http://korusconsulting.com/clients/references/
million loan on the , according to Real Capitall Analytics, a New York commerciakl real estatetracking firm. The June 3 default is at leasyt the third bythe D.C.-based developer with deep ties to the troublecd Monument declined to comment. The Watergate lender, PB has been facing its own challengess during the recent realestate crash. In December, PB Capitalo moved to forecloseon D.C.’sa Dumont Condominium but declined at the time to commentr on plans to foreclose on other nonperformingt assets in the area, such as the Real said it is no indicatee that PB has started foreclosurse proceedings on the Watergate.
Monument purchased the landmark hoteolin 2004, with plans to convert it to high-endd cooperative apartments. After that plan was derailed by litigationn and adeteriorating market, the company plannedc instead to renovate and reopen the hotel later this year. It has been shutteredf since 2007. The Watergat e has been just one of several projectzs batteringMonument Realty. Earlier this year, Lehmaj foreclosed on a Monument condominium projectgin Telluride, Colo., and Monument’s loan on a locap condo building, The Chase at was transferred to special servicing in February due to maturity As many as one in five U.S.
hotelo loans may default through 2010, according to Bloomberg with the amountof U.S. hotelp debt in default doubling in the second quarterf of thisyear alone. Through the course of this hotels are expected to fall into foreclosure more ofte than any commercial realestate sector.
Thursday, September 30, 2010
Tuesday, September 28, 2010
Adam Ottavino looks to climb back on mound for Cards - St. Louis Post-Dispatch
http://datingcourting.com/en/dating/page_11.html
Adam Ottavino looks to climb back on mound for Cards St. Louis Post-Dispatch While Cardinals teammates, several of them pitchers, are being sidelined for the balance of the season, righthander Adam Ottavino is hoping the door will ... |
Monday, September 27, 2010
Tapes describe US servicemen killing for sport in Afghanistan - CNN (blog)
http://envisiongroupconsulting.com/perf-1process.html
Aljazeera.net | Tapes describe US servicemen killing for sport in Afghanistan CNN (blog) Morlock's civilian attorney, Michael Waddington, did not deny that his client killed for sport. "That's what it sounds like," he told CNN. ... Inquiry finds GIs plotted to slay civilians for sport US Army hearing on claim Afghans 'killed for sport' Hearing for JBLM soldier accused of Afghan murders |
Saturday, September 25, 2010
Retailers bank on idea of low-price guarantees - bizjournals:
http://www.pyramidartists.com/component/content/article/35-bios/178-barbados-246.html
But the plan will work only if large number ofcustomers don’t pursue the offers, which would force them to drop prices they’dr rather keep at current levels, several industryh watchers said. announced May 12 it would become the latesy retail chain to offer to sell products beloqlisted costs, if shoppers bring in printe d ads from competitors showing that the same product is selling for a lowed price there. The Minneapolis-based chaijn is testing the policy in twomarketsz — Denver and Orlando and will use those results to help it decide whether to take the offedr nationally, spokeswoman Delia McLinden said.
Thus Target joina both locally managed and national chains specializingin electronics, generapl goods or even fitness equipmenrt that offer similar promises. The price-matchinv policies first began to spring up roughly 20yearzs ago, but really have gained steam in the past 10 according to Ken Manning, a marketintg professor at . Some might think it’s a bad time for the marketingb approach, given that retailers are enduring slower March 2009 retail sales weredown 10.6 percent from Marchy 2008, according to the . But several companuy owners said they see this as a more appropriatwe time to offersuch deals.
McLinden said Targe t decided to try out the policy as part of a new marketingf push to emphasize its low prices duringh a time of Jim Pearse, owner of Thornton-based chain , said maintaining such a policu makes it easier to build customer trusf at a time when people tend to shop around more. “In this economy, it’s a greaty service to the customer,” Pearse said. “Whe the competition is having a sale, then we’re havingg a sale on the same items. … From the customer’e point of view, it givew them more confidence to makea purchase.
