ethelbertdiya3334.blogspot.com
A new survey by the Participatory Marketinyg Network finds just 22 percent of Generation Y consumerse areusing Twitter. However, when asked about how much they usesocial networking, 99 percent from this group, who in generalo have not yet hit 30, report havingg an active profile on at least one sociapl networking site. "Twitter dominates the news, but clearlt we're only touching the surface of its potentia l as amarketing vehicle," said Michael Dellq Penna, PMN’s co-founder and executive "This is a classic 'glasse half full' scenario for Twitter because it's clear that Gen Y has an appetitre for social networking, but still hasn't full y embraced micro-blogging.
There is a tremendous opportunityg now for marketers to developp strategies to get this important group activ eon Twitter, too." More than 85 percentf follow friends. More than 54 percent follow More than 29 percentfollos family. More than 29 percent followe companies. Of those who use a social network, 89 percenrt have downloaded one of the following to their profile photos (89 percent), games (53 entertainment (51 percent), news (32 percent) and weathee (29 percent). Thirty-eight percent of Gen Y have an iPhonre oriPod Touch.
Games (53 percent), entertainment (35 lifestyle (31 percent), financial - (28 percent), financial "paid" (seven percent) are the most populart mobile applications. More than one-quarter (26 indicated none. You can click to follow the South Florid Business Journalon Twitter.
Thursday, February 28, 2013
Friday, February 22, 2013
Compass Airlines cuts ribbon on Louisville maintenance facility - Business First of Buffalo:
zuloraxelewo.blogspot.com
The subsidiary opened the three-bay maintenanced facility in January but held off on the ribbonj cutting until key personnelwere hired, and they “got a little airpland grease under their nails,” Compass presideng Tim Campbell said during a news Compass’ 70 employees maintainb the airline’s fleet of 36 Embraer 175 76-seag jets. Compass, which was founded in 2006 as a subsidiary of Northwest Airlines was acquired by Delta as part ofthe Atlanta-baserd carrier’s merger with Northwest in October 2008. The jets previously had been servicedx bya third-party aircrafty maintenance company, Campbell said.
Compass’ Louisville International Airport located at 5101Crittenden Drive, consistsz of 42,720 square feet of aircraft hangar 11,416 square feet of office, shop and storags space, an 80,601-square-foot concrete apron and 33,480 squared feet of parking and roadways. At the news conference, Va.-based Compass showed off its firsg jet painted in theDelta colors. The rest of its fleeyt will be converted from Northwest Airlines colors over the next Campbell said. At the news Kentucky Gov. Steve Beshear said the Compass investment, includingf its $3 million annual payroll, “is a tremendouz economic achievement in the midst of some prettg tougheconomic times.
” In August 2007, the boardc granted the airline preliminary approval for $2 millionn in state tax incentives for up to 10 years.
The subsidiary opened the three-bay maintenanced facility in January but held off on the ribbonj cutting until key personnelwere hired, and they “got a little airpland grease under their nails,” Compass presideng Tim Campbell said during a news Compass’ 70 employees maintainb the airline’s fleet of 36 Embraer 175 76-seag jets. Compass, which was founded in 2006 as a subsidiary of Northwest Airlines was acquired by Delta as part ofthe Atlanta-baserd carrier’s merger with Northwest in October 2008. The jets previously had been servicedx bya third-party aircrafty maintenance company, Campbell said.
Compass’ Louisville International Airport located at 5101Crittenden Drive, consistsz of 42,720 square feet of aircraft hangar 11,416 square feet of office, shop and storags space, an 80,601-square-foot concrete apron and 33,480 squared feet of parking and roadways. At the news conference, Va.-based Compass showed off its firsg jet painted in theDelta colors. The rest of its fleeyt will be converted from Northwest Airlines colors over the next Campbell said. At the news Kentucky Gov. Steve Beshear said the Compass investment, includingf its $3 million annual payroll, “is a tremendouz economic achievement in the midst of some prettg tougheconomic times.
” In August 2007, the boardc granted the airline preliminary approval for $2 millionn in state tax incentives for up to 10 years.
Sunday, February 17, 2013
Spring Hill GM workers on standby - Nashville Business Journal:
ogarawo.wordpress.com
GM filed for Chapter 11 bankruptcyh this morningin U.S. Bankruptcy Courtf in Manhattan, the largest-ever U.S. manufacturing The bankruptcy, which is expectedc to go quickly, now effectively gives taxpayers 60 percent ownership ofthe company. Monday’xs Chapter 11 filing by the 101-year-olde company — once the world’s biggesgt automaker — is among the largest in U.S. Chapter 11, which allows the companuy to operate while protected from its pushes GM intoa fast-track bankruptcy and provides $30 billiobn of additional taxpayer funds to restructurwe itself.
General Motors CEO Fritz Henderson said in a prepare statement that GM was being reinventerd and that the company is ready for the jobat "The economic crisis has caused enormoue disruption in the auto industry, but with it has come the opportunitg for us to reinvent our he said. "We are going to do it once and do it The court-supervised process we are pursuing providexs us with powerful tools to accelerate and complete our as well as strong safeguards for our customers and our business." The bankruptcuy follows months of speculation that GM would have to restructure through the courts, despited desperate attempts by management to avoixd the move.
As it turnec out, though, the bankruptcy filing was the only way GM coulr get its hands on the governmeng money it needsto survive. In its GM listed $82.3 billion in assets and $172.8 billio in debts. The automaker's top creditors listeds in the filingincludew Nashville-based Bridgestone Corp. The company also owes the tiremaker $4.4 The U.S. government has already injected $20 billion into GM, and will provid another $30 billion to keep the company goinfg as it worksthrough bankruptcy. The investmentr will buy the governmenta 72.5 percent That will give government officials more power to name memberws of the GM board.
Officials have said they don’gt want to get involved in the dailyu operations ofthe company. The GM plan as detaileds by U.S. officials would allow a much smaller GM to emerge from courty protection within 60 to 90 GM also plans to clos11 U.S. facilities by the end of and will idle anotherthree plants, includingg the plant in Spring which employs more than 3,00 0 people. The Spring Hill planrt will stop production but remainj on standby until thecompany said. The plantt reopened in October 2008 afterra 12-month, $1 billion refurbishment and modernization to produce the Chevrolet Traversew crossover vehicle and partse for other GM cars and trucks.
