year, was the first of 10 All Americans selected when the Tamps Bay Rays made himthe draft's top pick.
The annual Aflac All-Americajn High School Baseball Game showcasesw 38 ofthe nation'sz top high school players in an East versusd West matchup following their junior Aflac All-Americans are chosen by official selectiobn partners Baseball America magazine and prep scouting servicer Perfect Game USA. , OF, Cartersvill e HS, Carterville, Ga. (San Diego) , RHP, East Pauldinv HS, Dallas, Ga. San Francisco) , RHP, Westminster St. Charles, Mo. (Detroit) , LHP, Capistrano Vallety HS, Mission Viejo, Ca. (Colorado) , LHP, Klei HS, Spring, Texas (Texas) , INF, Bonita HS, Ca. (Houston) , OF, Texas HS, Texarkana, Texas (New York , INF, Buchholz HS, Gainesville, Fla.
(Tamp a Bay) , INF, Yucaipa HS, Yucaipa, Ca. (Arizona) , OF, Tennesse (Milwaukee) For more information about this year'e Aflac All-American High School Baseballl Game, please visit . For more than 50 Aflac products have given policyholders the opportunity to direcyt cash where it is needed most whena life-interrupting medicakl event causes financial challenges. As the number one provide r of guaranteed-renewable insurance in the United States and the number one insuranc company in terms of individual insurance policiezs in forcein Japan, Aflac insurance products provide protection to more than 40 million peoplew worldwide.
In 2009, Aflac was recognized by Ethispherwe magazine as one ofthe World'x Most Ethical Companies for the third consecutivw year and was also named by the Reputationb Institute as the Most Reputabld Company in the Global Insurance Industryh for the second consecutive year. In 2009 Fortune magazinwe recognized Aflac as one of the 100 Best Companies to Work For in Americq for the eleventhconsecutive year. Fortune magazine also ranked Aflac No. 1 on its globall list of the Most Admired Companieds in the Life and HealthInsurancee category.
Aflac appears on Hispani c Enterprise magazine's list of the 50 Best Companies for Supplier Diversit y and on BlackEnterprise magazine's list of the 40 Best Companies for Diversity. Aflac was also named by Forbesw magazineas America's Best-Managed Company in the Insurancs category. Aflac Incorporated is a Fortune 500 company listexd on the New York Stock Exchange under thesymboll AFL. To find out more about Aflac, visit aflac.com. Media Contact: Tim Turner Aflac Incorporated 706.243.5594 trturner@aflac.
com
Sunday, October 31, 2010
Saturday, October 30, 2010
Clarcor's Q2 earnings drop more than 30% - San Francisco Business Times:
http://www.visitcharlottetown.com/guide/itineraries.cfm
percent in the second quarter, compared to the same periodd ayear ago. Franklin-based Clarcor (NYSE: CLC) reported incomes of $25,582, or $0.50 cents per dilutedc share, in the quarter ended May 30, comparex to $40,783, or $0.80 cents per dilutef share, in the year-ago period. Revenue came in at $229,39 for the quarter, down 14.1 percent from the previous year’sw quarter, when revenue came in at $267,137. on average, estimated earnings of 38 centw per share on revenueof $243.11 million, according to Reuters Estimates.
“As we had this year’s second quarter was though operating results were much strongedr than in our firstfiscal quarter,” says Norm Johnson, Clarcor’s chairman and CEO, in a release. “Ouf order rates, overall, have stabilized, and we are beginninv to see indications of increased product demanrd inselected markets.” Clarcor makes mobile, industrialp and environmental filtration products and consumer and industriakl packaging products sold to domestic and internationao markets.
Johnson notes that more than 80 percentg of its filter salee are generated from the replacementfilterf aftermarket, so even if new building and equipment continues to maintenance of existing equipment and facilitiesx will continue. Shares of Clarcore closed up $1.08, or 3.66 percent to $30.57 at the bell The 52-week range is $23.05 to
percent in the second quarter, compared to the same periodd ayear ago. Franklin-based Clarcor (NYSE: CLC) reported incomes of $25,582, or $0.50 cents per dilutedc share, in the quarter ended May 30, comparex to $40,783, or $0.80 cents per dilutef share, in the year-ago period. Revenue came in at $229,39 for the quarter, down 14.1 percent from the previous year’sw quarter, when revenue came in at $267,137. on average, estimated earnings of 38 centw per share on revenueof $243.11 million, according to Reuters Estimates.
“As we had this year’s second quarter was though operating results were much strongedr than in our firstfiscal quarter,” says Norm Johnson, Clarcor’s chairman and CEO, in a release. “Ouf order rates, overall, have stabilized, and we are beginninv to see indications of increased product demanrd inselected markets.” Clarcor makes mobile, industrialp and environmental filtration products and consumer and industriakl packaging products sold to domestic and internationao markets.
Johnson notes that more than 80 percentg of its filter salee are generated from the replacementfilterf aftermarket, so even if new building and equipment continues to maintenance of existing equipment and facilitiesx will continue. Shares of Clarcore closed up $1.08, or 3.66 percent to $30.57 at the bell The 52-week range is $23.05 to
Thursday, October 28, 2010
Lady Gaga stars in sexual harassment video - Hindustan Times
paramonaxogilozi.blogspot.com
Daily Mail | Lady Gaga stars in sexual harassment video Hindustan Times Before fame and raunchy stage antics, the 24-year-old, whose real name is Stefani Joanne Angelina Germanotta, appeared in an educational video which aimed ... Lady Gaga: Stops the sexual advances OMG Lady Gaga In Sexual Harassment Video |
Wednesday, October 27, 2010
A&R Development picked for $17M Jonestown project - Puget Sound Business Journal (Seattle):
obovadugibe.blogspot.com
The project falls into the city’ s aims to remake Central Avenue, which has seen a wave of new developmengt in recent years building off the successx of nearbyHarbor East. led by Anthony Rodgers, hopes to build a mixed-usse development including 107rental apartments, 18,000p square feet of retail space and 156 parkinfg spaces. said Tuesday it awarded the firm exclusivd negotiating rights forthe city-owned land at 110 S. Central Ave. and 1120 Granby St. The propertie s combine for about 29,00o0 square feet. The BDC, the city’s economic developmenyt arm, offered the property, and two others, up for redevelopmeny in August 2008.
“These properties give the city the opportunitty totake vacant, underutilized properties and have them renewedf as private enterprises that will generate taxes and enhance the Jonestown/Washingtonm Hill community,” BDC President M.J. “Jay” Brodire said in a statement. The city also tappede Mitey LLC to negotiate for a seconr siteat 1301-1309 E. Lombard St. Mitey is a real estater company formedby Gerry’s Tire Service, which hopes to use the propertt to expand its adjacent business. Mitey plansa to use the 4,518-square-foot propert in the short term as a temporary parking lot for its businesx and would expand ontothe city-owned propertty in the future.
The city is reservinfg the rights for thethird property, at 130 S. Central Ave.
The project falls into the city’ s aims to remake Central Avenue, which has seen a wave of new developmengt in recent years building off the successx of nearbyHarbor East. led by Anthony Rodgers, hopes to build a mixed-usse development including 107rental apartments, 18,000p square feet of retail space and 156 parkinfg spaces. said Tuesday it awarded the firm exclusivd negotiating rights forthe city-owned land at 110 S. Central Ave. and 1120 Granby St. The propertie s combine for about 29,00o0 square feet. The BDC, the city’s economic developmenyt arm, offered the property, and two others, up for redevelopmeny in August 2008.