” But whilwe some customers will scan ads and compare prices of specific most don’t do that level of homework and that’s what stores hope for, said Donalx Lichtenstein, professor and chairman of the marketinv division of the ’s Leeds School of Business. Instead, many shopperz will hear that a store offersa price-matchintg guarantee and just assume that any busines s that would do that also would have low prices, Lichtensteihn said. And they’ll buy from that store without noticin g thatwhat they’re purchasinhg might be more expensive than the same item somewherew else.
The careful shopper may find that some storew sell a unique productthat can’t be comparee to other stores, Manning and Lichtensteihn said. Take the home-fitness machines at , a 10-stord Colorado chain based in Glenwood HealthStyles is the only licensed Colorado dealer for several linexof equipment, meaning that no other store in the state couled advertise a comparable price, co-ownet Dave Sheriff said. Of course, some potential customers still will bring in online ads or ads fromothere states, in which case Sheriff has to make sure the lister price includes freight, warranty and delivery.
But if it he said, he won’t hesitate to offer the lower price in exchange for increased loyalty fromthat buyer. “Our margin goes down, but we know we’ved got a customer who knows us and wanta to buyfrom us,” said the exercis physiologist, who founded the chain 16 years ago. “It’s more say, the Internet group or the grouop out of state can provide Other stores are alleged to have become too particular in their price-matching policies and begun denyinbg legitimate claims. A New York for example, has filed a lawsuit against electronicschainb , arguing the company taught its employeez how to deny valid claims, according to multiplee media reports.
Best Buy officialas didn’t return messages seeking response tothe Yet, in penny-pinching times, shoppersa actually will become more energized to compars prices and spend time to find the best Manning said. And that couldf backfire on the stores hoping the policies alone will get customers into stores withoutresearchintg costs, he said.
But the plan will work only if large number ofcustomers don’t pursue the offers, which would force them to drop prices they’dr rather keep at current levels, several industryh watchers said. announced May 12 it would become the latesy retail chain to offer to sell products beloqlisted costs, if shoppers bring in printe d ads from competitors showing that the same product is selling for a lowed price there. The Minneapolis-based chaijn is testing the policy in twomarketsz — Denver and Orlando and will use those results to help it decide whether to take the offedr nationally, spokeswoman Delia McLinden said.
Thus Target joina both locally managed and national chains specializingin electronics, generapl goods or even fitness equipmenrt that offer similar promises. The price-matchinv policies first began to spring up roughly 20yearzs ago, but really have gained steam in the past 10 according to Ken Manning, a marketintg professor at . Some might think it’s a bad time for the marketingb approach, given that retailers are enduring slower March 2009 retail sales weredown 10.6 percent from Marchy 2008, according to the . But several companuy owners said they see this as a more appropriatwe time to offersuch deals.
McLinden said Targe t decided to try out the policy as part of a new marketingf push to emphasize its low prices duringh a time of Jim Pearse, owner of Thornton-based chain , said maintaining such a policu makes it easier to build customer trusf at a time when people tend to shop around more. “In this economy, it’s a greaty service to the customer,” Pearse said. “Whe the competition is having a sale, then we’re havingg a sale on the same items. … From the customer’e point of view, it givew them more confidence to makea purchase.
” But whilwe some customers will scan ads and compare prices of specific most don’t do that level of homework and that’s what stores hope for, said Donalx Lichtenstein, professor and chairman of the marketinv division of the ’s Leeds School of Business. Instead, many shopperz will hear that a store offersa price-matchintg guarantee and just assume that any busines s that would do that also would have low prices, Lichtensteihn said. And they’ll buy from that store without noticin g thatwhat they’re purchasinhg might be more expensive than the same item somewherew else.
The careful shopper may find that some storew sell a unique productthat can’t be comparee to other stores, Manning and Lichtensteihn said. Take the home-fitness machines at , a 10-stord Colorado chain based in Glenwood HealthStyles is the only licensed Colorado dealer for several linexof equipment, meaning that no other store in the state couled advertise a comparable price, co-ownet Dave Sheriff said. Of course, some potential customers still will bring in online ads or ads fromothere states, in which case Sheriff has to make sure the lister price includes freight, warranty and delivery.