" fear that Spring Hill's familiea are now paying for Washington'as folly. The uncertainty they are facinv today could havebeen avoided," Tennesses Congresswoman Marsha Blackburn said in a statemenf released Monday. "Late last I joined my colleagues in recommending a structuredc bankruptcy for General Motors and The bailout alternative that was pursued has failed. What we are left with is the near complete nationalizatiohn of what was onceour nation's flagship mountains of federal families uncertain about their future now that the Spring Hill planrt sits idle, and the parts suppliere and small businesses who depended on Sprintg Hill facing tough choices.
" The plants slated to close include two assemblyt plants, Pontiac, Mich. (October 2009), and Wilmington, Del. (Jul y 2009), and three stamping plants, Grand Mich. (June 2009), Indianapolis, Ind. (December 2011), and Ohio (June 2010). Powertrain facilities in Flintand Ypsilanti, as well as Ohio, and Fredericksburg, Va., are also on the closurwe list. GM plans to sell or close such brandaas Saturn, Saab, Hummer and and will shed 2,600 dealerships. The automaker has not provided an updatex target for job cuts but was looking toeliminatee 21,000 U.S.
factory jobs from the 54,0090 United Auto Workers union members it now General Motorsemploys 92,000 in the Unitesd States and is indirectly responsibled for 500,000 retirees. The U.S. government woulf hold a 60 percent financial interest in a reorganizerd GM and the UAW would takea 17.5 percent stake. The governmentzs of Canada and the province of Ontariol have agreed to a 12 percent ownership stakse in exchange forfinancial aid. GM bondholdersd would get 10 percent.
GM filed for Chapter 11 bankruptcyh this morningin U.S. Bankruptcy Courtf in Manhattan, the largest-ever U.S. manufacturing The bankruptcy, which is expectedc to go quickly, now effectively gives taxpayers 60 percent ownership ofthe company. Monday’xs Chapter 11 filing by the 101-year-olde company — once the world’s biggesgt automaker — is among the largest in U.S. Chapter 11, which allows the companuy to operate while protected from its pushes GM intoa fast-track bankruptcy and provides $30 billiobn of additional taxpayer funds to restructurwe itself.
General Motors CEO Fritz Henderson said in a prepare statement that GM was being reinventerd and that the company is ready for the jobat "The economic crisis has caused enormoue disruption in the auto industry, but with it has come the opportunitg for us to reinvent our he said. "We are going to do it once and do it The court-supervised process we are pursuing providexs us with powerful tools to accelerate and complete our as well as strong safeguards for our customers and our business." The bankruptcuy follows months of speculation that GM would have to restructure through the courts, despited desperate attempts by management to avoixd the move.
As it turnec out, though, the bankruptcy filing was the only way GM coulr get its hands on the governmeng money it needsto survive. In its GM listed $82.3 billion in assets and $172.8 billio in debts. The automaker's top creditors listeds in the filingincludew Nashville-based Bridgestone Corp. The company also owes the tiremaker $4.4 The U.S. government has already injected $20 billion into GM, and will provid another $30 billion to keep the company goinfg as it worksthrough bankruptcy. The investmentr will buy the governmenta 72.5 percent That will give government officials more power to name memberws of the GM board.
Officials have said they don’gt want to get involved in the dailyu operations ofthe company. The GM plan as detaileds by U.S. officials would allow a much smaller GM to emerge from courty protection within 60 to 90 GM also plans to clos11 U.S. facilities by the end of and will idle anotherthree plants, includingg the plant in Spring which employs more than 3,00 0 people. The Spring Hill planrt will stop production but remainj on standby until thecompany said. The plantt reopened in October 2008 afterra 12-month, $1 billion refurbishment and modernization to produce the Chevrolet Traversew crossover vehicle and partse for other GM cars and trucks.
" fear that Spring Hill's familiea are now paying for Washington'as folly. The uncertainty they are facinv today could havebeen avoided," Tennesses Congresswoman Marsha Blackburn said in a statemenf released Monday. "Late last I joined my colleagues in recommending a structuredc bankruptcy for General Motors and The bailout alternative that was pursued has failed. What we are left with is the near complete nationalizatiohn of what was onceour nation's flagship mountains of federal families uncertain about their future now that the Spring Hill planrt sits idle, and the parts suppliere and small businesses who depended on Sprintg Hill facing tough choices.
" The plants slated to close include two assemblyt plants, Pontiac, Mich. (October 2009), and Wilmington, Del. (Jul y 2009), and three stamping plants, Grand Mich. (June 2009), Indianapolis, Ind. (December 2011), and Ohio (June 2010). Powertrain facilities in Flintand Ypsilanti, as well as Ohio, and Fredericksburg, Va., are also on the closurwe list. GM plans to sell or close such brandaas Saturn, Saab, Hummer and and will shed 2,600 dealerships. The automaker has not provided an updatex target for job cuts but was looking toeliminatee 21,000 U.S.
factory jobs from the 54,0090 United Auto Workers union members it now General Motorsemploys 92,000 in the Unitesd States and is indirectly responsibled for 500,000 retirees. The U.S. government woulf hold a 60 percent financial interest in a reorganizerd GM and the UAW would takea 17.5 percent stake. The governmentzs of Canada and the province of Ontariol have agreed to a 12 percent ownership stakse in exchange forfinancial aid. GM bondholdersd would get 10 percent.
Thursday, February 7, 2013
Baltimore Business Journal: HR & Hiring : Business Advice
pemp66seb.blogspot.com
Division head Carl finally had to fix the problems in a department run by senior manager He transferred one supervisor andthreew high-ranking staff members to other departments. He was Once again, he showed that he couled be decisive andclean house. But Carl had consistentl y ignored advice that the department head wasa problem, and didn' make the changes necessary to keep the problemw from resurfacing later. Brenda seemed to be a nice personb and asympathetic listener. Like Carl, she had an open-doo policy. She invited her supervisors and staff to divulge personakl confidences and to share opinions abouteach other.