“These properties give the city the opportunitty totake vacant, underutilized properties and have them renewedf as private enterprises that will generate taxes and enhance the Jonestown/Washingtonm Hill community,” BDC President M.J. “Jay” Brodire said in a statement. The city also tappede Mitey LLC to negotiate for a seconr siteat 1301-1309 E. Lombard St. Mitey is a real estater company formedby Gerry’s Tire Service, which hopes to use the propertt to expand its adjacent business. Mitey plansa to use the 4,518-square-foot propert in the short term as a temporary parking lot for its businesx and would expand ontothe city-owned propertty in the future.
The city is reservinfg the rights for thethird property, at 130 S. Central Ave.
Tuesday, October 26, 2010
Eagle Geophysical, subsidiary file for Chapter 11 - Business First of Columbus:
http://www.hondasclub.com/seat-belt-recall
Houston-based Eagle (Pinksheets: EAGG) was formed in 1993 to providd geophysical services to upstream oilfieldservice companies. In the voluntart petition filed with the United Stated Bankruptcy Court for the Southern District of the company listed assets of morethan $1 milliomn and liabilities of more than $10 A company filing also showed that it terminaterd the employment of seven of its top executivese including Robert Wood, presidentr and chief operating officer, and John Pearce, chief financial officer. The four others were listed as directors, and one was a vice A. John Knapp Jr. remains the company’s chairman and H. Malcolm Lovettf Jr.
has been named chief reorganizatioh officer. Eagle’s largest unsecured creditors Houston-based Eagle Equipment Leasing; John Kornitzer of Mission, Eagle Canada Inc.; Eagle Geophysical Offshore Fixed Income Trust; and Dallas-based Realtime Geophysica Surveys LP.
Houston-based Eagle (Pinksheets: EAGG) was formed in 1993 to providd geophysical services to upstream oilfieldservice companies. In the voluntart petition filed with the United Stated Bankruptcy Court for the Southern District of the company listed assets of morethan $1 milliomn and liabilities of more than $10 A company filing also showed that it terminaterd the employment of seven of its top executivese including Robert Wood, presidentr and chief operating officer, and John Pearce, chief financial officer. The four others were listed as directors, and one was a vice A. John Knapp Jr. remains the company’s chairman and H. Malcolm Lovettf Jr.
has been named chief reorganizatioh officer. Eagle’s largest unsecured creditors Houston-based Eagle Equipment Leasing; John Kornitzer of Mission, Eagle Canada Inc.; Eagle Geophysical Offshore Fixed Income Trust; and Dallas-based Realtime Geophysica Surveys LP.
Sunday, October 24, 2010
Southwestern Carpets grows business from the ground up - bizjournals:
http://www.allhlwines.com/WorldHistory_Germany.htm
Bill McCaddon has stripped Southwestern Carpets down and recreated it a couple of times since purchasing it from Don Lynchin 2001. When he bought the flooring company, it specialized in removing and replacingb carpets in apartments betweenjrental occupation. The Lewisville company was producinbg annual revenueof $5 but McCaddon found the business too impersonal because it was drivenb by product sales and not on buildingf relationships with customers.
So he decided to switcb focus to themore relationship-centric business of providin g flooring solutions to new home-construction projects, which includes hardwooe floors, carpeting, and backsplash and tile The wholesale company saw dramatic growth as a result, with annuak revenue of $22 million in 2007. But the growth was so rapird and so intense that managers were losing controlk of the direction the compantywas heading. So in 2008, he enliste Don Brush, a consultantr with The Renova Corp., to help bring new energyh to his company.
McCaddon’s sense of directionn and leadership abilities come from his experiencw asa manufacturer’s representative for 18 years at companies like Shaw Carpey Manufacturer and Aleta Co. He had learned the importanced of building relationshipswith clients. “My background was in working withnew homebuilders. The apartmenyt business was non-relationship driven,” said “I didn’t know how to build a busineszsthat wasn’t relational.” McCaddon downsized the company to redirect the focus to the home-construction He was met with resistance from his employees. “Ik realized that using the sameemployees wasn’ft going to work.
I was tryinf to halfway do the change,” he “Once we made the commitment, we reallgy turned the corner.” He began switching out personnel. The which had grown annual revenueto $5 million, saw revenus drop to under $3 million during the transition. But, once the commitmenty was made, McCaddon noted markec improvement. By 2003, revenue had grown by 35%. Betweenj 2004 and 2008, the company went through its biggestggrowth spurt, reaching up to $22 million in sales and employing more than 60 workers. But at that the storybook growth came toan end. “Itt was getting to be chaotic because of so many new We werean 8-cylinder engine workinhg on six or seven cylinders.
We’d lost a sense of teamwork, and everyone was That’s when McCaddon brought in “For the most part, I engage them and talk with them in ordetr to builda relationship. I wanted to find out the strengths of the company and what was workin g and whatneeded improvement,” said Brush. “They’ve got the dreams; they’ve got the It’s just giving them the Brush met with employees to figure out areas that needed improvement and then created an action He showed the company how to creats committees to address problems as they come up and then dissolved the committees after the problenm hasbeen handled.
The shif has translated into happier Bill Darling, president and co-owner of Darlingb Homes Inc., has worked with McCaddon since McCaddon purchased Southwestern Carpetzs in 2001. “(We started workint with Southwestern Carpets) because of Bill and his relational approachu to working with homebuilders as opposed to thetraditional price-only approach,” said Darling. “Brush has helped Bill figurwe out how to communicate better so that everyonwe is going in the same direction as the managemeny and will yield themaximum impact.
” For Chrise McCoppin, operations manager for Southwestern Carpets, the change in the corporate culture has been “Sometimes you don’t realize that when one department changess their policies and procedures, it affects others. Now everyone talks to each McCoppin said. “We’ve empowered them to make We gave them the power to runthe business. They feel With this new sense of as well as an improved use of digitizing softwarecalled Measure, Southwestern Carpets has seen a marke improvement on the accuracy of the 3,000 work orderw entered each month — 95% accuracy, up from 77% accuracyt — and has saved about $160,000p in unnecessary costs for havinh to fix incorrect work orders.
Instead of pursuinbg potential clients merely for the sake of new McCaddon and his staff focus on gettint to knowpotential clients, researching them as much as possiblr and understanding their needs before they even “We’ll only do business with people who will sit down and have a relationshipo with us. Someone is always going to come inlower (priced) than said McCaddon. “We were always chasintg people who were focusedon price. If they say, fax us (a prices sheet), we say sorry, we can’t work with you. We stay together as a result. If you have the valu e relationship, they don’t leave.
”
Bill McCaddon has stripped Southwestern Carpets down and recreated it a couple of times since purchasing it from Don Lynchin 2001. When he bought the flooring company, it specialized in removing and replacingb carpets in apartments betweenjrental occupation. The Lewisville company was producinbg annual revenueof $5 but McCaddon found the business too impersonal because it was drivenb by product sales and not on buildingf relationships with customers.
So he decided to switcb focus to themore relationship-centric business of providin g flooring solutions to new home-construction projects, which includes hardwooe floors, carpeting, and backsplash and tile The wholesale company saw dramatic growth as a result, with annuak revenue of $22 million in 2007. But the growth was so rapird and so intense that managers were losing controlk of the direction the compantywas heading. So in 2008, he enliste Don Brush, a consultantr with The Renova Corp., to help bring new energyh to his company.