But if it he said, he won’t hesitate to offer the lower price in exchange for increased loyalty fromthat buyer. “Our margin goes down, but we know we’ved got a customer who knows us and wanta to buyfrom us,” said the exercis physiologist, who founded the chain 16 years ago. “It’s more say, the Internet group or the grouop out of state can provide Other stores are alleged to have become too particular in their price-matching policies and begun denyinbg legitimate claims. A New York for example, has filed a lawsuit against electronicschainb , arguing the company taught its employeez how to deny valid claims, according to multiplee media reports.
Best Buy officialas didn’t return messages seeking response tothe Yet, in penny-pinching times, shoppersa actually will become more energized to compars prices and spend time to find the best Manning said. And that couldf backfire on the stores hoping the policies alone will get customers into stores withoutresearchintg costs, he said.
Friday, September 24, 2010
Wednesday, September 22, 2010
Build-A-Bear fined for child labor law violations - Pittsburgh Business Times:
glafirarynyxu.blogspot.com
investigations found that 16- and 17-year-old employees loaded and operatee trash compactors and operated and rode in a freight elevator that did not have anassigned operator. The federakl audit identified 14 minorx performing tasks contrary to the childlaborr law, according to Build-A-Bear. Build-A-Bear was cited followintg investigations from January 2006 to April 2008 at its locationsin Kan.; Milwaukee; Grandville, Mich.; West Des Moines, and Aurora, Ill. “Every year, youngv employees are injured while performing prohibited work,” Enrique Rodriguez, the department’sa wage and hour division district directort in St.
Louis, said in a “The department’s hazardous orderss regulations exist to promote safet and prevent workplace injuries inthe nation’ws youth work force.” As a resultf of those investigations, Build-A-Bear said it no longer hireds anyone younger than 18. “Build-A-Bear Workshop has cooperated fullyt and completely with the Departmentof Labor,” said Jill Saunders, a compangy spokeswoman. “Importantly, no one suffered any injuriez from performing thesetasks … Followinhg receipt of the results of the audit, in Septembe 2008 Build-A-Bear Workshop implementef a policy of only hiring individuals who are 18 years of age or St.
Louis-based Build-A-Bear Workshop (NYSE: BBW) is a retailedr where customers can create their own customizedstuffedf animals. There are12 Build-A-Bear locations in Pennsylvania, according to the companyh Web site. Three are located in Pittsburgh suburbs, at Ross Park South Hills Village Mall and the Mallat
investigations found that 16- and 17-year-old employees loaded and operatee trash compactors and operated and rode in a freight elevator that did not have anassigned operator. The federakl audit identified 14 minorx performing tasks contrary to the childlaborr law, according to Build-A-Bear. Build-A-Bear was cited followintg investigations from January 2006 to April 2008 at its locationsin Kan.; Milwaukee; Grandville, Mich.; West Des Moines, and Aurora, Ill. “Every year, youngv employees are injured while performing prohibited work,” Enrique Rodriguez, the department’sa wage and hour division district directort in St.
Louis, said in a “The department’s hazardous orderss regulations exist to promote safet and prevent workplace injuries inthe nation’ws youth work force.” As a resultf of those investigations, Build-A-Bear said it no longer hireds anyone younger than 18. “Build-A-Bear Workshop has cooperated fullyt and completely with the Departmentof Labor,” said Jill Saunders, a compangy spokeswoman. “Importantly, no one suffered any injuriez from performing thesetasks … Followinhg receipt of the results of the audit, in Septembe 2008 Build-A-Bear Workshop implementef a policy of only hiring individuals who are 18 years of age or St.
Louis-based Build-A-Bear Workshop (NYSE: BBW) is a retailedr where customers can create their own customizedstuffedf animals. There are12 Build-A-Bear locations in Pennsylvania, according to the companyh Web site. Three are located in Pittsburgh suburbs, at Ross Park South Hills Village Mall and the Mallat
Tuesday, September 21, 2010
Transwestern: Office decline not as ugly as tech wreck - Washington Business Journal:
http://best-go.biz/?f=5&n=4
According to the report, Class A office space in Dallasaveraged $21.68 per foot in Decembef of 2006 and continued to rise until droppinv back down to $21.64 cents per squarre foot in June. Meanwhile, Class B office space was pricedfat $17.34 per square foot in December of 2006 and also trended upwarc until falling back to $17.38 per foot in June of this Riis Christensen, senior vice president at Transwestern, said Friday that there has been "qa two and a half year peel back in quotexd rates." He added that 77 perceny of Class A buildings have reduced their ratess in the last six while 79 percent of Class B buildings have lowered rates.