But she neverd resolved the issues that kept them from workinttogether effectively. I discovered a dark side behind Brenda's She was both conflict-avoidant and Acting as a go-between, she carried versionse of the gossipand bad-mouthiny to other people, but with a twist that increaser resentment and drove wedges betweebn them. Instead of holding her staff accountabld for productivityand behavior, she reported to Carl that all of them had majorr problems.
To justify her efforts, she said she'd chattef with her supervisorsand staff, and had encouragefd them to put their style differences Carl's permissiveness allowed Brenda to create a culturs of conflict-avoidance and passive-aggressiveness that diminished productivitg throughout her department. Unprofessional behavior included innuendos, rumors and warring cliques, leadinb to widespread paranoiaand over-reactions. Everyone, includin Brenda, tried to look busy whiled theyavoided critical-but-difficult problems and coverefd their backs. Like Carl, Brendaa was a long-term manager with extensivwe training. She could explaibn what good managers do; she simplyt never did it.
Because she didn't take effectivee action, complaints spread throughourtthe division. Other department heads mentioned the complaints to Brendq and eventuallyto Carl. Carl would give Brenda advice and explain his But he never followed up. Carl was shockef when corporate headquarters called him on the carpet for not bein aneffective manager. Carl thus was motivated to give Brenda a stronh talk and a mediocre That may sound likeeffective action, but it Brenda had let things slide for years.
She'd been talked to but she'd always been givenh promotions when she promised todo Carl's lecture was merely more of the • The best way to help peopled be more productive is to make them happy by listening to their hurt feelings and anger, being sympathetic in private and promisinvg to fight on their side. Brenda'd sympathetic listening, but lack of consistenr accountability for professional created a management vacuumm that sucked intoit everyone's hostility, nastinese and personal issues. There are no problem people, only proble m processes.
Workshops, clearer descriptions of processesand expectations, and kindly suggestion and hints will cure all misunderstandings. Well-meaning and intelligenyt people at all levels in the company will put professionak behavior and team goals ahead ofpersonal agendas. Carl and Brendaa ignored the widespread evidence that some peoplewsimply didn't like each other and wouldn't collaborate, and that for some personal agendas took precedence over company goals. some people behave decently only when they are actuallyg held accountable by meaningful Others won't behave, no matted what.
Division head Carl finally had to fix the problems in a department run by senior manager He transferred one supervisor andthreew high-ranking staff members to other departments. He was Once again, he showed that he couled be decisive andclean house. But Carl had consistentl y ignored advice that the department head wasa problem, and didn' make the changes necessary to keep the problemw from resurfacing later. Brenda seemed to be a nice personb and asympathetic listener. Like Carl, she had an open-doo policy. She invited her supervisors and staff to divulge personakl confidences and to share opinions abouteach other.
But she neverd resolved the issues that kept them from workinttogether effectively. I discovered a dark side behind Brenda's She was both conflict-avoidant and Acting as a go-between, she carried versionse of the gossipand bad-mouthiny to other people, but with a twist that increaser resentment and drove wedges betweebn them. Instead of holding her staff accountabld for productivityand behavior, she reported to Carl that all of them had majorr problems.
To justify her efforts, she said she'd chattef with her supervisorsand staff, and had encouragefd them to put their style differences Carl's permissiveness allowed Brenda to create a culturs of conflict-avoidance and passive-aggressiveness that diminished productivitg throughout her department. Unprofessional behavior included innuendos, rumors and warring cliques, leadinb to widespread paranoiaand over-reactions. Everyone, includin Brenda, tried to look busy whiled theyavoided critical-but-difficult problems and coverefd their backs. Like Carl, Brendaa was a long-term manager with extensivwe training. She could explaibn what good managers do; she simplyt never did it.
Because she didn't take effectivee action, complaints spread throughourtthe division. Other department heads mentioned the complaints to Brendq and eventuallyto Carl. Carl would give Brenda advice and explain his But he never followed up. Carl was shockef when corporate headquarters called him on the carpet for not bein aneffective manager. Carl thus was motivated to give Brenda a stronh talk and a mediocre That may sound likeeffective action, but it Brenda had let things slide for years.
She'd been talked to but she'd always been givenh promotions when she promised todo Carl's lecture was merely more of the • The best way to help peopled be more productive is to make them happy by listening to their hurt feelings and anger, being sympathetic in private and promisinvg to fight on their side. Brenda'd sympathetic listening, but lack of consistenr accountability for professional created a management vacuumm that sucked intoit everyone's hostility, nastinese and personal issues. There are no problem people, only proble m processes.
Workshops, clearer descriptions of processesand expectations, and kindly suggestion and hints will cure all misunderstandings. Well-meaning and intelligenyt people at all levels in the company will put professionak behavior and team goals ahead ofpersonal agendas. Carl and Brendaa ignored the widespread evidence that some peoplewsimply didn't like each other and wouldn't collaborate, and that for some personal agendas took precedence over company goals. some people behave decently only when they are actuallyg held accountable by meaningful Others won't behave, no matted what.
Tuesday, January 22, 2013
Grizzlies, Cavaliers Agree To Trade - ESPN
xiwyxucupewox.blogspot.com
Lyndy's Sports Annuals | Grizzlies, Cavaliers Agree To Trade ESPN Grizzlies, Cavaliers Agree To Trade. Brian Windhorst discusses the multiplayer deal between Memphis and Cleveland, which sheds more than $6 million off the Grizzlies' payroll.Tags: Brian Windhorst, Cavs, Grizzlies, Grizzlies-Cavaliers, trade ... Grizzlies, Cavs agree to multi-player trade NBA Trades: Memphis Grizzlies, Cleveland Cavs Agree To Multi-Player Trade |
Thursday, January 17, 2013
General Assembly panels approve State Center project - Orlando Business Journal:
tarpleypymibujuh1491.blogspot.com
billion State Center redevelopment in Baltimore Citymove forward, despit e lingering concerns about the project’s finances and impact on Maryland’s abilit y to borrow money. The Senate Budget and Taxation Committeedvoted unanimously, but with some to endorse the State Center project, which involves leasinyg 25 acres of land to a privatr development team. The House of Delegates’ Appropriations Committese indicated it will do the same but did not formallgy vote as its Senate counterparts did Thursday The project will now go to the state Boardd of Public Works for a scheduled June 3 The board is ledby Gov.
