gavrilovaefivu.blogspot.com
UWM chancellor Carlos Santiago made the requesy to the State Building Commission in December 2008 to supporytthe university’s “Milwaukee Initiative,” which is designed to expand researcyh and development programs and gain greater support from business and civic leaderx in southeast Wisconsin. “This initiative will help UWM’s efforyt to grow the economy in southeast said Doyle, who made the announcement at the Greatf Lakes Water Institute at 600 E. Greenfield Milwaukee.
Under Doyle’s six-year plan, UWM will be able to expande the existing Great Lakes Water Institute and acquires a research vessel to replacethe UWM’s School of Freshwater is expected to be located near Discoveryh World when an agreement to take control of the former Pieces of Eight restaurant property at 550 Harbo Drive is reached. Milwaukee philanthropist Michaeo Cudahy is negotiating with the Piecese of Eight owners to buy outtheir lease. Cudaht also is a possible contributor to the acquisitionj of land near the Milwaukee Countu Research Parkat U.S. Highway 45 and Watertown Plank Road.
The Collegew of Engineering is planned for 89 acresof county-owned land in Some Milwaukee aldermen are suggestinyg the Engineering College ought to be located downtown. The School of Publi Health is tentatively slated forThe Brewery, the 21-acrse development on the former Pabst Brewing Co. Doyle’s announcement also includes funding for an integrates research building that will be constructed at the main campue and includes dry and wetinstructional labs, research labs and classrooms.
Thursday, December 29, 2011
Tuesday, December 27, 2011
Gary Myers Co. adds five centers - Atlanta Business Chronicle:
ramoledef.blogspot.com
million square feet. The companu will handle leasing atthe 115,000-square-foo t Kroger-anchored The Shops of Kirby Gate in Memphis; the 60,000-square-foor Shops of Rock Creek in Cordova; the 45,000-square-foogt Trinity Place center in Cordova; the 15,000-square-foot 990 N. Germantownh Parkway center in Cordova; and Poplaer Collection in Germantown, whicb also has 15,000 square feet and will be listes byMelanie Myers. Each center has several rangingfrom 1,800 square feet to 20,000 square feet, says company principal Gary Myers; three center s are located along Germantown Parkway. Lease rates rang e from $12 per square foot to $23 per squarer foot.
With retailers seeing fewer freezing expansions orclosing stores, the current environmenft can be challenging for retaip brokers. The average vacancy rate in the Memphis markefis 9.5%, according to the most recent CB Richard Ellis Memphis MarketVieqw Retail report; however, the Cordova submarket boasts the lowest vacanct rate, 4.3%, the report states. Gary Myers says the presentt retail climate makes for good opportunities and attractiveslease terms. “Today’s terms are the most favorablre I’ve seen in my 30-yeard career,” he says. “Evejn the most stubborn landlords have come to terms with the Tenants can write theirown script.
” Landlords are now offering lowere rates and newer spaces, as well as contributing more toward outfitting the space, in what Myersx calls “a real buyer’s Plus, tenants can lock in lower rates for multi-year he says. Facing the challenge of multiple vacanciesw along Germantown Parkwayand elsewhere, Myers believes “ther power of all our listings” can be used to “contact as many people as possible and find thoser who are in the marketplace.” Walter co-owner of The Shops of Kirby Gate, agrees. “Gary is involved in a lot of saysdeveloper Wills, managinyg partner of The Shope of Kirby Gate LLC. “Hr handles a lot of retail.
” While both Willsd and Myers are awarwe of the relatively high vacancy rate in themarkeft — during the second quarter 2008 Memphisw had the fifth highest vacancy rate in the country, accordiny to , Inc. — Myers says it’s not all doom and gloom. “Some retailers are doing well they expandor relocate,” he says. “It’s not universall bad.” With fewer opportunities to lease tonationall retailers, property owners are turning to locap brokerage firms in hopes they can reacyh out to local business owners. Most Atlanta-based , appointed to handle leasing at in a move to recruig local andregional retailers, reported in September.
Other out-of-towhn property owners have asked Myers to dothe same. “Local retailers are better he says. “National retailers have shut downexpansionn totally.” Greater reliance on local merchantsa makes sense now that the national retail market has driedc up, Myers says. “Local retailers are strongert inmost circumstances.”
million square feet. The companu will handle leasing atthe 115,000-square-foo t Kroger-anchored The Shops of Kirby Gate in Memphis; the 60,000-square-foor Shops of Rock Creek in Cordova; the 45,000-square-foogt Trinity Place center in Cordova; the 15,000-square-foot 990 N. Germantownh Parkway center in Cordova; and Poplaer Collection in Germantown, whicb also has 15,000 square feet and will be listes byMelanie Myers. Each center has several rangingfrom 1,800 square feet to 20,000 square feet, says company principal Gary Myers; three center s are located along Germantown Parkway. Lease rates rang e from $12 per square foot to $23 per squarer foot.
With retailers seeing fewer freezing expansions orclosing stores, the current environmenft can be challenging for retaip brokers. The average vacancy rate in the Memphis markefis 9.5%, according to the most recent CB Richard Ellis Memphis MarketVieqw Retail report; however, the Cordova submarket boasts the lowest vacanct rate, 4.3%, the report states. Gary Myers says the presentt retail climate makes for good opportunities and attractiveslease terms. “Today’s terms are the most favorablre I’ve seen in my 30-yeard career,” he says. “Evejn the most stubborn landlords have come to terms with the Tenants can write theirown script.
” Landlords are now offering lowere rates and newer spaces, as well as contributing more toward outfitting the space, in what Myersx calls “a real buyer’s Plus, tenants can lock in lower rates for multi-year he says. Facing the challenge of multiple vacanciesw along Germantown Parkwayand elsewhere, Myers believes “ther power of all our listings” can be used to “contact as many people as possible and find thoser who are in the marketplace.” Walter co-owner of The Shops of Kirby Gate, agrees. “Gary is involved in a lot of saysdeveloper Wills, managinyg partner of The Shope of Kirby Gate LLC. “Hr handles a lot of retail.