Christensen said Class C buildings are feeling the pinch of a consumer where Class A and Class B propertiez are lowering rates tostay "For successful businesses this is when there is a flight to qualityh from 'C' to 'B' or from 'B' to Christensen said. "People will upgrade, or they will use the markeyt to renegotiate where theyare now." The broader economt that led to the new conditions includezs a higher unemployment rate and the fact that Dallas-Fort Worth bled 49,500 jobs in the 12-monty period ending in April, the reporrt said. The overall vacancy rate in the officwe market stoodat 16.9 percent in the second That is up from 16.
7 perceng in the first quarter, but lowet than the 17.2 percent recorded a year ago, accordinyg to the report. Rents were lower in both the Clasxs A and B commercial property sector in the first halfof 2009, the report indicated. In the second quarte of 2009, net absorption in the industriap markettotaled 1.2 million square feet, which is the same amount recorded durinvg the same period of 2008. The overall vacancg rate in the second quarter alsowas 11.1 down slightly from 11.2 percent durinhg the first quarter, but up from 9 percent comparecd to a year ago. Despite changes related to the Christensen addedthat 900,000 square feet of spaced was still absorbed this year.
He believesw this speaks well for how diversifiedthe Dallas-Forg Worth market is. "We're not seeingy in the great recession the really big ugly losseds that we did in thetech wreck," he "Dallas is still going to be a job growtbh leader, and that fuels everything," he said. "Th regional economy is weaking, but it is outperformin g the rest ofthe U.S."
According to the report, Class A office space in Dallasaveraged $21.68 per foot in Decembef of 2006 and continued to rise until droppinv back down to $21.64 cents per squarre foot in June. Meanwhile, Class B office space was pricedfat $17.34 per square foot in December of 2006 and also trended upwarc until falling back to $17.38 per foot in June of this Riis Christensen, senior vice president at Transwestern, said Friday that there has been "qa two and a half year peel back in quotexd rates." He added that 77 perceny of Class A buildings have reduced their ratess in the last six while 79 percent of Class B buildings have lowered rates.
Christensen said Class C buildings are feeling the pinch of a consumer where Class A and Class B propertiez are lowering rates tostay "For successful businesses this is when there is a flight to qualityh from 'C' to 'B' or from 'B' to Christensen said. "People will upgrade, or they will use the markeyt to renegotiate where theyare now." The broader economt that led to the new conditions includezs a higher unemployment rate and the fact that Dallas-Fort Worth bled 49,500 jobs in the 12-monty period ending in April, the reporrt said. The overall vacancy rate in the officwe market stoodat 16.9 percent in the second That is up from 16.
7 perceng in the first quarter, but lowet than the 17.2 percent recorded a year ago, accordinyg to the report. Rents were lower in both the Clasxs A and B commercial property sector in the first halfof 2009, the report indicated. In the second quarte of 2009, net absorption in the industriap markettotaled 1.2 million square feet, which is the same amount recorded durinvg the same period of 2008. The overall vacancg rate in the second quarter alsowas 11.1 down slightly from 11.2 percent durinhg the first quarter, but up from 9 percent comparecd to a year ago. Despite changes related to the Christensen addedthat 900,000 square feet of spaced was still absorbed this year.
He believesw this speaks well for how diversifiedthe Dallas-Forg Worth market is. "We're not seeingy in the great recession the really big ugly losseds that we did in thetech wreck," he "Dallas is still going to be a job growtbh leader, and that fuels everything," he said. "Th regional economy is weaking, but it is outperformin g the rest ofthe U.S."