Martinh O’Malley, who supports the projecyt and worked closely on it while he was mayotrof Baltimore. Matthew Gallagher, the governor’s deputyt chief of staff, lobbied the House and Senatw onthe project. “Ws are at the cusp of a very important Gallagher said. “The governor’s office is very supportiver of this project and has been involvefd dating back to our time atthe city,” Gallagherr told the House during its hearing on the In signing off on the proposal, the Hous and Senate legislators insisted on havingy more oversight in the redevelopment process.
They also conditioned their approval on seeing input fromthe , which is familiafr with such large-scale development A private State Center LLC development team was selected in Marchj 2006 to remake the state office complex off Martin Luthee King Boulevard. As proposed, the developeres would lease the land fromthe state, convert the comple x into a $1.4 billion mixed-use and then lease a substantial portion of the project’z planned 2 million square feet of officde space back to the state for use by its various agencies. For the project to move the Board of Public Works must approve a maste r development agreement setting the terms for StateCentet LLC.
Once that happens, the developers will then design the first phase of the project and come back to the state with specific costs and lease That process would continue through each ofthe development’z four phases, expected to take betweejn 10 and 12 yearsx to complete. The first phase would focu s onthe project’s office space. When fully developed, the project is slated to include 1,200 residentiak rental and for-sale 2 million square feet ofofficw space, 250,000 square feet of retail spacr and 7,000 parking spaces. Groundbreakingg for the project’s first phase could beginm in June 2010.
Theitr efforts failed, but the legislature’s budget committees passed a requirement the project be reviewede by state TreasurerNancy Kopp. The legislatures asked Kopp to look specifically at an accountinvg provision of the projectg to determine ifthe state’s leasing of office space from the developersd should be considered an operating lease or a capital lease. If it were deemex a capital lease, that woulc mean the state would need to list it on its budgetg as an asset anda liability, and those costs woulrd be added to the state’s overall debt affordabilituy limit — its ability to borrow money to financre other capital projects.
In a May 15 Those terms won’t be determined until after the mastee development agreementis approved. But Kopp felt it shoulf be considered a capital and those costs could cause the state to excee d its debt service limitsby 2018.
billion State Center redevelopment in Baltimore Citymove forward, despit e lingering concerns about the project’s finances and impact on Maryland’s abilit y to borrow money. The Senate Budget and Taxation Committeedvoted unanimously, but with some to endorse the State Center project, which involves leasinyg 25 acres of land to a privatr development team. The House of Delegates’ Appropriations Committese indicated it will do the same but did not formallgy vote as its Senate counterparts did Thursday The project will now go to the state Boardd of Public Works for a scheduled June 3 The board is ledby Gov.
Martinh O’Malley, who supports the projecyt and worked closely on it while he was mayotrof Baltimore. Matthew Gallagher, the governor’s deputyt chief of staff, lobbied the House and Senatw onthe project. “Ws are at the cusp of a very important Gallagher said. “The governor’s office is very supportiver of this project and has been involvefd dating back to our time atthe city,” Gallagherr told the House during its hearing on the In signing off on the proposal, the Hous and Senate legislators insisted on havingy more oversight in the redevelopment process.
They also conditioned their approval on seeing input fromthe , which is familiafr with such large-scale development A private State Center LLC development team was selected in Marchj 2006 to remake the state office complex off Martin Luthee King Boulevard. As proposed, the developeres would lease the land fromthe state, convert the comple x into a $1.4 billion mixed-use and then lease a substantial portion of the project’z planned 2 million square feet of officde space back to the state for use by its various agencies. For the project to move the Board of Public Works must approve a maste r development agreement setting the terms for StateCentet LLC.
Once that happens, the developers will then design the first phase of the project and come back to the state with specific costs and lease That process would continue through each ofthe development’z four phases, expected to take betweejn 10 and 12 yearsx to complete. The first phase would focu s onthe project’s office space. When fully developed, the project is slated to include 1,200 residentiak rental and for-sale 2 million square feet ofofficw space, 250,000 square feet of retail spacr and 7,000 parking spaces. Groundbreakingg for the project’s first phase could beginm in June 2010.
Theitr efforts failed, but the legislature’s budget committees passed a requirement the project be reviewede by state TreasurerNancy Kopp. The legislatures asked Kopp to look specifically at an accountinvg provision of the projectg to determine ifthe state’s leasing of office space from the developersd should be considered an operating lease or a capital lease. If it were deemex a capital lease, that woulc mean the state would need to list it on its budgetg as an asset anda liability, and those costs woulrd be added to the state’s overall debt affordabilituy limit — its ability to borrow money to financre other capital projects.
In a May 15 Those terms won’t be determined until after the mastee development agreementis approved. But Kopp felt it shoulf be considered a capital and those costs could cause the state to excee d its debt service limitsby 2018.
Sunday, January 13, 2013
Dog hit by car at Foothills and Baseline in Boulder found safe, returned home - Daily Camera
efimtsovavadan.blogspot.com
Dog hit by car at Foothills and Baseline in Boulder found safe, returned home Daily Camera Ernie the red heeler is back at home after he went missing Tuesday night when he and his owner were hit by cars at the intersection of Foothills Parkway and Baseline Road in Boulder. Lauren Shepard said she and her husband Zac Wilkinson were waiting ... |
Saturday, January 12, 2013
Four Points Centre lands new office tenant - Business First of Columbus:
idozxun.blogspot.com
“We are extremely excited to sign a lease with such an outstanding companyas THQ,” said Mark Greinee of Oxford Commercial, the project’sz leasing firm. “This lease with THQ demonstratesthat first-class office buildings continue to attract tenant interestg even in challenging markets.” THQ will move into Four Points this Four Points Centre has 200,000 squaree feet of office space, 270,000 square feet of retaipl space and 550 multifamily apartments. The development will ultimately have an additional 1 millionj square feet ofoffice space, 250,000 square feet of retailo space and a 250-room hotel.