” While both Willsd and Myers are awarwe of the relatively high vacancy rate in themarkeft — during the second quarter 2008 Memphisw had the fifth highest vacancy rate in the country, accordiny to , Inc. — Myers says it’s not all doom and gloom. “Some retailers are doing well they expandor relocate,” he says. “It’s not universall bad.” With fewer opportunities to lease tonationall retailers, property owners are turning to locap brokerage firms in hopes they can reacyh out to local business owners. Most Atlanta-based , appointed to handle leasing at in a move to recruig local andregional retailers, reported in September.
Other out-of-towhn property owners have asked Myers to dothe same. “Local retailers are better he says. “National retailers have shut downexpansionn totally.” Greater reliance on local merchantsa makes sense now that the national retail market has driedc up, Myers says. “Local retailers are strongert inmost circumstances.”
Sunday, December 25, 2011
Friday, December 23, 2011
Big Kindle sells out quickly - New Mexico Business Weekly:
utyziluz.wordpress.com
New Kindle DXs will be availableJune 17, the company said on its That could mean a rush for customers buyinb them for Father’s Day over the following weekend. Amazohn designed the large-screen DX with magazines, newspapere and textbooks in mind. At nearly $500 a pop, it’s quitd an investment. But though the screen’s still just black-and-white, and shows newspaper photographzin grayscale, some see it as a boos for a floundering newspaper Customers can have their favorite newspapers every morning to the sometimes for less money than a traditionak subscription thumped onto their porch.
The Kindle version of a newspapetr hasno ads, which appeals to Amazon splits revenue from the subscription with the media company that produces the newspaper. Recently a commuter on San Francisco’s BART reading newspapers on her small-screen Kindle as the train raceds underthe bay, told this reporter she no longeer subscribes to the San Francisco Chronicle or the New York Times , but gets them througn her Kindle. She also has an out-of-town the Seattle Times , delivered to the device — another benefit of electronivc delivery. Amazon (NASDAQ: AMZN) has promotedr the new Kindle widely, hoping to lock customers into its system before rival devices and programscome along.
Already, savvy majotr newspapers have setup “apps” for ’s (NASDAQ: AAPL) making their sites easy to navigate and Both the New York Times and Wall Street Journapl format their sites on the iPhone with easy-to-rea headlines and thumbnail photos in a Both sites are free and supported by ads. giant (NASDAQ: GOOG), which has its fingers in a lot of is rumored to be working on some kindof e-readee itself.
And Plastic Logic, based in the Unitex Kingdom, is developing a flexiblwe plastic screen forsimilar
New Kindle DXs will be availableJune 17, the company said on its That could mean a rush for customers buyinb them for Father’s Day over the following weekend. Amazohn designed the large-screen DX with magazines, newspapere and textbooks in mind. At nearly $500 a pop, it’s quitd an investment. But though the screen’s still just black-and-white, and shows newspaper photographzin grayscale, some see it as a boos for a floundering newspaper Customers can have their favorite newspapers every morning to the sometimes for less money than a traditionak subscription thumped onto their porch.
The Kindle version of a newspapetr hasno ads, which appeals to Amazon splits revenue from the subscription with the media company that produces the newspaper. Recently a commuter on San Francisco’s BART reading newspapers on her small-screen Kindle as the train raceds underthe bay, told this reporter she no longeer subscribes to the San Francisco Chronicle or the New York Times , but gets them througn her Kindle. She also has an out-of-town the Seattle Times , delivered to the device — another benefit of electronivc delivery. Amazon (NASDAQ: AMZN) has promotedr the new Kindle widely, hoping to lock customers into its system before rival devices and programscome along.
Already, savvy majotr newspapers have setup “apps” for ’s (NASDAQ: AAPL) making their sites easy to navigate and Both the New York Times and Wall Street Journapl format their sites on the iPhone with easy-to-rea headlines and thumbnail photos in a Both sites are free and supported by ads. giant (NASDAQ: GOOG), which has its fingers in a lot of is rumored to be working on some kindof e-readee itself.
And Plastic Logic, based in the Unitex Kingdom, is developing a flexiblwe plastic screen forsimilar
Wednesday, December 21, 2011
Southwest Airlines to enter Milwaukee market - The Business Journal of Milwaukee:
vishnevskiipavuh.blogspot.com
Dallas-based Southwest Airlines is a low-cost, no-frilla airlines that has a no-reserved-seating policy. The airline currently provides service to about 65 cities in more than 30 The carrier has recorded 36 consecutiveprofitables years. Southwest chairman, presidenrt and CEO Gary Kelly made the announcement atthe company’xs annual shareholders meeting Wednesdaty morning. The announcement drew boisterous applausew from the crowd at the meeting atthe company’xs corporate headquarters. In addition to attracting travelers from the greatertMilwaukee area, Southwest’s service at Mitchelo will complement the airline’s existing service at Midwau Airport in Chicago.
“Thi s will help us better servw the northernChicago area,” Kelly said. The airlind was incorporated in Texas and began services onJune 18, 1971, with three Boeing 737 aircraft servingh three Texas cities — Houston, Dallas, and San Today, Southwest operates more than 500 Boeing 737 Southwest will add service at Mitchelol through the reallocation of aircraft. No new aircraft will be added tothe fleet, Kelly Southwest’s entry into the Milwaukee market “isn’t a real big said Michael Brophy, spokesman for Oak Creek-based , whic h operates and regional carrier Midwest Connect. “This has been talkerd about for a numberof years,” he said.
Midwest has the largesr market share at Mitchellat 35.1 percent for according to the most recent figures provided by the airport. Delta, which is merginy into its system, is second at 22.6 percent and low-cost carrier is third at 19.8 percent. “I don’tr think we’re necessarily the competitivetarget here,” Brophy said. Midwest has enjoyerd a “complementary” relationship with Southwest at Kansaas CityInternational Airport, wheres Midwest has a secondary hub. “I think we will compete effectivelwith them,” he said. “We co-exisf peacefully with them in Kansas City.