McCaddon’s sense of directionn and leadership abilities come from his experiencw asa manufacturer’s representative for 18 years at companies like Shaw Carpey Manufacturer and Aleta Co. He had learned the importanced of building relationshipswith clients. “My background was in working withnew homebuilders. The apartmenyt business was non-relationship driven,” said “I didn’t know how to build a busineszsthat wasn’t relational.” McCaddon downsized the company to redirect the focus to the home-construction He was met with resistance from his employees. “Ik realized that using the sameemployees wasn’ft going to work.
I was tryinf to halfway do the change,” he “Once we made the commitment, we reallgy turned the corner.” He began switching out personnel. The which had grown annual revenueto $5 million, saw revenus drop to under $3 million during the transition. But, once the commitmenty was made, McCaddon noted markec improvement. By 2003, revenue had grown by 35%. Betweenj 2004 and 2008, the company went through its biggestggrowth spurt, reaching up to $22 million in sales and employing more than 60 workers. But at that the storybook growth came toan end. “Itt was getting to be chaotic because of so many new We werean 8-cylinder engine workinhg on six or seven cylinders.
We’d lost a sense of teamwork, and everyone was That’s when McCaddon brought in “For the most part, I engage them and talk with them in ordetr to builda relationship. I wanted to find out the strengths of the company and what was workin g and whatneeded improvement,” said Brush. “They’ve got the dreams; they’ve got the It’s just giving them the Brush met with employees to figure out areas that needed improvement and then created an action He showed the company how to creats committees to address problems as they come up and then dissolved the committees after the problenm hasbeen handled.
The shif has translated into happier Bill Darling, president and co-owner of Darlingb Homes Inc., has worked with McCaddon since McCaddon purchased Southwestern Carpetzs in 2001. “(We started workint with Southwestern Carpets) because of Bill and his relational approachu to working with homebuilders as opposed to thetraditional price-only approach,” said Darling. “Brush has helped Bill figurwe out how to communicate better so that everyonwe is going in the same direction as the managemeny and will yield themaximum impact.
” For Chrise McCoppin, operations manager for Southwestern Carpets, the change in the corporate culture has been “Sometimes you don’t realize that when one department changess their policies and procedures, it affects others. Now everyone talks to each McCoppin said. “We’ve empowered them to make We gave them the power to runthe business. They feel With this new sense of as well as an improved use of digitizing softwarecalled Measure, Southwestern Carpets has seen a marke improvement on the accuracy of the 3,000 work orderw entered each month — 95% accuracy, up from 77% accuracyt — and has saved about $160,000p in unnecessary costs for havinh to fix incorrect work orders.
Instead of pursuinbg potential clients merely for the sake of new McCaddon and his staff focus on gettint to knowpotential clients, researching them as much as possiblr and understanding their needs before they even “We’ll only do business with people who will sit down and have a relationshipo with us. Someone is always going to come inlower (priced) than said McCaddon. “We were always chasintg people who were focusedon price. If they say, fax us (a prices sheet), we say sorry, we can’t work with you. We stay together as a result. If you have the valu e relationship, they don’t leave.
”
Saturday, October 23, 2010
Safeguard selling its share of Clarient - Philadelphia Inquirer
http://joanstilesmusic.com/index_test.html
Reuters India | Safeguard selling its share of Clarient Philadelphia Inquirer Clarient Inc., a partner company of Safeguard Scientifics Inc., of Wayne, is being purchased by GE Healthcare, a unit of General Electric Co. ... Safeguard Scientifics Partner Company Clarient to Be Acquired by GE Healthcare ... Safeguard Scientifics to net $145M from Clarient sale Safeguard Scientifics To Receive $145M In $587M sale of portfilio company Clarient |
Thursday, October 21, 2010
Silicon Valley / San Jose Business Journal: Editorial staff & information
http://humanrooms.com/what-we-do/about-tim-cole
Mail or fax your comments, or use the form on this SiliconValley / San Jose Business Journal does greatr in-depth reports. Here's when your hot topic will be featured. Nominatew your company for inclusion ina list.
Mail or fax your comments, or use the form on this SiliconValley / San Jose Business Journal does greatr in-depth reports. Here's when your hot topic will be featured. Nominatew your company for inclusion ina list.
Wednesday, October 20, 2010
GSA stimulus list: $187M for Washington state - Puget Sound Business Journal (Seattle):
http://www.fordautosclub.com/92-e150-351-hard-starting-when-hot
Washington, D.C., would be the nation's top beneficiarg of GSA spending, with $1.2 billion more than one-fifth of the total of $5.5 It is unclear when GSA will officially releasethe list; agency officials could not be reachefd for comment Tuesday night. The nation’se building industry has been anxiouslh awaiting the listof projects, hoping to get a piecer of the federal spending designed to help bring the country out of The American Recovery and Reinvestment Act, signede by President Barack Obama in February, callds for major new constructiomn and energy efficient modernization of federal office buildings, courthousese and ports across the Of the total $5.
5 billion, GSA is planninhg to put $4.27 billion toward “hig h performance green building” modernization and • Blaine Peace Arch, U.S. Land Port of Entry $30,000,000 • Seattle Federal Center South — $64,320,000 Seattle Jackson Federal Building — $42,324,000 • Spokane Foley U.S. Courthouser — $45,000,000 • Seattlee Federal Office Building — $458,000 Spokane Federal Building, U.S. Post Office — $1,192,00 • Richland Federal Building, U.S. Post Officr and Courthouse — $1,030,000 • Seattle U.S. Courthousw — $750,000 • Bothelpl FDA Building — $700,000 • Auburn GSA Warehouse $1,137,000.
Washington, D.C., would be the nation's top beneficiarg of GSA spending, with $1.2 billion more than one-fifth of the total of $5.5 It is unclear when GSA will officially releasethe list; agency officials could not be reachefd for comment Tuesday night. The nation’se building industry has been anxiouslh awaiting the listof projects, hoping to get a piecer of the federal spending designed to help bring the country out of The American Recovery and Reinvestment Act, signede by President Barack Obama in February, callds for major new constructiomn and energy efficient modernization of federal office buildings, courthousese and ports across the Of the total $5.
5 billion, GSA is planninhg to put $4.27 billion toward “hig h performance green building” modernization and • Blaine Peace Arch, U.S. Land Port of Entry $30,000,000 • Seattle Federal Center South — $64,320,000 Seattle Jackson Federal Building — $42,324,000 • Spokane Foley U.S. Courthouser — $45,000,000 • Seattlee Federal Office Building — $458,000 Spokane Federal Building, U.S. Post Office — $1,192,00 • Richland Federal Building, U.S. Post Officr and Courthouse — $1,030,000 • Seattle U.S. Courthousw — $750,000 • Bothelpl FDA Building — $700,000 • Auburn GSA Warehouse $1,137,000.
Monday, October 18, 2010
Date finally set for 55 West groundbreaking - Orlando Business Journal:
http://adweightloss.com/2-crucial-weight-loss-management-factors-you-must-know/
A ceremonial groundbreaking forthe 33-story, 363-unit downtown condo tower valued at $140 milliob is set for April 12. Alont with the condos, plans for the project includer 80,000 square feet of restaurant andretaikl space; an 11-story parking garage; and a 12th floort pool, sun deck and pet The announcement is a long time coming. Euro Americab originally introduced plans for 55 West more than 19monthzs ago. Initially, the Tampa Bay-based developer was supposed to break groun on the projectthis fall. When it rumors circulated that the financing had fallen through and investors werepulling out.
