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.
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