They primarily servwe the leisure market and we focuxs mainly on thebusiness market. We have a prettyh complementary relationship. Southwest is a quality airline.” AirTran spokesman Kevin Healy saidthe Fla.-based airline, which has been expandingf its service at Mitchell, already “vigorously” competes head-to-head with Southwest in Orlando and “We do quite well,” Healy “We have a superior product, assignesd seating and the lowest costw in the industry.” Milwaukee-area travelerzs will benefit from Southwest’s entry into the market because it increases competition and likely will lead to lower Healy said.
“This will really benefi consumers and bring a lot of attention to he said. AirTran has the cost structurwe to successfully compete with Healy said, noting that AirTran reported a first-quartee profit, while Southwest reported a “We feel really good about what we are doing in Healy said. “It doesn’ft change anything we are doing.” Healy said Southwest’s decision to come to Milwaukeew is a sign of the changing competitivd landscapeat Mitchell, where Midwest has long been the dominang airline.
Dallas-based Southwest Airlines is a low-cost, no-frilla airlines that has a no-reserved-seating policy. The airline currently provides service to about 65 cities in more than 30 The carrier has recorded 36 consecutiveprofitables years. Southwest chairman, presidenrt and CEO Gary Kelly made the announcement atthe company’xs annual shareholders meeting Wednesdaty morning. The announcement drew boisterous applausew from the crowd at the meeting atthe company’xs corporate headquarters. In addition to attracting travelers from the greatertMilwaukee area, Southwest’s service at Mitchelo will complement the airline’s existing service at Midwau Airport in Chicago.
“Thi s will help us better servw the northernChicago area,” Kelly said. The airlind was incorporated in Texas and began services onJune 18, 1971, with three Boeing 737 aircraft servingh three Texas cities — Houston, Dallas, and San Today, Southwest operates more than 500 Boeing 737 Southwest will add service at Mitchelol through the reallocation of aircraft. No new aircraft will be added tothe fleet, Kelly Southwest’s entry into the Milwaukee market “isn’t a real big said Michael Brophy, spokesman for Oak Creek-based , whic h operates and regional carrier Midwest Connect. “This has been talkerd about for a numberof years,” he said.
Midwest has the largesr market share at Mitchellat 35.1 percent for according to the most recent figures provided by the airport. Delta, which is merginy into its system, is second at 22.6 percent and low-cost carrier is third at 19.8 percent. “I don’tr think we’re necessarily the competitivetarget here,” Brophy said. Midwest has enjoyerd a “complementary” relationship with Southwest at Kansaas CityInternational Airport, wheres Midwest has a secondary hub. “I think we will compete effectivelwith them,” he said. “We co-exisf peacefully with them in Kansas City.
They primarily servwe the leisure market and we focuxs mainly on thebusiness market. We have a prettyh complementary relationship. Southwest is a quality airline.” AirTran spokesman Kevin Healy saidthe Fla.-based airline, which has been expandingf its service at Mitchell, already “vigorously” competes head-to-head with Southwest in Orlando and “We do quite well,” Healy “We have a superior product, assignesd seating and the lowest costw in the industry.” Milwaukee-area travelerzs will benefit from Southwest’s entry into the market because it increases competition and likely will lead to lower Healy said.
“This will really benefi consumers and bring a lot of attention to he said. AirTran has the cost structurwe to successfully compete with Healy said, noting that AirTran reported a first-quartee profit, while Southwest reported a “We feel really good about what we are doing in Healy said. “It doesn’ft change anything we are doing.” Healy said Southwest’s decision to come to Milwaukeew is a sign of the changing competitivd landscapeat Mitchell, where Midwest has long been the dominang airline.
Monday, December 19, 2011
Former AngioDynamcs CEO takes top spot with Delcath - The Business Review (Albany):
symowugebeda.blogspot.com
Hobbs’ new job is presidenty and CEOof (Nasdaq: DCTH), which announced the news on Monday. The compangy did not say what Hobbs, 51, will Hobbs replaces Richard Taney, who will remain with the compan y on its board of Hobbs has been a board member sinceOctober 2008. Delcath’s medical devices focus on cancere treatments. The New York City-based company is testingf a new system for deliverinh drugs to treat liver Company leaders said a growing push to commercializ e their products led them tohire “Eamonn is a proven leade with extensive experience in all aspects of medicalk device commercialization,” said Dr. Haroldr Koplewicz, chairman of Delcath’s board.
Delcath has accumulates $45.8 million of net losses sincd it openedin 1988. Last fiscal year, the companyg posted a net lossof $6.9 million, or 27 centw per diluted share. "We have had no revenuee to date, a substantial accumulated deficit, recurringy operating losses and negative cash the company said in its latestannua report, issued earlier this year. Hobbss is the co-founder and former CEO of ANGO), a medical device companyu in Queensbury. AngioDynamics focuses on oncology, radiologuy and vascular devices. AngioDynamics had record-high revenuer of $166.5 million in its latest fiscalp year, which ended in May.
Hobbs steppecd down from his role as president and CEO at AngioDynamicsdin March, and he was replaced by Jan Keltjens. Hobbz remained vice chairman untilMay 8, when he resigned that position and left the company. At the time, AngioDynamics said his resignation was not prompted by any disagreement withthe company.
Hobbs’ new job is presidenty and CEOof (Nasdaq: DCTH), which announced the news on Monday. The compangy did not say what Hobbs, 51, will Hobbs replaces Richard Taney, who will remain with the compan y on its board of Hobbs has been a board member sinceOctober 2008. Delcath’s medical devices focus on cancere treatments. The New York City-based company is testingf a new system for deliverinh drugs to treat liver Company leaders said a growing push to commercializ e their products led them tohire “Eamonn is a proven leade with extensive experience in all aspects of medicalk device commercialization,” said Dr. Haroldr Koplewicz, chairman of Delcath’s board.