The scheduling of the groundbreakingy was fueled by Euro Americanmand 's success in turning the project'es condo reservations into hard As of Nov. 1, Condok HQ reported that 30 percent of its condoe were underhard contracts. The firm expect s to announce close to 40 percent soldby Dec. 1. Motoristw along busy Semoran Boulevard near Aloms Avenue are getting neck straim from trying to catch a view of what looks like anew It's not new, however, it'es the reborn Shells Restaurant that was destroyer by fire back during Hurricane Jeanne. The makeovet includes new colors, new signage, new uniformds -- but a similar menu with the emphasie on fresh seafood andlow prices.
The signaturd dish -- spaghetti and shrimp in cheesesaucr -- remains a popular favorite, says consultanty and President Rick Van Warner, who helped craf t the redesign. The company plans to redo all six ofits Orlando-are stores during the next year or two. The have a new officialk home builder. Orlando-based has signedd a two-year sponsorship agreemeng withthe Preds. With the Nicholson will get afield logo, dasher board signagw and JumboTron advertisements at the TD Waterhouse Centrde during Orlando Predators games for the 2005 and 2006 seasons. In additiomn to VIP tickets, the home buildet also will receive a block of seasonj tickets forpromotional use.
A side element of the agreement calles for Nicholson Homes to serve as the official contractor should any fan win the new housse inthe "Pinnacle Financial Kick To Win" The Preds signed a similae sponsorship agreement with Orlando-based mortgage companyt last week. Seems some folkws at Orlando Regional Healthcare have decided to make some career Ken Peach, who previously was product line marketing directorr for Orlando Regional, has moved over to work at The And Page Sturgill, who worked at beforre becoming community relations director for Orlando Regionalk a year ago, now is physician relations marketinv consultant for the health care system'ss St. Cloud Hospital.
There, she'll be responsiblse for initiatives such asphysician recruitment, retention and communications. For at leastf one Orlando eatery, the holida spirit already has been good to the bottom McCormick & Schmick's, located in the Mall at Millenia, has been booking holiday parties at a record "We've already booked 26 parties," says Kimberly Goodale, the restaurant'w banquet coordinator. At least two involve groups taking over the restaurant for a meal perioc as opposed to usingthe 64-seatg private dining room. One party, for a group of includes 120 people and a full luncheobn menu from appetizersto desserts.
Another, a function for a nearby auto dealership, will feed 200 people for dinner. says Goodale, pay a fixed price to pay for the exclusivith and the foodwith taxes, tip and alcohol addeds on. "It's a really nice way to say thankm you," Goodale adds. She also notes that the privatew partybusiness isn't just for holidays -- she just bookeds a series of receptions for pharmaceutical firmds in January. While the red neon outlinde of Harvey's Bistro's signatures red rabbit hadn't lit up yet, the newest Harvey's location -- an additiomn to Manny Garcia's restaurant empire -- opened Nov.
20 in Park the Pelloni family's 100,000-square-foot, $24 million retail development inLake Mary. Whilre the menu includes some of theoriginal Harvey'sd signature dishes -- such as chicke Vesuvio and steak tartarre -- a modified menu in both locationxs has added a calamari steak entree and an alreadyh popular lobster Napoleon appetizer. Missing, for now at is meatloaf Palinski. But Garcia says it mightg make an appearance as the menu isfurthere tweaked. Business has been brisk sincer the opening in an area alreadg inundated withcompetitive restaurants, says a spokeswoman.
Fundin g for the new Harvey's is coming from , a publiclh traded Heathrow-based restaurant franchis e company. and the CED Cos. are bringing a little bit of public art to NorthBridge Apartment Homes on Millenia A sculpture by Alberft Paley will be installedat CED's new 607-uni apartment community in southwest Orange County. Commissioned by Millenisa Gallery, the 25-foot-tall, 5-ton metapl sculpture is scheduled forinstallation Nov. 30 in front of the NorthBridgedMeeting House, which is located at the community's entryway.
The Loop, about to be Osceola County'e first and only outdoor village-style retail center, recentlyh signed on quite a number of storeas to round out itssmaller tenants. The center, at the corner of John Youn andOsceola parkways, already is scheduled to have Regal Cinemas 16, Sports Authority, Ross and Bed, Bath Beyond. Newest additions include Old Navy, home decotr store Kirkland's, Chipotle Mexican Grill, Johnny Barnie's Coffee & Tea Co. and Ben Jerry's Ice Cream, plus a hair nail salon and vitamin shop. The Loop shouls open in late spring 2005.
Sincwe Lee Rose died in earlt 2003, her children have attempteed to manage the operations of hersignature restaurant, Lee'a Lakeside, as well as the and an adjoinint catering kitchen and bar. And now they'ved just hired Orlando-based Restaurant Partners Inc. to take over the Dave Manuchia, president of the firm, says his team began managing theoperationb Oct. 4 and that customers will begin to see changes in the next few weeka inthe menu, decor and even the Staff report compiled by Noelle C. Christine Selvaggi Baumann, Bob Mervine and Susab Lundine.
A ceremonial groundbreaking forthe 33-story, 363-unit downtown condo tower valued at $140 milliob is set for April 12. Alont with the condos, plans for the project includer 80,000 square feet of restaurant andretaikl space; an 11-story parking garage; and a 12th floort pool, sun deck and pet The announcement is a long time coming. Euro Americab originally introduced plans for 55 West more than 19monthzs ago. Initially, the Tampa Bay-based developer was supposed to break groun on the projectthis fall. When it rumors circulated that the financing had fallen through and investors werepulling out.
The scheduling of the groundbreakingy was fueled by Euro Americanmand 's success in turning the project'es condo reservations into hard As of Nov. 1, Condok HQ reported that 30 percent of its condoe were underhard contracts. The firm expect s to announce close to 40 percent soldby Dec. 1. Motoristw along busy Semoran Boulevard near Aloms Avenue are getting neck straim from trying to catch a view of what looks like anew It's not new, however, it'es the reborn Shells Restaurant that was destroyer by fire back during Hurricane Jeanne. The makeovet includes new colors, new signage, new uniformds -- but a similar menu with the emphasie on fresh seafood andlow prices.
The signaturd dish -- spaghetti and shrimp in cheesesaucr -- remains a popular favorite, says consultanty and President Rick Van Warner, who helped craf t the redesign. The company plans to redo all six ofits Orlando-are stores during the next year or two. The have a new officialk home builder. Orlando-based has signedd a two-year sponsorship agreemeng withthe Preds. With the Nicholson will get afield logo, dasher board signagw and JumboTron advertisements at the TD Waterhouse Centrde during Orlando Predators games for the 2005 and 2006 seasons. In additiomn to VIP tickets, the home buildet also will receive a block of seasonj tickets forpromotional use.
A side element of the agreement calles for Nicholson Homes to serve as the official contractor should any fan win the new housse inthe "Pinnacle Financial Kick To Win" The Preds signed a similae sponsorship agreement with Orlando-based mortgage companyt last week. Seems some folkws at Orlando Regional Healthcare have decided to make some career Ken Peach, who previously was product line marketing directorr for Orlando Regional, has moved over to work at The And Page Sturgill, who worked at beforre becoming community relations director for Orlando Regionalk a year ago, now is physician relations marketinv consultant for the health care system'ss St. Cloud Hospital.