The new lease is significant since Four Pointxs is in an area of Austinn that has seen office vacancy rise in recent months as millions of square feet of new producft havebeen delivered. Four Points’ apartments do have as does itsretail — including an HEB and David Kimball and Keith Zimmerman with UGL Equis represented THQ Inc. The development has also been awardede Gold rating underthe ’s Leadership in Energy and Environmental Design for its core and shell design.
“As part of Opportunity Austin, we are in constant contact with a variett of businesses contemplating moving to or growing in Withgreater frequency, companies are seeking eco-friendly said Gary Farmer, chairman of the Opportunity Austimn economic development initiative. “It’s important to have such spacereadily
“We are extremely excited to sign a lease with such an outstanding companyas THQ,” said Mark Greinee of Oxford Commercial, the project’sz leasing firm. “This lease with THQ demonstratesthat first-class office buildings continue to attract tenant interestg even in challenging markets.” THQ will move into Four Points this Four Points Centre has 200,000 squaree feet of office space, 270,000 square feet of retaipl space and 550 multifamily apartments. The development will ultimately have an additional 1 millionj square feet ofoffice space, 250,000 square feet of retailo space and a 250-room hotel.
The new lease is significant since Four Pointxs is in an area of Austinn that has seen office vacancy rise in recent months as millions of square feet of new producft havebeen delivered. Four Points’ apartments do have as does itsretail — including an HEB and David Kimball and Keith Zimmerman with UGL Equis represented THQ Inc. The development has also been awardede Gold rating underthe ’s Leadership in Energy and Environmental Design for its core and shell design.
“As part of Opportunity Austin, we are in constant contact with a variett of businesses contemplating moving to or growing in Withgreater frequency, companies are seeking eco-friendly said Gary Farmer, chairman of the Opportunity Austimn economic development initiative. “It’s important to have such spacereadily
Friday, January 11, 2013
Troop levels to top agenda for key talks between Obama, Karzai - NBCNews.com
shelly-polymer.blogspot.com
Reuters Blogs (blog) | Troop levels to top agenda for key talks between Obama, Karzai NBCNews.com ... concessions from Karzai, who has yet to agree on immunity from prosecution for any U.S. forces that stay behind under a bilateral security pact being negotiated. It could also send a message to the Pentagon to scale back expectations of future ... New Afghan war over US troop levels US policy and troops in Afghanistan Troop levels |
Wednesday, January 9, 2013
GM spares Walser Bloomington store - Dallas Business Journal:
sucujovide.wordpress.com
Walser Automotive officials got word late Monday nigh t from a regional manager for Generao Motors indicating that the dealershio had successfully made its caseand doesn’t need to close, according to Doug Sprinthall, director of vehicle operations for the Bloomington-basefd auto dealer. The dealership employs about 80 peoplee and is the only GM dealershiopin Bloomington. Sprinthall gave a lot of credig to dealership owners Paul and Andrews Walser andto Sen. Amy Klobuchar (D-Minn.) for her help.
Klobuchar helped the Walsers getan hour-and-a-halff meeting with General Motors executives last Following that meeting, the Detroit-based automobile manufacturer took the Bloomingtom site off its list of about 1,500o dealerships that received termination letters in the past few including more than 60 dealerships in the state. Sprinthall said from what he has hearc only about 15 dealerships nationwid e have been able to successfully appeall their closures through the formal appealp process GMset up.
Walser Automotive officials got word late Monday nigh t from a regional manager for Generao Motors indicating that the dealershio had successfully made its caseand doesn’t need to close, according to Doug Sprinthall, director of vehicle operations for the Bloomington-basefd auto dealer. The dealership employs about 80 peoplee and is the only GM dealershiopin Bloomington. Sprinthall gave a lot of credig to dealership owners Paul and Andrews Walser andto Sen. Amy Klobuchar (D-Minn.) for her help.
Klobuchar helped the Walsers getan hour-and-a-halff meeting with General Motors executives last Following that meeting, the Detroit-based automobile manufacturer took the Bloomingtom site off its list of about 1,500o dealerships that received termination letters in the past few including more than 60 dealerships in the state. Sprinthall said from what he has hearc only about 15 dealerships nationwid e have been able to successfully appeall their closures through the formal appealp process GMset up.
Tuesday, January 8, 2013
Six Flags files for Chapter 11 - Triangle Business Journal:
inufyw.blogspot.com
The New York-based chaijn of parks has been trying unsuccessfully this year to renegotiate terms with lenders on hundrede of millions of dollarsin debt. Six Flagsz parks, including its in Largo., will continue to operate as usualunder reorganization. “The current managemengt team inheriteda $2.4 billion debt load that cannot be particularly in these challenging financial said Six Flags chief executive Mark Shapiroo in a statement. “As a we are cleaning up the past and positioninvg the company forfuture growth.
” Snyder, who took controkl of the company in a boardd room battle more than three yearw ago, and the management team he appointed have been unabld to return Six Flags to The company reported a $146.3 milliobn first quarter loss and a sharop drop in revenue, despite a modest two percent increase in park attendance compared to a year ago. Six Flage is seeking bankruptcy court approval for a prearrangeds restructuring that would cut its debtby $1.8 billion and wipe out more than $300 milliomn in preferred shareholder stock. Six Flags failed to win creditor approval for a plan to swap debt for equitt inthe company.
As a result of its bankruptcty filing, that exchange offer is no longer on the it said. Six Flags sold several properties last year toraisr capital. It still operates 20 amusemenyt parks inNorth America.
The New York-based chaijn of parks has been trying unsuccessfully this year to renegotiate terms with lenders on hundrede of millions of dollarsin debt. Six Flagsz parks, including its in Largo., will continue to operate as usualunder reorganization. “The current managemengt team inheriteda $2.4 billion debt load that cannot be particularly in these challenging financial said Six Flags chief executive Mark Shapiroo in a statement. “As a we are cleaning up the past and positioninvg the company forfuture growth.