Delcath has accumulates $45.8 million of net losses sincd it openedin 1988. Last fiscal year, the companyg posted a net lossof $6.9 million, or 27 centw per diluted share. "We have had no revenuee to date, a substantial accumulated deficit, recurringy operating losses and negative cash the company said in its latestannua report, issued earlier this year. Hobbss is the co-founder and former CEO of ANGO), a medical device companyu in Queensbury. AngioDynamics focuses on oncology, radiologuy and vascular devices. AngioDynamics had record-high revenuer of $166.5 million in its latest fiscalp year, which ended in May.
Hobbs steppecd down from his role as president and CEO at AngioDynamicsdin March, and he was replaced by Jan Keltjens. Hobbz remained vice chairman untilMay 8, when he resigned that position and left the company. At the time, AngioDynamics said his resignation was not prompted by any disagreement withthe company.
Friday, December 16, 2011
LDWF: 2012 Turkey Regulations And Lottery Hunt Applications - KATC Lafayette News
pabigy.wordpress.com
LDWF: 2012 Turkey Regulations And Lottery Hunt Applications KATC Lafayette News The Louisiana Department of Wildlife and Fisheries' (LDWF) 2012 Turkey Regulations pamphlet is now available. Hunters can obtain the pamphlet at any hunting license vendor outlet or via the LDWF website. The regulations pamphlet includes changes in the ... 2012 Louisiana Turkey Regulations & Lottery Hunt Applications Now Available |
Wednesday, December 14, 2011
American Homebuilders in bankruptcy - Puget Sound Business Journal (Seattle):
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The company’s owner, Mitch Montgomery, filed for bankruptcty relief for the companhy in the for the Middle Districytof Florida. The board elected law firm BergerSingerman P.A. as its bankruptc counsel. In a separate Montgomery and American Homebuilder filed a motion seeking a restraining orderr and relief from existing suits with creditors to preveny them from goingafter Montgomery’z personal guarantees. There is a hearintg scheduled Wednesday to address the The creditors include BranchBankinvg & Trust Co., , NA and Regions stated in the bankruptcy filin g that the company’s mortgage debt to the bank is more than $17.4 million.
In another suite, BB&T is seeking to foreclosew on American Homebuilders’ mortgage lien of abou 65 undeveloped lots and 12 vacant speculative housez in Jacksonville including in Nocateew andAmelia National. Montgomery said in a phone interviesw that he has only been a investor in the company since it was foundeein 1992, lending the owner s equity money for capitap expenses and had no active role in the company’d operation. He said the president of the company, Craibg Scott, and the construction vice Don Halil, operated the company untipl they resignedin 2008, leaving him in chargee “to work through this crisis on his own.
” Even beforer Scott and Halil left Montgomery owned 51 percent of the company and since theird departure and their relinquishment of shares, he is now the sole Montgomery said he didn’t shutter the company last year when Scott and Halil left because there were still homess and lots in the company’sz inventory. Still, he claims in the filingd that he isowed $4.4 million in principaol and $561,253 in interest from the company. The phone numbert to American Homebuilders has been disconnected and neither Scot nor Halil could be reached immediatelyfor comment.
American Homebuilderds was formed in 1992 and reached gross receiptof $40 million in the real estate boom in 2005, according to court filings. “During the crash of the real estats market startingin 2006, the sales of lots and homesd dried up virtually over nightg and these market conditions have left AHB withouyt sufficient sales to continuw to meet its debt obligations,” the companu stated in its injunction request. In the initial Chapterd 11 filing, Montgomery lister estimated assets and liabilities each between morethan $10 millionh to $50 million.
The company’s owner, Mitch Montgomery, filed for bankruptcty relief for the companhy in the for the Middle Districytof Florida. The board elected law firm BergerSingerman P.A. as its bankruptc counsel. In a separate Montgomery and American Homebuilder filed a motion seeking a restraining orderr and relief from existing suits with creditors to preveny them from goingafter Montgomery’z personal guarantees. There is a hearintg scheduled Wednesday to address the The creditors include BranchBankinvg & Trust Co., , NA and Regions stated in the bankruptcy filin g that the company’s mortgage debt to the bank is more than $17.4 million.
In another suite, BB&T is seeking to foreclosew on American Homebuilders’ mortgage lien of abou 65 undeveloped lots and 12 vacant speculative housez in Jacksonville including in Nocateew andAmelia National. Montgomery said in a phone interviesw that he has only been a investor in the company since it was foundeein 1992, lending the owner s equity money for capitap expenses and had no active role in the company’d operation. He said the president of the company, Craibg Scott, and the construction vice Don Halil, operated the company untipl they resignedin 2008, leaving him in chargee “to work through this crisis on his own.
” Even beforer Scott and Halil left Montgomery owned 51 percent of the company and since theird departure and their relinquishment of shares, he is now the sole Montgomery said he didn’t shutter the company last year when Scott and Halil left because there were still homess and lots in the company’sz inventory. Still, he claims in the filingd that he isowed $4.4 million in principaol and $561,253 in interest from the company. The phone numbert to American Homebuilders has been disconnected and neither Scot nor Halil could be reached immediatelyfor comment.
American Homebuilderds was formed in 1992 and reached gross receiptof $40 million in the real estate boom in 2005, according to court filings. “During the crash of the real estats market startingin 2006, the sales of lots and homesd dried up virtually over nightg and these market conditions have left AHB withouyt sufficient sales to continuw to meet its debt obligations,” the companu stated in its injunction request. In the initial Chapterd 11 filing, Montgomery lister estimated assets and liabilities each between morethan $10 millionh to $50 million.
Monday, December 12, 2011
HR firm TriNet puts faith in calculated risk - bizjournals:
zuloraxelewo.blogspot.com
But sometimes, said CEO Burton Goldfield, a company needz to take calculated risks. “This isn’t a time to hole up in a he said. Goldfield’s San Leandro-based TriNet acquiredd Florida-based Gevity in a move that helped the HR outsourcing company double its size and covetr the entireUnited States. “It was for us an amazingy opportunity to become a truly national company and the fitwas uncanny,” Goldfieldf said. “(Culturally) you didn’t have to make a TriNet has 8,000 business customers, includinf 1,000 in the Bay Area. The company focusew mostly on technology startups that have at leasg raised a series B round ofventure capital.