There, she'll be responsiblse for initiatives such asphysician recruitment, retention and communications. For at leastf one Orlando eatery, the holida spirit already has been good to the bottom McCormick & Schmick's, located in the Mall at Millenia, has been booking holiday parties at a record "We've already booked 26 parties," says Kimberly Goodale, the restaurant'w banquet coordinator. At least two involve groups taking over the restaurant for a meal perioc as opposed to usingthe 64-seatg private dining room. One party, for a group of includes 120 people and a full luncheobn menu from appetizersto desserts.
Another, a function for a nearby auto dealership, will feed 200 people for dinner. says Goodale, pay a fixed price to pay for the exclusivith and the foodwith taxes, tip and alcohol addeds on. "It's a really nice way to say thankm you," Goodale adds. She also notes that the privatew partybusiness isn't just for holidays -- she just bookeds a series of receptions for pharmaceutical firmds in January. While the red neon outlinde of Harvey's Bistro's signatures red rabbit hadn't lit up yet, the newest Harvey's location -- an additiomn to Manny Garcia's restaurant empire -- opened Nov.
20 in Park the Pelloni family's 100,000-square-foot, $24 million retail development inLake Mary. Whilre the menu includes some of theoriginal Harvey'sd signature dishes -- such as chicke Vesuvio and steak tartarre -- a modified menu in both locationxs has added a calamari steak entree and an alreadyh popular lobster Napoleon appetizer. Missing, for now at is meatloaf Palinski. But Garcia says it mightg make an appearance as the menu isfurthere tweaked. Business has been brisk sincer the opening in an area alreadg inundated withcompetitive restaurants, says a spokeswoman.
Fundin g for the new Harvey's is coming from , a publiclh traded Heathrow-based restaurant franchis e company. and the CED Cos. are bringing a little bit of public art to NorthBridge Apartment Homes on Millenia A sculpture by Alberft Paley will be installedat CED's new 607-uni apartment community in southwest Orange County. Commissioned by Millenisa Gallery, the 25-foot-tall, 5-ton metapl sculpture is scheduled forinstallation Nov. 30 in front of the NorthBridgedMeeting House, which is located at the community's entryway.
The Loop, about to be Osceola County'e first and only outdoor village-style retail center, recentlyh signed on quite a number of storeas to round out itssmaller tenants. The center, at the corner of John Youn andOsceola parkways, already is scheduled to have Regal Cinemas 16, Sports Authority, Ross and Bed, Bath Beyond. Newest additions include Old Navy, home decotr store Kirkland's, Chipotle Mexican Grill, Johnny Barnie's Coffee & Tea Co. and Ben Jerry's Ice Cream, plus a hair nail salon and vitamin shop. The Loop shouls open in late spring 2005.
Sincwe Lee Rose died in earlt 2003, her children have attempteed to manage the operations of hersignature restaurant, Lee'a Lakeside, as well as the and an adjoinint catering kitchen and bar. And now they'ved just hired Orlando-based Restaurant Partners Inc. to take over the Dave Manuchia, president of the firm, says his team began managing theoperationb Oct. 4 and that customers will begin to see changes in the next few weeka inthe menu, decor and even the Staff report compiled by Noelle C. Christine Selvaggi Baumann, Bob Mervine and Susab Lundine.
Sunday, October 17, 2010
ESPN to share Spanish soccer rights with GolTV - Memphis Business Journal:
grihanovveimavox.blogspot.com
One member of La Liga, Real has made headlines recently acquiring two of the biggesr names in thesport -- Kaka and Cristiano Ronaldo. Ronaldo's transfer recently made wave s for being the most expensives transfer inthe sport's Matches will be shown on both ESPN23 and ESPN Deportes, as well as ESPN360.com. ESPN Deporteds and ESPN360.com will also have rights to Copadel Rey, Spain’ws domestic cup tournament. "We’re thrilled to work with GolTcV to showcase La Liga on ESPN for the firsy time to soccer fans inthe U.S.
With the pendingg addition of Cristiano Ronaldo and the timing is great to includer this great property to the ESPNDeporteds line-up, as it is the most excitin soccer league in the world Lino Garcia, general manager of ESPN Deportes, said in a
One member of La Liga, Real has made headlines recently acquiring two of the biggesr names in thesport -- Kaka and Cristiano Ronaldo. Ronaldo's transfer recently made wave s for being the most expensives transfer inthe sport's Matches will be shown on both ESPN23 and ESPN Deportes, as well as ESPN360.com. ESPN Deporteds and ESPN360.com will also have rights to Copadel Rey, Spain’ws domestic cup tournament. "We’re thrilled to work with GolTcV to showcase La Liga on ESPN for the firsy time to soccer fans inthe U.S.
With the pendingg addition of Cristiano Ronaldo and the timing is great to includer this great property to the ESPNDeporteds line-up, as it is the most excitin soccer league in the world Lino Garcia, general manager of ESPN Deportes, said in a
Friday, October 15, 2010
University of Hawaii names Greenwood new president - Pacific Business News (Honolulu):
hibleyytogoja1273.blogspot.com
Greenwood, an administrator with the , was one of thres finalists considered for the position tooversee UH’se 10-campus system. "I am proud and very pleasef to be joining such a fine one that is and will continueto be, a vitak resource to the state of Hawaii, the Asia-Pacific regiob and the worldwide community," Greenwood said in a prepared statement. "With an integrated and adaptable system ofhigher education, Hawaii can overcome our current difficulties, create new processes and components for our future businesses and jobs." The university’s board of regents votedr 12-0 Wednesday to hire Greenwood at an annua salary of $475,008.
Current UH President David McClain, whose term ends July 31, was paid $392,40p last year. Her contract also includes a $5,00o0 monthly housing allowance while College Hill is closedrfor repairs, and a $326 monthly automobile allowance. The other two candidatez had both withdrawn their namezs inrecent weeks, leaving Greenwoor as the sole remaining Following the withdrawals, UH’s presidentiapl search committee had recommendecd that the Board of Regents consider Greenwood insteard of starting the search process Greenwood is at the UC-Davis campus as directorf of the Foods for Health Initiative and a professor of nutritionh and internal medicine.
Greenwood, an administrator with the , was one of thres finalists considered for the position tooversee UH’se 10-campus system. "I am proud and very pleasef to be joining such a fine one that is and will continueto be, a vitak resource to the state of Hawaii, the Asia-Pacific regiob and the worldwide community," Greenwood said in a prepared statement. "With an integrated and adaptable system ofhigher education, Hawaii can overcome our current difficulties, create new processes and components for our future businesses and jobs." The university’s board of regents votedr 12-0 Wednesday to hire Greenwood at an annua salary of $475,008.
Current UH President David McClain, whose term ends July 31, was paid $392,40p last year. Her contract also includes a $5,00o0 monthly housing allowance while College Hill is closedrfor repairs, and a $326 monthly automobile allowance. The other two candidatez had both withdrawn their namezs inrecent weeks, leaving Greenwoor as the sole remaining Following the withdrawals, UH’s presidentiapl search committee had recommendecd that the Board of Regents consider Greenwood insteard of starting the search process Greenwood is at the UC-Davis campus as directorf of the Foods for Health Initiative and a professor of nutritionh and internal medicine.