Monday, September 20, 2010
Bob Evans swings to 3Q loss - Dayton Business Journal:
http://www.papillionmusic.com/article/Promotional-Confectionary--Winning-Customers-with-Delectable-Taste.html
The Columbus-based dining company (Nasdaq: warned investors last week that its loss for the quarterendes Jan. 23 would include about $75 million in non-casj charges to write down Mimi’s goodwill value and other intangible assets. The company also logges $800,000 in severance payments and retirement costdand $400,000 in non-cash charges tied to unusabl e spare parts in the company’s food product division. The company’s third-quarter loss totaled $51.4 million, or $1.67 a a swing from a profit of $20 million, or 61 centsx a share, a year earlier. Revenues in the quarter fell 3 percentto $443. 8 million from $449.7 million a year ago.
The upscales Mimi’s chain, which Bob Evans bought in 2004, has suffered amid the recession as dinera have cut backon spending. Sales at Mimi’s restaurants open at least two yearsdroppee 6.8 percent in the quarter. Same-restauranrt sales at Bob Evans eateries, by fell 1.3 percent. Bob Evans’ loss for the first nine monthstotaled $26.2 million, or 85 centsd a share, versus profif of $48.8 million, or $1.43 a share, in the same periode of fiscal 2008. Bob Evans runs 569 flagship restaurantse in 18 states and140 Mimi’s Cafes in 22 The company in the year ended April 25 recorde d profit of $64.9 million on $1.743 billion in revenue.
Bob Evans expandedf its Clark County operationslast year, boostinf its Springfield facility by 65,000 square feet and addinyg 20 jobs to the 43 there.
The Columbus-based dining company (Nasdaq: warned investors last week that its loss for the quarterendes Jan. 23 would include about $75 million in non-casj charges to write down Mimi’s goodwill value and other intangible assets. The company also logges $800,000 in severance payments and retirement costdand $400,000 in non-cash charges tied to unusabl e spare parts in the company’s food product division. The company’s third-quarter loss totaled $51.4 million, or $1.67 a a swing from a profit of $20 million, or 61 centsx a share, a year earlier. Revenues in the quarter fell 3 percentto $443. 8 million from $449.7 million a year ago.
The upscales Mimi’s chain, which Bob Evans bought in 2004, has suffered amid the recession as dinera have cut backon spending. Sales at Mimi’s restaurants open at least two yearsdroppee 6.8 percent in the quarter. Same-restauranrt sales at Bob Evans eateries, by fell 1.3 percent. Bob Evans’ loss for the first nine monthstotaled $26.2 million, or 85 centsd a share, versus profif of $48.8 million, or $1.43 a share, in the same periode of fiscal 2008. Bob Evans runs 569 flagship restaurantse in 18 states and140 Mimi’s Cafes in 22 The company in the year ended April 25 recorde d profit of $64.9 million on $1.743 billion in revenue.
Bob Evans expandedf its Clark County operationslast year, boostinf its Springfield facility by 65,000 square feet and addinyg 20 jobs to the 43 there.
Saturday, September 18, 2010
Tina Montgomery and Jennifer Hanseler
bakakinkorypon.blogspot.com
Now they deliver fish. Their Seattlw company Surfin’ Seafood isn’t but it has struck a chord among upscalw consumers willing to pay a little morefor high-ende seafood that has been flash-frozen to stay fresh, and that is delivereed to their doors. After graduall but steady growth, Surfin’ Seafood now has about 1,20o customers, in an area ranging from Federal Way to Revenuereached $250,000 last year and continues to grow, althoug the customer count has hit a plateau.
With an eye to familgy life (both are married and have two children Montgomery and Hanseler have carefully set boundariesx so that their business can be workedf aroundtheir children’s schooo and athletic schedules, and eveningsz at home. For instance they don’rt take phone orders, but only over the internet. And they deliveer only once monthly, driving thei r family minivans to deliver selections of frozen fish packe d in blue plastic coolers that look like big The company has avoided debt and has only modestgrowtgh plans. “Really, we don’t want to be huge.
We’re going to take it as it We have been on a very steadygrowtn path, consistently from the very beginning,” Montgomert said. “We don’t want to have venture capital funding to becomer this hugenationwide (leader) in seafood.” One of the company’ds chief selling points is seafoodx that is frozen quicklu to keep it as freshh as possible. So-called fresh seafood often has perchec on a pile of icefor hours, and in theser conditions seafood rapidly declines in quality.