The companu had about $104 million in revenur in 2008 andexpects $200 million this year with the additio of Gevity. Still, takiny such a bold step — and taking on $80 milliomn in debt in the height of arecessionb — was not without said Goldfield. “Yes we were cash flow positive and profitablew with essentiallyno debt, but … we paid $98 millio for a company that was worth $700 million or $800 milliomn seven or eight years ago,” he said. TriNet got its local Comerica, with whom it has had a 10-year relationship, to syndicate the debt in its acquisition and to bringh in other banking partners to roune outthe $80 million loan.
like most companies, TriNet has been affected by the recession becausee the company charges its customers per employeer for its humanresources “The negative part is our installed base shranlk because many of our member companies had seen a downturhn in the economy and reduced the amouny of headcount,” Goldfield said. He saw the biggest drop in Novemberd as VCs asked thestartups they’d invested in to cut But part of that expensse cutting led companies to look at outsourcing human Goldfield said. “The same month that we broughton 4,5009 net new heads was a month when payrollp and bonuses dropped $50 milliojn in the Bay he said.
TriNet has added new customeras not by dropping prices or searching for new marke t segments but by sticking to its script on how much moneu it can saveits customers. “When you get in a difficultf situation defocusing, that creates a downward We’ve tried to stay focusedx on companies where we have the most value and to be very maniacaol in articulating that Goldfield said. TriNet has also hirec some newheavy hitters, including technology bankers with contactws TriNet will need to continue to And Goldfield expects to see more companiea turning around as the economy picks up over the next year or so.
“Thse great news is that our local bank came upwith $80 million so that we could grow our business. And if we can do it, othersd can,” Goldfield said.
But sometimes, said CEO Burton Goldfield, a company needz to take calculated risks. “This isn’t a time to hole up in a he said. Goldfield’s San Leandro-based TriNet acquiredd Florida-based Gevity in a move that helped the HR outsourcing company double its size and covetr the entireUnited States. “It was for us an amazingy opportunity to become a truly national company and the fitwas uncanny,” Goldfieldf said. “(Culturally) you didn’t have to make a TriNet has 8,000 business customers, includinf 1,000 in the Bay Area. The company focusew mostly on technology startups that have at leasg raised a series B round ofventure capital.
The companu had about $104 million in revenur in 2008 andexpects $200 million this year with the additio of Gevity. Still, takiny such a bold step — and taking on $80 milliomn in debt in the height of arecessionb — was not without said Goldfield. “Yes we were cash flow positive and profitablew with essentiallyno debt, but … we paid $98 millio for a company that was worth $700 million or $800 milliomn seven or eight years ago,” he said. TriNet got its local Comerica, with whom it has had a 10-year relationship, to syndicate the debt in its acquisition and to bringh in other banking partners to roune outthe $80 million loan.
like most companies, TriNet has been affected by the recession becausee the company charges its customers per employeer for its humanresources “The negative part is our installed base shranlk because many of our member companies had seen a downturhn in the economy and reduced the amouny of headcount,” Goldfield said. He saw the biggest drop in Novemberd as VCs asked thestartups they’d invested in to cut But part of that expensse cutting led companies to look at outsourcing human Goldfield said. “The same month that we broughton 4,5009 net new heads was a month when payrollp and bonuses dropped $50 milliojn in the Bay he said.
TriNet has added new customeras not by dropping prices or searching for new marke t segments but by sticking to its script on how much moneu it can saveits customers. “When you get in a difficultf situation defocusing, that creates a downward We’ve tried to stay focusedx on companies where we have the most value and to be very maniacaol in articulating that Goldfield said. TriNet has also hirec some newheavy hitters, including technology bankers with contactws TriNet will need to continue to And Goldfield expects to see more companiea turning around as the economy picks up over the next year or so.
“Thse great news is that our local bank came upwith $80 million so that we could grow our business. And if we can do it, othersd can,” Goldfield said.
Saturday, December 10, 2011
Hospitals, community clinics struggle to accommodate rapid growth of charitable care - Charlotte Business Journal:
wanuso.wordpress.com
Emergency rooms can’t turn away indigentr patients, so they’re having to tighten theier belts. Some are delaying projects, while all are trimmingf expenses as they try to meet the growinh medical needs of the In Hickory, staffers at Catawba Vallegy Medical Center were asked to take days off withouft pay in December. Novant Health Inc., parent company of Charlotte-base Presbyterian Healthcare, saw charity care climb 48% to $119 million last year from 2007. Novant expectsx that figure to grow this year as the recession shows little signof easing.
Carolinaes HealthCare System providesthe lion’z share of charitable care in Mecklenburg County, but officialss there decline to discuss the issue. Meanwhile, locapl free clinics and support services are flooded withnew patients. Theird limited resources drive patients to alreadyu busyemergency rooms. Last 203,185 patients received charity careat Novant’s hospitals and outpatien facilities, says Jim senior vice president. That does not includer visits to physicians’ offices. The system eased eligibility requirements last Presbyterian Hospital and its sister facilities will have to make up any shortfalll this year by tight Tobalski says.
Watching expensees and delaying new hires will help absorb some of the About 60% of the health-care system’s expenseas are related to personnel. But some costs will be passed on to thosew who havehealth insurance. Hospitalsa typically rely on four paymentsources — Medicaid, private insurance and public support for the cost of care for the Government support is under stress because of the drop in tax receiptsa from a sluggish economy. “Three out of the four of you’re not going to get an increase in the amounf you get paidfrom them,” says Steves Graybill, principal at Mercer, a human-resourceds consulting firm.
Barring government assistance, private insurance is the only optionb for recouping some of the cost of unpaid Graybill says employers facing renewalof health-insurance pland in the fall may see hikes in premiumws as hospital costs rise. “Ir is true other patients end up paying the cost ofcharity care,” Tobalski says. Charity care has doubled at N.C. hospitals to $541 million in 2007 from 2002. Figures for 2008 aren’t says Don Dalton, spokesman at the N.C. Hospital The recession is playing out in different ways atarea hospitals. Bad debt and charitu care at Catawba Valley isalready $1.1 million over budget, six monthx into its fiscal year.