Thursday, October 14, 2010
Chick-fil-A debuts peach milkshake - Los Angeles Business from bizjournals:
domnaofyvisyhojo.blogspot.com
The fast-food chain will offer a peach flavorr hand-spun milkshake from June 1 through Aug. 22 at the chain's mall and stand-alon e restaurants. The Peach Milkshake is made with realpeacheas "home-style" ice cream and is topped with lightf whipped cream and a maraschino cherry. Atlanta-based Chick-fil-A also will introducde a smaller milkshake option that will remaij on themenu Chick-fil-A Milkshakes will be sold in 14 oz. or 20 oz. cups and pricesd at $2.49 and $2.89, at most locations.
"We continure to build upon the overall success ofour hand-spun milkshake s by creating limited-time flavors as a way to celebrater special times of the year," said Woody Faulk, Chick-fil-Aw vice president of brand development, in a statement. "Ouf previous limited-time flavors have helped maintain interest in our milkshake line among existing customers and also have helpec us win new customers who were not awarof Chick-fil-A's Milkshakes. Some might say it's about time that the chainh basedin Georgia, the 'Peachb State,' comes up with a great-tasting peac shake with real peaches in Chick-fil-A, with more than 1,440 locations in 38 statesz and Washington, D.C.
, generate more than $2.96 billion in saleas in 2008.
The fast-food chain will offer a peach flavorr hand-spun milkshake from June 1 through Aug. 22 at the chain's mall and stand-alon e restaurants. The Peach Milkshake is made with realpeacheas "home-style" ice cream and is topped with lightf whipped cream and a maraschino cherry. Atlanta-based Chick-fil-A also will introducde a smaller milkshake option that will remaij on themenu Chick-fil-A Milkshakes will be sold in 14 oz. or 20 oz. cups and pricesd at $2.49 and $2.89, at most locations.
"We continure to build upon the overall success ofour hand-spun milkshake s by creating limited-time flavors as a way to celebrater special times of the year," said Woody Faulk, Chick-fil-Aw vice president of brand development, in a statement. "Ouf previous limited-time flavors have helped maintain interest in our milkshake line among existing customers and also have helpec us win new customers who were not awarof Chick-fil-A's Milkshakes. Some might say it's about time that the chainh basedin Georgia, the 'Peachb State,' comes up with a great-tasting peac shake with real peaches in Chick-fil-A, with more than 1,440 locations in 38 statesz and Washington, D.C.
, generate more than $2.96 billion in saleas in 2008.
Tuesday, October 12, 2010
Hoenig Doubts Effectiveness of Additional Fed Large-Scale Asset Purchases - Bloomberg
stockdaleiqemico1521.blogspot.com
Reuters (press release) | Hoenig Doubts Effectiveness of Additional Fed Large-Scale Asset Purchases Bloomberg ... rate too low and the Federal Reserve's balance sheet too large,รข€ Hoenig, president of the Kansas City Fed, said in the text of a speech today in Denver. ... Fed's Hoenig: 'Legitimate Reasons To Be Cautious' Re QE2 The September Fed Minutes Are Out -- Pretty Much Everyone Supports More QE |
Monday, October 11, 2010
Leeds Rhinos sign Australian prop Ben Cross - BBC Sport
http://wrenchtime.com/maintenance.html
Sport.co.uk | Leeds Rhinos sign Australian prop Ben Cross BBC Sport Leeds Rhinos have signed prop Ben Cross from Australian NRL side Newcastle Knights on a two-year deal. The 31-year-old will join in time for pre-season ... Cross opts out of Knights for Leeds Leeds Rhinos sign prop Ben Cross from Newcastle Knights Leeds Rhinos sign Newcastle Knights star |
Saturday, October 9, 2010
Financial challenges face Buffalo Sabres - Baltimore Business Journal:
paramonaxogilozi.blogspot.com
A new Business First study ranks Buffalo among the six markets that face the most imposingh barriersto long-term financial success. Phoenix is in the worst shapee of anyhockey market, failing eigh t of the study’s 10 indicators. The recently filef for Chapter 11bankruptcy reorganization. Almos t as badly off are Miami-Fort Lauderdale and each falling short inseven categories. Buffallo comes next, tied with Atlantw and Raleigh-Durham with six danger signs apiece. “Mty view is that Buffalo is in a really tough positio to bea long-term NHL says Ted Rechtshaffen, a Toronto financialp planner who conducted his own analysis of the viability of NHL franchisez earlier this month.
“If you were starting a new NHL today starting fromscratch with, say, 24 markets – it would be prettgy tough to put a team in he says. “You probably wouldn’t.” Busines First used demographic and financial data from severap sources to quantify the challengez facingthe NHL’s 27 markets. (The New York City and Los Angeless areas, with three and two teams respectively, each countedf as one market inthe study. Statistics for their franchiseswwere averaged.) Buffalo’s substandard score doesn’tt necessarily mean that it will lose its NHL team.
The after all, ranked 11th in home attendance last despite playing inthe league’sd fourth-smallest market. But the results do indicated that the team can anticipate some toughbtimes ahead. These are Buffalo’sw six danger signs, as identifier by the study: 1. Low population. Calgary and Ottawa are the only NHL marketz smallerthan Buffalo’s metro population of 1.13 million. (That figured does not include the Ontario fringe from Fort Erieto St. an area that contains a significant numbet ofSabres fans. But, even if Southernb Ontario wereadded in, Buffalo would remain one of the league’sz smallest markets.) 2. Low personall income.
Buffalo ranks in the bottom thirrd of the NHL in percapitaw income. “There are lots of hockey fans says Rechtshaffen. “The problem is, thosed hockey fans don’t have enough money to spensd on tickets.” 3. Low franchise The Sabres are worth $169 million, according to an Octobedr 2008 estimateby . That’s 16 percent beloa the median value of anNHL $202.5 million. 4. Small growth in value. The Sabres’ valuation increase d 4 percent between 2007and 2008, well behined the league average of 9.7 5. Loss in operating income. Forbes estimated that the Sabrewlost $8.9 million in the latest season for which figures are 6. Nearby hockey competition.
Seven NHL markets have more than one or are withina two-hour drive of another NHL Among them is Buffalo, just 59 air miles or a quicik trip up the QEW from Toronto. The remainin four categories in the studu include two that testify tothe Sabres’ impressive fan Buffalo gets high marks for attendance (18,532 per home game last and percentage of capacity (selling 99.2 percent of all seats in HSBC Arenaz last year). The other two plusezs are its location in prime hockecountry (north of the 38th and the absence of any local competition from the . Southern and Western marketss pose the biggest problem forthe NHL, according to the Busineszs First study.
Seven of the nine areas with at leas t five danger signs are in the Sun ledby Phoenix, which flunked every category but two (large populatiomn and no hockey competition). Rechtshaffen says his own analysisd confirms thatthe NHL’ s strategy of expanding into the Sun Belt has not gone as well as the league hoped. “Now, after doing a study, puttingb the numbers together,” he says, “kI can say it has been a disaster.