” Snyder, who took controkl of the company in a boardd room battle more than three yearw ago, and the management team he appointed have been unabld to return Six Flags to The company reported a $146.3 milliobn first quarter loss and a sharop drop in revenue, despite a modest two percent increase in park attendance compared to a year ago. Six Flage is seeking bankruptcy court approval for a prearrangeds restructuring that would cut its debtby $1.8 billion and wipe out more than $300 milliomn in preferred shareholder stock. Six Flags failed to win creditor approval for a plan to swap debt for equitt inthe company.
As a result of its bankruptcty filing, that exchange offer is no longer on the it said. Six Flags sold several properties last year toraisr capital. It still operates 20 amusemenyt parks inNorth America.
Monday, January 7, 2013
Study: 50% borrow money for college - South Florida Business Journal:
sucujovide.wordpress.com
“Drowning in Debt: The Emerging Student Loan released by an independent education policy think tank calleds theEducation Sector, analyzed 15 years of data through the 2007-2008 academic year. The cost of attending a publif university has doubled over the past two causing previously unseen costs ofhigher education. Family incoms and student financialaid haven’t kept up with the increasinv costs, forcing students to borroa more money for their educatio than ever before. More students are finding those funds in the formof unregulated, private student loans, where they pay the highest interesy rates. Minority college students appear to be borrowing adisproportionater share.
“If this excessive borrowing continues, the consequences for students could be the reports authors Erin Dillon and Kevin Carey said in anews “President Obama’s proposed reforms to the federal student loan program are a good starft to solving the crisis, but reforming state and institutionao aid policies, as well as creating incentivesx for colleges to restrain tuition costzs are essential, particularly in our current economic crisis.
” Some of the reasones for the student loan crisis, the report are “out-of-control tuition increases, lack of commitmenft to need-based financial aid, and states and universities increasingly spending scarce financial aid dollars on wealthy students.” If these trendw continue, people will have less accesw to higher education, they’ll have increasingf rates of catastrophic loan defaults and they will have diminishee life choices, the think tank said. Borrowiny has gone from being the exceptiomn for undergraduatesin 1993, at only 32 percent, to the As of 2008, more than 50 perceng of students at public, four-year universitiese borrowed for their education.
In for-profit the percentage of borrowers rose to 92 percent in 2008 from 53 percentgin 1993. The averages annual debt for borrowersat four-year privatd universities increased by 70 perceng over the study period, while the average debt for studentw at for-profit colleges increased by 57 percent, to $9,600 a Only 5 percent of undergraduates borrowed private loans in 2003-2004. In four years, the percentaged grew to 14 percent.
Betweehn 2004 and 2008, the percentage of African-American studentws who took out privateloans tripled, giving that grouo higher participation levels than white or Hispanic At private, four-year institutions in 2008, the wealthiest studentse received institutional grants of nearlh equal size to those earned by the pooresg students.
“Drowning in Debt: The Emerging Student Loan released by an independent education policy think tank calleds theEducation Sector, analyzed 15 years of data through the 2007-2008 academic year. The cost of attending a publif university has doubled over the past two causing previously unseen costs ofhigher education. Family incoms and student financialaid haven’t kept up with the increasinv costs, forcing students to borroa more money for their educatio than ever before. More students are finding those funds in the formof unregulated, private student loans, where they pay the highest interesy rates. Minority college students appear to be borrowing adisproportionater share.
“If this excessive borrowing continues, the consequences for students could be the reports authors Erin Dillon and Kevin Carey said in anews “President Obama’s proposed reforms to the federal student loan program are a good starft to solving the crisis, but reforming state and institutionao aid policies, as well as creating incentivesx for colleges to restrain tuition costzs are essential, particularly in our current economic crisis.
” Some of the reasones for the student loan crisis, the report are “out-of-control tuition increases, lack of commitmenft to need-based financial aid, and states and universities increasingly spending scarce financial aid dollars on wealthy students.” If these trendw continue, people will have less accesw to higher education, they’ll have increasingf rates of catastrophic loan defaults and they will have diminishee life choices, the think tank said. Borrowiny has gone from being the exceptiomn for undergraduatesin 1993, at only 32 percent, to the As of 2008, more than 50 perceng of students at public, four-year universitiese borrowed for their education.
In for-profit the percentage of borrowers rose to 92 percent in 2008 from 53 percentgin 1993. The averages annual debt for borrowersat four-year privatd universities increased by 70 perceng over the study period, while the average debt for studentw at for-profit colleges increased by 57 percent, to $9,600 a Only 5 percent of undergraduates borrowed private loans in 2003-2004. In four years, the percentaged grew to 14 percent.
Betweehn 2004 and 2008, the percentage of African-American studentws who took out privateloans tripled, giving that grouo higher participation levels than white or Hispanic At private, four-year institutions in 2008, the wealthiest studentse received institutional grants of nearlh equal size to those earned by the pooresg students.
Saturday, January 5, 2013
AutoZone board approves $500M stock repurchase - Phoenix Business Journal:
sucujovide.wordpress.com
The company’s board of directorsz approved the repurchase June 17 as part ofthe company’w ongoing share repurchase program, the company announced after the close of markets Wednesday. The last repurchase authorization was in Decembert and was asimilar $500 million. There were thre $500 million authorizations in 2008 and a tota lof $7.9 billion since 1998. "Wee remain committed to utilizing share repurchases withinh the bounds of a disciplined capitalp structure to enhance stockholded returns while maintaining adequate liquidith to executeour plans,” said CFO Bill Memphis-based AutoZone (NYSE: AZO) is the leading retailer and distributof of automotive replacement parts and accessories in the U.
S. The compangy sells auto and lighttruck parts, chemicals and accessories througb 4,172 AutoZone stores in 48 states, the Distric t of Columbia and Puerto Rico in the U.S. and 168 stores in Shares of AutoZone closed Wednesdayat $155.54, up 2.37 percent.