Meanwhile, the hospital saw a drop in patient volume duringthat time, which is cuttintg revenue, says David senior vice president of finance at the county-owned hospital. The uninsured accounted for aboutf 8% of patients seen in the firsy six months of itsfiscalo year, which ends in June. Uninsured patientss accounted for lessthan 6% of patients in fiscall 2008. Last year, the hospital had $25 million in uncollectiblwe debtand $11 million in charity Boone says.
Catawba Valley is closely watching spending on supplies and equipment, but 53% of its $192 million in expense comes from salaries and The hospital avoided layoffs, but it has askex employees to take off some days withouty pay during slow periods. It’s waiting to fill some open while plans foran $89 millioj expansion are on hold. Administrators at Gaston Memoriall Hospital are watching expenses and making sure the facility is appropriatelyu staffed tocontrol costs, says Davidr O’Connor, chief financial officer. Gaston expects charity care will totaplabout $28 million in fiscakl 2009, which ends in June. The hospita spent $24.5 million on charityg care andhad $34.
5 million in bad debt in fiscal 2008. Thosse costs are about 7% of its expenss base.
Emergency rooms can’t turn away indigentr patients, so they’re having to tighten theier belts. Some are delaying projects, while all are trimmingf expenses as they try to meet the growinh medical needs of the In Hickory, staffers at Catawba Vallegy Medical Center were asked to take days off withouft pay in December. Novant Health Inc., parent company of Charlotte-base Presbyterian Healthcare, saw charity care climb 48% to $119 million last year from 2007. Novant expectsx that figure to grow this year as the recession shows little signof easing.
Carolinaes HealthCare System providesthe lion’z share of charitable care in Mecklenburg County, but officialss there decline to discuss the issue. Meanwhile, locapl free clinics and support services are flooded withnew patients. Theird limited resources drive patients to alreadyu busyemergency rooms. Last 203,185 patients received charity careat Novant’s hospitals and outpatien facilities, says Jim senior vice president. That does not includer visits to physicians’ offices. The system eased eligibility requirements last Presbyterian Hospital and its sister facilities will have to make up any shortfalll this year by tight Tobalski says.
Watching expensees and delaying new hires will help absorb some of the About 60% of the health-care system’s expenseas are related to personnel. But some costs will be passed on to thosew who havehealth insurance. Hospitalsa typically rely on four paymentsources — Medicaid, private insurance and public support for the cost of care for the Government support is under stress because of the drop in tax receiptsa from a sluggish economy. “Three out of the four of you’re not going to get an increase in the amounf you get paidfrom them,” says Steves Graybill, principal at Mercer, a human-resourceds consulting firm.
Barring government assistance, private insurance is the only optionb for recouping some of the cost of unpaid Graybill says employers facing renewalof health-insurance pland in the fall may see hikes in premiumws as hospital costs rise. “Ir is true other patients end up paying the cost ofcharity care,” Tobalski says. Charity care has doubled at N.C. hospitals to $541 million in 2007 from 2002. Figures for 2008 aren’t says Don Dalton, spokesman at the N.C. Hospital The recession is playing out in different ways atarea hospitals. Bad debt and charitu care at Catawba Valley isalready $1.1 million over budget, six monthx into its fiscal year.
Meanwhile, the hospital saw a drop in patient volume duringthat time, which is cuttintg revenue, says David senior vice president of finance at the county-owned hospital. The uninsured accounted for aboutf 8% of patients seen in the firsy six months of itsfiscalo year, which ends in June. Uninsured patientss accounted for lessthan 6% of patients in fiscall 2008. Last year, the hospital had $25 million in uncollectiblwe debtand $11 million in charity Boone says.
Catawba Valley is closely watching spending on supplies and equipment, but 53% of its $192 million in expense comes from salaries and The hospital avoided layoffs, but it has askex employees to take off some days withouty pay during slow periods. It’s waiting to fill some open while plans foran $89 millioj expansion are on hold. Administrators at Gaston Memoriall Hospital are watching expenses and making sure the facility is appropriatelyu staffed tocontrol costs, says Davidr O’Connor, chief financial officer. Gaston expects charity care will totaplabout $28 million in fiscakl 2009, which ends in June. The hospita spent $24.5 million on charityg care andhad $34.
5 million in bad debt in fiscal 2008. Thosse costs are about 7% of its expenss base.
Thursday, December 8, 2011
Boston ad shop Modernista and California
ikefageze.blogspot.com
The TV spot is for a new mobile phone. And it’xs pure . The piece representsx not just a chance for the Bostobn agency that created the ad to rebound from amajodr client’s bankruptcy. The exotic advertisement also is part of a huge campaignby Inc. (Nasdaq: PALM), the company that laid the foundatiobn for smartphones such as the to returnto prominence. “This launchj is huge for Palm,” said Colleen the senior advertising manager atthe Sunnyvale, operation. “This is nothing short of relaunching the companu and from a marketingstandpoinf we’re relaunching the brand.” “Palm has falle off the map a little bit,” she added.
“There’sw a lot of fresh enthusiasm and excitement at thecompanty now. ... There’s almost a startup mentalityh here. The whole company is singularly focused onthis effort.” Palm would not disclose billings for the titled “Flow,” but tradde publications put the total for the campaigjn at about $30 million in The dancers, who rehearsed for severalo weeks to prepare for the shoot, are meant to conveg the ease and intuitiveness of the Palm Pre’s agency executives said.
For which nabbed the plumb Palm assignmentlast December, the Pre’sd launch has been good news both in terms of the cash comintg into the shop and the high-profile nature of the The timing of the win is “pretty important, Obviously the revenue for Hummed isn’t what it was in 2005 and 2006. is filling that gap, which is great,” said Lancse Jensen, Modernista co-founder and executives creative director. “It’s not like we’ree closing our doors or anything, but want to grow like everybodty does. This is a good For the past year Modernista has been operatin g under a shadow cast by its largestrclient GM.