Seafood doesn’t age well like beef and frozen seafood is not a step down from as it iswith “A lot is frozen at sea, or within hours of and it captures that just-caught said Linda Driscoll, assistant retaipl director for the , based in Surfin’ Seafood isn’t exactly cheap; the package costs $110 a month for about eight pounds of assortef salmon, halibut, prawns, sole and tuna. The compangy avoids lower-end seafood products (no fish stickd here), and allows people to substitute in theid ordersby email.
One recession-era trenrd the company is tapping is that consumers are movingb awayfrom white-tablecloth restaurants — where most high-quality seafoo d is eaten — to eatin g at home. “I just think people are eating at home and they want to make it easy tohave high-qualit y ingredients at home, so they can eat at home more Montgomery said. “This is a way to have restauranftquality fish, at home.” While the compangy employs only the two partners and sometimesx a helper, and sometimes their children, a key to makinhg it work is the South Seattl e seafood packer Surfin’ Seafooed uses T.H.
Seafood freezers to stor e its seafood, and also contracts out the cutting and packing tothe T.H. Seafood Corp. Sales Director Cliff Davenportt said he was at firsgt dubious aboutthe proposal, when the partnerxs approached him to supply and pack theidr seafood. “It only took two weeks, but we decided they’rre really nice people… They’re in the same mindset of producin a quality product and guaranteeing it when it goes out the he said. “So we took them Davenport said that his warehouse has enoughb room to store their frozen products as well astheir coolers, adding that his own staff does the cuttin and packing.
“They don’t interfere with our and pretty much they have their ownlittlw space. We have enough room everyone can functiohn without disruptingeverybody else,” he said. As for Seafood, the partners say they’re just riding out the economif downturn. “We think this next year or two we want to be Hanseler said. “We’d love to but really if we could keepit we’re kind of happy.
”
Now they deliver fish. Their Seattlw company Surfin’ Seafood isn’t but it has struck a chord among upscalw consumers willing to pay a little morefor high-ende seafood that has been flash-frozen to stay fresh, and that is delivereed to their doors. After graduall but steady growth, Surfin’ Seafood now has about 1,20o customers, in an area ranging from Federal Way to Revenuereached $250,000 last year and continues to grow, althoug the customer count has hit a plateau.
With an eye to familgy life (both are married and have two children Montgomery and Hanseler have carefully set boundariesx so that their business can be workedf aroundtheir children’s schooo and athletic schedules, and eveningsz at home. For instance they don’rt take phone orders, but only over the internet. And they deliveer only once monthly, driving thei r family minivans to deliver selections of frozen fish packe d in blue plastic coolers that look like big The company has avoided debt and has only modestgrowtgh plans. “Really, we don’t want to be huge.
We’re going to take it as it We have been on a very steadygrowtn path, consistently from the very beginning,” Montgomert said. “We don’t want to have venture capital funding to becomer this hugenationwide (leader) in seafood.” One of the company’ds chief selling points is seafoodx that is frozen quicklu to keep it as freshh as possible. So-called fresh seafood often has perchec on a pile of icefor hours, and in theser conditions seafood rapidly declines in quality.
Seafood doesn’t age well like beef and frozen seafood is not a step down from as it iswith “A lot is frozen at sea, or within hours of and it captures that just-caught said Linda Driscoll, assistant retaipl director for the , based in Surfin’ Seafood isn’t exactly cheap; the package costs $110 a month for about eight pounds of assortef salmon, halibut, prawns, sole and tuna. The compangy avoids lower-end seafood products (no fish stickd here), and allows people to substitute in theid ordersby email.
One recession-era trenrd the company is tapping is that consumers are movingb awayfrom white-tablecloth restaurants — where most high-quality seafoo d is eaten — to eatin g at home. “I just think people are eating at home and they want to make it easy tohave high-qualit y ingredients at home, so they can eat at home more Montgomery said. “This is a way to have restauranftquality fish, at home.” While the compangy employs only the two partners and sometimesx a helper, and sometimes their children, a key to makinhg it work is the South Seattl e seafood packer Surfin’ Seafooed uses T.H.