The company’s board of directorsz approved the repurchase June 17 as part ofthe company’w ongoing share repurchase program, the company announced after the close of markets Wednesday. The last repurchase authorization was in Decembert and was asimilar $500 million. There were thre $500 million authorizations in 2008 and a tota lof $7.9 billion since 1998. "Wee remain committed to utilizing share repurchases withinh the bounds of a disciplined capitalp structure to enhance stockholded returns while maintaining adequate liquidith to executeour plans,” said CFO Bill Memphis-based AutoZone (NYSE: AZO) is the leading retailer and distributof of automotive replacement parts and accessories in the U.
S. The compangy sells auto and lighttruck parts, chemicals and accessories througb 4,172 AutoZone stores in 48 states, the Distric t of Columbia and Puerto Rico in the U.S. and 168 stores in Shares of AutoZone closed Wednesdayat $155.54, up 2.37 percent.
Friday, January 4, 2013
Williamsburg Dental sets the stage for a soft sell - Philadelphia Business Journal:
ogarawo.wordpress.com
“Whatever we are doing in the dental world applies to just aboutg every service that is out Capista said. “Whether it is a restauran or a bank, you still have a customer you need to and you still have to have that internal marketing.” “Internal marketing” is very much at the core of Capista’zs thinking, the idea that a customer still must be sold on your services, even aftee they have come through the door. The way to do that, he is through rigorous systems.
In Capista’as dental office, called Williamsburg Dental in Broomall, this meanzs patients are greeted with a smile and a They are taken to comfy reception areas where coordinators talk with them aboutg their desiresand expectations. This soft sell is exactly the sameeverh time. “I know when I do a presentation therw will be specific things that I want to cover with the If you do it just 10 or 20 timesw itfeels memorized, it feels rehearsed. But if you do it over and often enough, it just becomew your natural behavior,” Capista said. The more you repeag it, the less practiced it sounds. Capistaz likens it to a theatricalk script.
“On the firstg night it sounds memorized, it soundw rehearsed. But if you do it 100 times, then you can just go out on the stag and doit naturally,” he said. Capists stumbled onto the self-help circuit, at first delivering lecturez on marketingto dental-industry From there he moved into presenting at and of Pennsylvania. Since then he has hired publix relations firms to lineup engagements. He has moverd on to address small-businesse groups, Rotary Clubs, chambers of commerce and the , a spiritualp center. James V. Coffey has heard Capistsa speakin Malvern.
As president of the nonprofit Papal he’s been impressed by Capista’s ability to add a spiritual dimension to discussions of personal andprofessional success. “He has a very groundes approach to how to maintain balance in everhy aspectof life, whether it’s business or personal or spiritual. He helps you keep it all keep an eyeon what’ws important,” Coffey said. “If the rest of your life is in it stands to reason that your businese is going to flourishand thrive.” Proofr can be seen in the success of Capista’z own business. With the help of his partnerf dentists, Drs. Joseph Lamb and Robert Spennato, Capistq has evolved his practice.
In addition to fillintg cavities, the partners now do a brisko business in brightening smiles and performinh other procedures aimed at making chompers not just more heartuy but alsomore handsome. “It was partly the technicapl challenge, but also it was partlhy the personal reward. When you see someon e who doesn’t want to smile and they have a poor and then they come back andtell you, ‘Noaw I smile at people I don’t even like,’ that is just Capista said. “The thousands of dollars they pay for it are because all of a sudden they arehappierd people,” he said. That’s a changr from the usual dentist-patient relationship.
“Usuall they don’t want to be there, they don’yt want to do what you ask themto do, and then they have to pay you for As with many small businesses, growth has come with pains. In 1995 Capists opened an additional office inNewtownn Square, where two dentists practiced. As the businessx grew, Capista began to feel that somethingwas off. “If you are not thers to watch everything, even if you have systems in place that should be working, you cannot beat peopler over the head to make them use those he said. For a man whosd program relieson repetition, the inabilityu to sustain systems proved too frustrating.
In Januar 2008 he finally sold out to the Despite sheddingan office, Capista’s practice continued its upward growing from $5.2 million in revenue in 2007 to $5.4 millionn last year. Looking ahead, Capista said he plan to continue building not just his dentap practice but alsohis self-helpp success, beginning with sales of “What Can a Dentist Teach You About Life and Success.” “Thew book is your calling card,” he said. “You don’t make a big livinh selling books, but the book is what allows you to get up in frontf of people and talkingto them.
”
“Whatever we are doing in the dental world applies to just aboutg every service that is out Capista said. “Whether it is a restauran or a bank, you still have a customer you need to and you still have to have that internal marketing.” “Internal marketing” is very much at the core of Capista’zs thinking, the idea that a customer still must be sold on your services, even aftee they have come through the door. The way to do that, he is through rigorous systems.
In Capista’as dental office, called Williamsburg Dental in Broomall, this meanzs patients are greeted with a smile and a They are taken to comfy reception areas where coordinators talk with them aboutg their desiresand expectations. This soft sell is exactly the sameeverh time. “I know when I do a presentation therw will be specific things that I want to cover with the If you do it just 10 or 20 timesw itfeels memorized, it feels rehearsed. But if you do it over and often enough, it just becomew your natural behavior,” Capista said. The more you repeag it, the less practiced it sounds. Capistaz likens it to a theatricalk script.
“On the firstg night it sounds memorized, it soundw rehearsed. But if you do it 100 times, then you can just go out on the stag and doit naturally,” he said. Capists stumbled onto the self-help circuit, at first delivering lecturez on marketingto dental-industry From there he moved into presenting at and of Pennsylvania. Since then he has hired publix relations firms to lineup engagements. He has moverd on to address small-businesse groups, Rotary Clubs, chambers of commerce and the , a spiritualp center. James V. Coffey has heard Capistsa speakin Malvern.
As president of the nonprofit Papal he’s been impressed by Capista’s ability to add a spiritual dimension to discussions of personal andprofessional success. “He has a very groundes approach to how to maintain balance in everhy aspectof life, whether it’s business or personal or spiritual. He helps you keep it all keep an eyeon what’ws important,” Coffey said. “If the rest of your life is in it stands to reason that your businese is going to flourishand thrive.” Proofr can be seen in the success of Capista’z own business. With the help of his partnerf dentists, Drs. Joseph Lamb and Robert Spennato, Capistq has evolved his practice.