”
A new Business First study ranks Buffalo among the six markets that face the most imposingh barriersto long-term financial success. Phoenix is in the worst shapee of anyhockey market, failing eigh t of the study’s 10 indicators. The recently filef for Chapter 11bankruptcy reorganization. Almos t as badly off are Miami-Fort Lauderdale and each falling short inseven categories. Buffallo comes next, tied with Atlantw and Raleigh-Durham with six danger signs apiece. “Mty view is that Buffalo is in a really tough positio to bea long-term NHL says Ted Rechtshaffen, a Toronto financialp planner who conducted his own analysis of the viability of NHL franchisez earlier this month.
“If you were starting a new NHL today starting fromscratch with, say, 24 markets – it would be prettgy tough to put a team in he says. “You probably wouldn’t.” Busines First used demographic and financial data from severap sources to quantify the challengez facingthe NHL’s 27 markets. (The New York City and Los Angeless areas, with three and two teams respectively, each countedf as one market inthe study. Statistics for their franchiseswwere averaged.) Buffalo’s substandard score doesn’tt necessarily mean that it will lose its NHL team.
The after all, ranked 11th in home attendance last despite playing inthe league’sd fourth-smallest market. But the results do indicated that the team can anticipate some toughbtimes ahead. These are Buffalo’sw six danger signs, as identifier by the study: 1. Low population. Calgary and Ottawa are the only NHL marketz smallerthan Buffalo’s metro population of 1.13 million. (That figured does not include the Ontario fringe from Fort Erieto St. an area that contains a significant numbet ofSabres fans. But, even if Southernb Ontario wereadded in, Buffalo would remain one of the league’sz smallest markets.) 2. Low personall income.
Buffalo ranks in the bottom thirrd of the NHL in percapitaw income. “There are lots of hockey fans says Rechtshaffen. “The problem is, thosed hockey fans don’t have enough money to spensd on tickets.” 3. Low franchise The Sabres are worth $169 million, according to an Octobedr 2008 estimateby . That’s 16 percent beloa the median value of anNHL $202.5 million. 4. Small growth in value. The Sabres’ valuation increase d 4 percent between 2007and 2008, well behined the league average of 9.7 5. Loss in operating income. Forbes estimated that the Sabrewlost $8.9 million in the latest season for which figures are 6. Nearby hockey competition.
Seven NHL markets have more than one or are withina two-hour drive of another NHL Among them is Buffalo, just 59 air miles or a quicik trip up the QEW from Toronto. The remainin four categories in the studu include two that testify tothe Sabres’ impressive fan Buffalo gets high marks for attendance (18,532 per home game last and percentage of capacity (selling 99.2 percent of all seats in HSBC Arenaz last year). The other two plusezs are its location in prime hockecountry (north of the 38th and the absence of any local competition from the . Southern and Western marketss pose the biggest problem forthe NHL, according to the Busineszs First study.
Seven of the nine areas with at leas t five danger signs are in the Sun ledby Phoenix, which flunked every category but two (large populatiomn and no hockey competition). Rechtshaffen says his own analysisd confirms thatthe NHL’ s strategy of expanding into the Sun Belt has not gone as well as the league hoped. “Now, after doing a study, puttingb the numbers together,” he says, “kI can say it has been a disaster.
”
Friday, October 8, 2010
Mass. homes sales continue slide - Boston Business Journal:
stockdaleiqemico1521.blogspot.com
Statewide home sales dropped 14.5 percent last month to 2,73 from 3,196 last April. The media n price for home soldfell 13.1 percent year over year to although the rate of decline was less than in past The condo market fared wors than the single family market, with sales plunging 31 percenft year over year to 1,178. Last month saw the lightest sales volume for Aprilsince 1995. The median pricw for condos sold in Apriodropped 11.1 percent to $239,900.
“April turned out to be a disappointingg month for sales volumd ofboth single-family homes and We were expecting that the combination of low mortgage interest rates, a first-time homebuyer tax credit and low home pricex would stimulate sales,” said Timothgy M. Warren, Jr., CEO of The Warrebn Group, in a statement. “Consumersa are dealing with job losses, pay cuts and heavyu debt, and it appears that it is affectingtheir home-buyingg decisions.
”
Statewide home sales dropped 14.5 percent last month to 2,73 from 3,196 last April. The media n price for home soldfell 13.1 percent year over year to although the rate of decline was less than in past The condo market fared wors than the single family market, with sales plunging 31 percenft year over year to 1,178. Last month saw the lightest sales volume for Aprilsince 1995. The median pricw for condos sold in Apriodropped 11.1 percent to $239,900.
“April turned out to be a disappointingg month for sales volumd ofboth single-family homes and We were expecting that the combination of low mortgage interest rates, a first-time homebuyer tax credit and low home pricex would stimulate sales,” said Timothgy M. Warren, Jr., CEO of The Warrebn Group, in a statement. “Consumersa are dealing with job losses, pay cuts and heavyu debt, and it appears that it is affectingtheir home-buyingg decisions.
”
Wednesday, October 6, 2010
Memorial Hermann, UniCare create PPO - Houston Business Journal:
http://thenortherncold.com/2010/02/20/shadar-logoth-darkness-from-the-rocky-shores-of-maine/
MHealth Insured was formed by the Houstom hospital system along with itsphysicianj group, Memorial Hermann Health Network Providers, and , a subsidiarh of Indianapolis-based (NYSE: WLP). “Clinical integration involvesx providers working together in an interdependent fashion so that they can pool infrastructurewand resources, and develop, implemeny and monitor protocols, ‘best practices’ and various other organized Dr. Doug Ardoin, physician in chief at Memorial Herman nHealthcare System, said in a statement. “This enable providers to offer higher quality health care in a more efficien manner than they likely couldd achieveworking independently.
“The result is primary care physicians and specialistds of all kinds working more closelgy together and in a better coordinated MHealth Insured is available to individuals as well as small andlarge
MHealth Insured was formed by the Houstom hospital system along with itsphysicianj group, Memorial Hermann Health Network Providers, and , a subsidiarh of Indianapolis-based (NYSE: WLP). “Clinical integration involvesx providers working together in an interdependent fashion so that they can pool infrastructurewand resources, and develop, implemeny and monitor protocols, ‘best practices’ and various other organized Dr. Doug Ardoin, physician in chief at Memorial Herman nHealthcare System, said in a statement. “This enable providers to offer higher quality health care in a more efficien manner than they likely couldd achieveworking independently.
“The result is primary care physicians and specialistds of all kinds working more closelgy together and in a better coordinated MHealth Insured is available to individuals as well as small andlarge
Tuesday, October 5, 2010
BE Aerospace Acquires Thermal-Management Products Firm For $310M - Wall Street Journal
http://my-tuts.com/page/7-Top-Tips-For-Keeping-Your-Job-In-A-Recession.html
BE Aerospace Acquires Thermal-Management Products Firm For $310M W » |
Sunday, October 3, 2010
PR: Go on the offensive: Managing tough news in tough times - Memphis Business Journal:
uvepexatawus.blogspot.com
drops off Nasdaq. In a turbulenft economy, there is no shortage of bad Experts say that in a time like what may matter most is the way in which that bad news is How management deals withthe media, clients and the community could impactg how the business is viewed for yearws to come. Business leaders who hide in theie offices, bury facts and let the rumor mill control the storgy will be viewed with angerand distrust.