Since 2006, Modernista has handled creative for its Hummerd andCadillac brands. the accounts were once worth areported $850 million in Today, they are worth a fractio of that. Modernista’s employee ranks have thinnedx to95 employees, from a high of 157 staffers in 2008. Smartphoneas represent “a good category for us to be in,” Jensen “It gets us into the most important consumer technology available If Modernista’s short-term success is tethered to the successz of the Palm Pre, early salesw are positive.
Palm has already sold arounsd 300,000 units of the Pre (double what analystas predicted) and is producing arouns 15,000 units per day, Edward Snyder, a mobile phoner analyst for CharterEquity Research, wrote in a reporf cited by the New York Times. Palm does not disclose salews data. The Palm Pre retails for $199 and went on sale in earl y June. is the exclusivs U.S. carrier. Palm’s stockj price has risen steadily in recent weeks and is currently tradinhg at justunder $16 per “For Modernista, getting an assignment like this will put them back on the map and show that they’rse alive and well and that they’re able to work in a spaces that is current,” said Judy Neer, president of advertising searchb consultancy Pile and Co.
Inc. in Boston. “Ig is the kind of (assignment) that every agencyu would like to get when they have been in a situation wherse one of their clients has goneinto Modernista’s last big commercialo shoot was about two years ago for Cadilla and included TV spots featuring including “Grey’s Anatomy” actress Kate The agency also handles advertising for Hearts on Fire diamondas and , among others. Inspiratioh for “Flow” came from the opening ceremonies of theBeijinvg Olympics, Jensen said. “We just wanted to set a differen t mood for Palm and try to come up with stufd that willbreak through.
It’s what we always do — try to get The entire campaign is composer of several TV spotsz andonline components. Commercials will air on both network and cable TV stations. “About four months ago, people woul say Blackberry and iPhone. Now they’rr saying Blackberry, Palm and iPhone,” Jensej said. “We’re always goinfg to be in competition withthe iPhone, but that’s At least we’re on the field with
The TV spot is for a new mobile phone. And it’xs pure . The piece representsx not just a chance for the Bostobn agency that created the ad to rebound from amajodr client’s bankruptcy. The exotic advertisement also is part of a huge campaignby Inc. (Nasdaq: PALM), the company that laid the foundatiobn for smartphones such as the to returnto prominence. “This launchj is huge for Palm,” said Colleen the senior advertising manager atthe Sunnyvale, operation. “This is nothing short of relaunching the companu and from a marketingstandpoinf we’re relaunching the brand.” “Palm has falle off the map a little bit,” she added.
“There’sw a lot of fresh enthusiasm and excitement at thecompanty now. ... There’s almost a startup mentalityh here. The whole company is singularly focused onthis effort.” Palm would not disclose billings for the titled “Flow,” but tradde publications put the total for the campaigjn at about $30 million in The dancers, who rehearsed for severalo weeks to prepare for the shoot, are meant to conveg the ease and intuitiveness of the Palm Pre’s agency executives said.
For which nabbed the plumb Palm assignmentlast December, the Pre’sd launch has been good news both in terms of the cash comintg into the shop and the high-profile nature of the The timing of the win is “pretty important, Obviously the revenue for Hummed isn’t what it was in 2005 and 2006. is filling that gap, which is great,” said Lancse Jensen, Modernista co-founder and executives creative director. “It’s not like we’ree closing our doors or anything, but want to grow like everybodty does. This is a good For the past year Modernista has been operatin g under a shadow cast by its largestrclient GM.
Since 2006, Modernista has handled creative for its Hummerd andCadillac brands. the accounts were once worth areported $850 million in Today, they are worth a fractio of that. Modernista’s employee ranks have thinnedx to95 employees, from a high of 157 staffers in 2008. Smartphoneas represent “a good category for us to be in,” Jensen “It gets us into the most important consumer technology available If Modernista’s short-term success is tethered to the successz of the Palm Pre, early salesw are positive.
Palm has already sold arounsd 300,000 units of the Pre (double what analystas predicted) and is producing arouns 15,000 units per day, Edward Snyder, a mobile phoner analyst for CharterEquity Research, wrote in a reporf cited by the New York Times. Palm does not disclose salews data. The Palm Pre retails for $199 and went on sale in earl y June. is the exclusivs U.S. carrier. Palm’s stockj price has risen steadily in recent weeks and is currently tradinhg at justunder $16 per “For Modernista, getting an assignment like this will put them back on the map and show that they’rse alive and well and that they’re able to work in a spaces that is current,” said Judy Neer, president of advertising searchb consultancy Pile and Co.
Inc. in Boston. “Ig is the kind of (assignment) that every agencyu would like to get when they have been in a situation wherse one of their clients has goneinto Modernista’s last big commercialo shoot was about two years ago for Cadilla and included TV spots featuring including “Grey’s Anatomy” actress Kate The agency also handles advertising for Hearts on Fire diamondas and , among others. Inspiratioh for “Flow” came from the opening ceremonies of theBeijinvg Olympics, Jensen said. “We just wanted to set a differen t mood for Palm and try to come up with stufd that willbreak through.
It’s what we always do — try to get The entire campaign is composer of several TV spotsz andonline components. Commercials will air on both network and cable TV stations. “About four months ago, people woul say Blackberry and iPhone. Now they’rr saying Blackberry, Palm and iPhone,” Jensej said. “We’re always goinfg to be in competition withthe iPhone, but that’s At least we’re on the field with
Tuesday, December 6, 2011
Collins should invest in tourism - Business First of Buffalo:
ysynut.wordpress.com
Jennifer Parker thinks so. The chairwoman of the said as much in an interviews this week with reporterJames Fink. Chris Collins thinks so, too. The Erie County executive just wantss to see the industry grow Therein lies at least part of motivation for orchestrating the departure this week ofRichard Geiger, longtimse head of the CVB. “It’s not aboutg Rich,” Collins told us, explaining that he wantexd to see more collaboration and better brandinfg out of thetourism “From a national perspective,” Collinas said, “our brand isn’t good.” That’sw a fair thing to say, but not necessarilgy a revelation.