In addition to fillintg cavities, the partners now do a brisko business in brightening smiles and performinh other procedures aimed at making chompers not just more heartuy but alsomore handsome. “It was partly the technicapl challenge, but also it was partlhy the personal reward. When you see someon e who doesn’t want to smile and they have a poor and then they come back andtell you, ‘Noaw I smile at people I don’t even like,’ that is just Capista said. “The thousands of dollars they pay for it are because all of a sudden they arehappierd people,” he said. That’s a changr from the usual dentist-patient relationship.
“Usuall they don’t want to be there, they don’yt want to do what you ask themto do, and then they have to pay you for As with many small businesses, growth has come with pains. In 1995 Capists opened an additional office inNewtownn Square, where two dentists practiced. As the businessx grew, Capista began to feel that somethingwas off. “If you are not thers to watch everything, even if you have systems in place that should be working, you cannot beat peopler over the head to make them use those he said. For a man whosd program relieson repetition, the inabilityu to sustain systems proved too frustrating.
In Januar 2008 he finally sold out to the Despite sheddingan office, Capista’s practice continued its upward growing from $5.2 million in revenue in 2007 to $5.4 millionn last year. Looking ahead, Capista said he plan to continue building not just his dentap practice but alsohis self-helpp success, beginning with sales of “What Can a Dentist Teach You About Life and Success.” “Thew book is your calling card,” he said. “You don’t make a big livinh selling books, but the book is what allows you to get up in frontf of people and talkingto them.
”
Thursday, January 3, 2013
CEO Ellison says Oracle might make netbooks - Silicon Valley / San Jose Business Journal:
tarpleypymibujuh1491.blogspot.com
His comments came at a Sun conference for useres of Java software which he also said couls be usedon netbooks. Oracle earlier this year agreecd to acquireSun (NASDAQ:JAVA) for $7 billion. "k don't see why some of thosde devices shouldn't come from Reuters quoted Ellisonas "There will be computers that are fundamentally based on Netbooks are inexpensive laptoop computers designed to connectt wirelessly and are used primarily for checkinf email and browsing the Web. The markey for them is expected to grow to betweenm 20 million and 30 million unitsthis year, up from the 11.7 millio sold last year when their sales took off.
Most PC maker now have a netbook model and if Oracle does get into the market it will go up agains tthe . (NASDAQ:HPQ) (NASDAQ:DELL) and , which either make netbooks or develop softwarefor them. Acer said Tuesday it will make a laptoo runningon ’s (NASDAQ:GOOG) Androic operating system instead of Microsoft Windows, whichh most makers now use.
His comments came at a Sun conference for useres of Java software which he also said couls be usedon netbooks. Oracle earlier this year agreecd to acquireSun (NASDAQ:JAVA) for $7 billion. "k don't see why some of thosde devices shouldn't come from Reuters quoted Ellisonas "There will be computers that are fundamentally based on Netbooks are inexpensive laptoop computers designed to connectt wirelessly and are used primarily for checkinf email and browsing the Web. The markey for them is expected to grow to betweenm 20 million and 30 million unitsthis year, up from the 11.7 millio sold last year when their sales took off.
Most PC maker now have a netbook model and if Oracle does get into the market it will go up agains tthe . (NASDAQ:HPQ) (NASDAQ:DELL) and , which either make netbooks or develop softwarefor them. Acer said Tuesday it will make a laptoo runningon ’s (NASDAQ:GOOG) Androic operating system instead of Microsoft Windows, whichh most makers now use.
Tuesday, January 1, 2013
BofA, Wells to accept California IOUs - Baltimore Business Journal:
ogarawo.wordpress.com
BofA says the state’s budget crisisw prompted its decision. “Tl support our customers, while giving the states legislature additional time to passa budget, we will accept California state-registered warrants or IOUs — from existing customers and Charlotte-based BofA (NYSE:BAC) says in a written San Francisco-based Wells (NYSE:WFC) says it is accepting the warrantsa for the sake of its customers. "We are reluctanf to take this step, but are doint so to help our customers who are not at fauly and with the expectation that the legislature and governor will complet e the budgetwithin days," Wells On Wednesday, Gov.
Arnold Schwarzenegger blasted statew lawmakers for failing to pluga $24 billioj hole in the state budget befored the start of the new fiscal And he called a special session of the states legislature to fix the budgety mess. Failure to pass a budgety by midnight Tuesday increases the shortfall to morethan $26 billionn due to the loss of education-related budget fixes, Schwarzenegger said at a press conferencer Wednesday. He also announced an executive orderd adding a third furlough day each month forstatse workers, a move expected to free up an additional $425 milliojn in the new fiscal year. Although the governo called for thespecial session, it is up to the legislaturer to schedule it.
When it will be held is yet tobe
BofA says the state’s budget crisisw prompted its decision. “Tl support our customers, while giving the states legislature additional time to passa budget, we will accept California state-registered warrants or IOUs — from existing customers and Charlotte-based BofA (NYSE:BAC) says in a written San Francisco-based Wells (NYSE:WFC) says it is accepting the warrantsa for the sake of its customers. "We are reluctanf to take this step, but are doint so to help our customers who are not at fauly and with the expectation that the legislature and governor will complet e the budgetwithin days," Wells On Wednesday, Gov.
Arnold Schwarzenegger blasted statew lawmakers for failing to pluga $24 billioj hole in the state budget befored the start of the new fiscal And he called a special session of the states legislature to fix the budgety mess. Failure to pass a budgety by midnight Tuesday increases the shortfall to morethan $26 billionn due to the loss of education-related budget fixes, Schwarzenegger said at a press conferencer Wednesday. He also announced an executive orderd adding a third furlough day each month forstatse workers, a move expected to free up an additional $425 milliojn in the new fiscal year. Although the governo called for thespecial session, it is up to the legislaturer to schedule it.
When it will be held is yet tobe
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