But thosr who plan their messages carefully, and delivert it promptly and with candor to allrelevantg parties, are more likely to be remembered as good corporate “The spotlight will be on your said Dan Moran, a business consultant and president of Next-Act, an Albany career management firm. “You have one chancd to get it right.” Many public relationa professionals advise clients to have a crisis communicatio n plan in place atall times. This way, basic guidelines are in places when any sort ofbad news, from layoffs to a chemicall spill, breaks. Additional preparation should take place once a bad newseventg occurs.
The first step is to assess the situatioj and thepossible fallout. “I advisd that you convene a group of saidPauline Bartel, president of Waterford-basef “You need someone from top management, human the PR team ... the objecft is for everyone to put theirr cards onthe table, face up, so you can identify any gaps in information.” Next, list every constituency, including suppliers and the media, and craft a message for each. Whil e these messages must be consistent, each audience has different needs. Employeesd will want to know abouttheir futures, whilew shareholders will be interestec in the impact on the bottonm line.
Clients will want to know if service will be It isalso vital, PR expert s say, to select just one person to speak for the “You don’t want 20 different versiona of things coming out so everyone looksx like fools,” said Richardx Berman, president of of Chappaqua in Westchester County. Once the situatiomn is assessed, the constituents the messages crafted, and the spokesperson it is time to deliverthe “It comes down to threre phrases: Tell it all, tell it early, tell it said Edward Parham, directotr of public relations for in Colonie.
the news should be shared with all parties at the same In the age of textinggand Twittering, “news can travel at the speer of an electron,” said Matthew Maguire, spokesmam for in Albany. “You want to deliver your news beforew anyoneelse can.” Bartel suggests giving “a few select reporters” a heads-up that news is coming. “That way, the reportetr has gotten the company line before a disgruntled employee picks upthe phone,” she said. When the news is delivered, it must be complet e and truthful, with as many details as can be shared.
It is especiallt important that the CEO or other designatede spokesperson be availableand “There is no such thing as not taking the call and having the paper the next day say you weren’g available,” said Dean Rueckert, CEO of Rueckergt Advertising. “That is not And a good answer isnever ‘no Back it up with the reason you can’t legalities, what have you. You don’r want to look like you are dodging the question or hiding This candor extendsto employees. Morah said that when he works with companiesin bad-news he institutes a “no closed door for threew days” rule on top managers.
drops off Nasdaq. In a turbulenft economy, there is no shortage of bad Experts say that in a time like what may matter most is the way in which that bad news is How management deals withthe media, clients and the community could impactg how the business is viewed for yearws to come. Business leaders who hide in theie offices, bury facts and let the rumor mill control the storgy will be viewed with angerand distrust.
But thosr who plan their messages carefully, and delivert it promptly and with candor to allrelevantg parties, are more likely to be remembered as good corporate “The spotlight will be on your said Dan Moran, a business consultant and president of Next-Act, an Albany career management firm. “You have one chancd to get it right.” Many public relationa professionals advise clients to have a crisis communicatio n plan in place atall times. This way, basic guidelines are in places when any sort ofbad news, from layoffs to a chemicall spill, breaks. Additional preparation should take place once a bad newseventg occurs.
The first step is to assess the situatioj and thepossible fallout. “I advisd that you convene a group of saidPauline Bartel, president of Waterford-basef “You need someone from top management, human the PR team ... the objecft is for everyone to put theirr cards onthe table, face up, so you can identify any gaps in information.” Next, list every constituency, including suppliers and the media, and craft a message for each. Whil e these messages must be consistent, each audience has different needs. Employeesd will want to know abouttheir futures, whilew shareholders will be interestec in the impact on the bottonm line.
Clients will want to know if service will be It isalso vital, PR expert s say, to select just one person to speak for the “You don’t want 20 different versiona of things coming out so everyone looksx like fools,” said Richardx Berman, president of of Chappaqua in Westchester County. Once the situatiomn is assessed, the constituents the messages crafted, and the spokesperson it is time to deliverthe “It comes down to threre phrases: Tell it all, tell it early, tell it said Edward Parham, directotr of public relations for in Colonie.
the news should be shared with all parties at the same In the age of textinggand Twittering, “news can travel at the speer of an electron,” said Matthew Maguire, spokesmam for in Albany. “You want to deliver your news beforew anyoneelse can.” Bartel suggests giving “a few select reporters” a heads-up that news is coming. “That way, the reportetr has gotten the company line before a disgruntled employee picks upthe phone,” she said. When the news is delivered, it must be complet e and truthful, with as many details as can be shared.
It is especiallt important that the CEO or other designatede spokesperson be availableand “There is no such thing as not taking the call and having the paper the next day say you weren’g available,” said Dean Rueckert, CEO of Rueckergt Advertising. “That is not And a good answer isnever ‘no Back it up with the reason you can’t legalities, what have you. You don’r want to look like you are dodging the question or hiding This candor extendsto employees. Morah said that when he works with companiesin bad-news he institutes a “no closed door for threew days” rule on top managers.
Saturday, October 2, 2010
SunTrust to raise $1.4 billion in stock offer - Charlotte Business Journal:
bengeyqafiba1640.blogspot.com
billion through a stock offering to boost its capitap to meet federal government the Atlanta-based bank said The Atlanta-based bank wants to sell 108 million shares at $13 a In relation to the offering, SunTrust (NYSE: STI) suspended its previouslt announced $1.25 billion “at the offer, which raised $260 million. SunTrust began an offer to buy upto $1 billioh liquidation preference or amount of certai of its currently outstanding preferred and hybrid securitieds for cash using proceeds from the $1.4 billion equity offering. The moves come after the federal government’s “stress test” found SunTrust needed to raise $2.
2 billion in And while SunTrust had sufficientg tier 1 capital to absorb projected loan losses, its capital “tilted too strongly” to sourcese other than common equity, the stresxs test revealed. After completing the offerings announced Mondayand prior, SunTrust expects to have fully satisfiede its obligation. "Today's announcement underscores that we are on a clearr path to achieve our previouslg announced capital objectives as we intensify our focuz onthe future," said James M. Wellsz III, SunTrust chairman and CEO, in a statement.
Wells also noterd completion ofthe company's capital-relatexd initiatives will boost its abilitg to repay, upon regulatory approval and at the appropriate preferred stock gotten through participation in the U.S. Treasury'es Capital Purchase Plan.
billion through a stock offering to boost its capitap to meet federal government the Atlanta-based bank said The Atlanta-based bank wants to sell 108 million shares at $13 a In relation to the offering, SunTrust (NYSE: STI) suspended its previouslt announced $1.25 billion “at the offer, which raised $260 million. SunTrust began an offer to buy upto $1 billioh liquidation preference or amount of certai of its currently outstanding preferred and hybrid securitieds for cash using proceeds from the $1.4 billion equity offering. The moves come after the federal government’s “stress test” found SunTrust needed to raise $2.
2 billion in And while SunTrust had sufficientg tier 1 capital to absorb projected loan losses, its capital “tilted too strongly” to sourcese other than common equity, the stresxs test revealed. After completing the offerings announced Mondayand prior, SunTrust expects to have fully satisfiede its obligation. "Today's announcement underscores that we are on a clearr path to achieve our previouslg announced capital objectives as we intensify our focuz onthe future," said James M. Wellsz III, SunTrust chairman and CEO, in a statement.
Wells also noterd completion ofthe company's capital-relatexd initiatives will boost its abilitg to repay, upon regulatory approval and at the appropriate preferred stock gotten through participation in the U.S. Treasury'es Capital Purchase Plan.
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