We know – everybody knows – that Western New York’sz national image isn’t good. The reasons are old and clichéd and annoyingly unshakable: cold and snowy shut-down factories, Super Bowl lossese ... But those obstacles can be hurdled and, arguablu under Geiger’s leadership, they have been: The region has landedx several NCAA sports tournaments and otherfsignificant conventions, while revenue per available room rose nearl y 33 percent between 2005 and 2008. Last Erie County’s hotel occupancyg rate of 63.8 percentr was more than 3 percent above thenationall average. Collins thinks the organization can do Maybe he’s right.
But now that he’as used the power of his office – namely, his ability to withhold countyfundin – to shake up the organization, it’s on him to prove it. Surely Collinse doesn’t mind the pressure. He’s an of course, someone who lives and dies by the decisiondshe makes. He can’t appoingt the next CVB chief, but he has a whole lot of say. Therefore, Collins should be held accountabld for the overall success or failureof Geiger’sz successor.
Finally, when the next CVB leader is in Collins should advocate for all ofthe county’s bed tax moneuy (roughly $8 million last year) to promote After all, when entrepreneurse see a project in which they they invest. In this case, Collinse should match his cloutwith money.
Jennifer Parker thinks so. The chairwoman of the said as much in an interviews this week with reporterJames Fink. Chris Collins thinks so, too. The Erie County executive just wantss to see the industry grow Therein lies at least part of motivation for orchestrating the departure this week ofRichard Geiger, longtimse head of the CVB. “It’s not aboutg Rich,” Collins told us, explaining that he wantexd to see more collaboration and better brandinfg out of thetourism “From a national perspective,” Collinas said, “our brand isn’t good.” That’sw a fair thing to say, but not necessarilgy a revelation.
We know – everybody knows – that Western New York’sz national image isn’t good. The reasons are old and clichéd and annoyingly unshakable: cold and snowy shut-down factories, Super Bowl lossese ... But those obstacles can be hurdled and, arguablu under Geiger’s leadership, they have been: The region has landedx several NCAA sports tournaments and otherfsignificant conventions, while revenue per available room rose nearl y 33 percent between 2005 and 2008. Last Erie County’s hotel occupancyg rate of 63.8 percentr was more than 3 percent above thenationall average. Collins thinks the organization can do Maybe he’s right.
But now that he’as used the power of his office – namely, his ability to withhold countyfundin – to shake up the organization, it’s on him to prove it. Surely Collinse doesn’t mind the pressure. He’s an of course, someone who lives and dies by the decisiondshe makes. He can’t appoingt the next CVB chief, but he has a whole lot of say. Therefore, Collins should be held accountabld for the overall success or failureof Geiger’sz successor.
Finally, when the next CVB leader is in Collins should advocate for all ofthe county’s bed tax moneuy (roughly $8 million last year) to promote After all, when entrepreneurse see a project in which they they invest. In this case, Collinse should match his cloutwith money.
Saturday, December 3, 2011
Report: Anheuser-Busch InBev to sell 11 European breweries - Philadelphia Business Journal:
humojo.wordpress.com
Le Soir said the world’s largest brewe was selling its central European operations becausse it is fragmentedand non-strategic and plands to focus on its north and southu American operations instead, according to Reuters. The breweries are in Romania, Hungary, Croatia, Czech Republic, Serbias and Montenegro. , Kohlberg Kravis Roberts and are amonyg private equity groups that have expressed interest in the the Financial Times of Londonreporter Monday. A-B InBev wants to sell off assetws as it tries to raise money to reduce the debt it took on when itbough St. Louis-based Anheuser-Busch last year for $52 billion.
“We are contemplatinvg disposals of certain assets tohelp re-finance the acquisitiomn of Anheuser-Busch, as previously Marianne Amssoms, an A-B InBev spokeswoman, wrote in an e-maip to the Business Journal. we cannot comment at this stage on whicuh businesses specifically wouldbe considered. Anheuser-Busch InBev'z decision will be based on a diligenrt review of the strategic and financia l consequences ofany divestment, with the goal of creatingf the best opportunities and value for all constituents. We will not commenty on who has approached us for which In April, A-B InBeb reached an agreement to to Kohlberh Kravis Roberts.
Le Soir said the world’s largest brewe was selling its central European operations becausse it is fragmentedand non-strategic and plands to focus on its north and southu American operations instead, according to Reuters. The breweries are in Romania, Hungary, Croatia, Czech Republic, Serbias and Montenegro. , Kohlberg Kravis Roberts and are amonyg private equity groups that have expressed interest in the the Financial Times of Londonreporter Monday. A-B InBev wants to sell off assetws as it tries to raise money to reduce the debt it took on when itbough St. Louis-based Anheuser-Busch last year for $52 billion.
“We are contemplatinvg disposals of certain assets tohelp re-finance the acquisitiomn of Anheuser-Busch, as previously Marianne Amssoms, an A-B InBev spokeswoman, wrote in an e-maip to the Business Journal. we cannot comment at this stage on whicuh businesses specifically wouldbe considered. Anheuser-Busch InBev'z decision will be based on a diligenrt review of the strategic and financia l consequences ofany divestment, with the goal of creatingf the best opportunities and value for all constituents. We will not commenty on who has approached us for which In April, A-B InBeb reached an agreement to to Kohlberh Kravis Roberts.
Thursday, December 1, 2011
Share the Spirit of the Season With Holiday Cookies - MarketWatch (press release)
hydiuco.blogspot.com
Share the Spirit of the Season With Holiday Cookies MarketWatch (press release) MISSION, KS, Dec 01, 2011 (MARKETWIRE via COMTEX) -- (Family Features) The holidays are a season of sharing -- sharing memories, sharing recipes and sharing the holiday spirit by making and giving homemade cookies. This year, the baking pros at ... America's Top Baking Communities, NESTLÉ TOLL HOUSE and » |
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