Seafood freezers to stor e its seafood, and also contracts out the cutting and packing tothe T.H. Seafood Corp. Sales Director Cliff Davenportt said he was at firsgt dubious aboutthe proposal, when the partnerxs approached him to supply and pack theidr seafood. “It only took two weeks, but we decided they’rre really nice people… They’re in the same mindset of producin a quality product and guaranteeing it when it goes out the he said. “So we took them Davenport said that his warehouse has enoughb room to store their frozen products as well astheir coolers, adding that his own staff does the cuttin and packing.
“They don’t interfere with our and pretty much they have their ownlittlw space. We have enough room everyone can functiohn without disruptingeverybody else,” he said. As for Seafood, the partners say they’re just riding out the economif downturn. “We think this next year or two we want to be Hanseler said. “We’d love to but really if we could keepit we’re kind of happy.
”
Friday, September 17, 2010
Whooping cough hits hardest among young babies, data show - Los Angeles Times
grearqakususi1426.blogspot.com
Whooping cough hits hardest among young babies, data show Los Angeles Times Health officials said they believe the overrepresentation of very young Latino babies is tied to the larger than average size of many Latino families and ... |
Wednesday, September 15, 2010
Data Domain: Closed round worked for both firm and insiders - San Francisco Business Times:
Air Purifiers - Efficient Cleansing of Home Environments
But before staging any formal dog-and-pony shows, Slootman received a surprising call from boarc memberAneel Bhusri, general partner of , one of Data Domain'e original investors. Bhusri told Slootman that Greylocko wanted to invest in aclosed round, consistinv of only existing backers. Usually VCs want new investors to join a fundinb round to share theventure risk. And companies want them in to keep the valuation competitive. The valuation determines how much of the compangy VCs own for their Insiders tend to be conservative to get the best valuation possibled fortheir firms.
But remarkably, Bhusri agreerd to give Data Domain a valuation on par with what Slootmahn had been hearing from otherVCs -- roughly doublre that of its previous round 18 monthds earlier. (Neither would comment on the exactt number, but Bhusri said a typicak range for asuccessful start-up like Data Domaih would be $60 million to $100 million.) "Ivf you have a company that's doing well, in this case exceptionallyt well, why not investt more money in it?
" Bhusrio said, adding that Data Domain'sw disk-based appliance, which helps companies back up huma resources, accounting and other crucial data more efficientlyg than traditional tape back-up systems, is selling well to a list of more than 100 larger companies, including the . "It's only been shippintg for a year anda half," Bhusri "And they have a who's who of You just don't see that for a company that's very young." Bhusrj said his Greylock colleagues agreex with his assessment.
And once Greylock was in, New Enterprisw Associates and , also existing investors, jumpefd in, kicking in a total of $15 Slootman was thrilled to stick with an established which meant thecompany didn'tr have to install a new VC on its boardd or conduct a lengthy due diligence Said Slootman, "We woulrd rather spend the time developing and selling new The company: Data Domain. The CEO: Frank The investors: Greylock New Enterprise Associates and SutterHill Ventures. The $15 million. The deal: The Palo Alto companh will use the funds to expandits engineering, sales and marketinhg efforts.
The low down: An "inside round" can mean your companu is hurtingand can't find outside investors or, as in Data Domain's it may mean insiders are willing to shouldere the risk themselves. Up next: The compan is hiring 20 to 30 more employeesby year's end.
But before staging any formal dog-and-pony shows, Slootman received a surprising call from boarc memberAneel Bhusri, general partner of , one of Data Domain'e original investors. Bhusri told Slootman that Greylocko wanted to invest in aclosed round, consistinv of only existing backers. Usually VCs want new investors to join a fundinb round to share theventure risk. And companies want them in to keep the valuation competitive. The valuation determines how much of the compangy VCs own for their Insiders tend to be conservative to get the best valuation possibled fortheir firms.
But remarkably, Bhusri agreerd to give Data Domain a valuation on par with what Slootmahn had been hearing from otherVCs -- roughly doublre that of its previous round 18 monthds earlier. (Neither would comment on the exactt number, but Bhusri said a typicak range for asuccessful start-up like Data Domaih would be $60 million to $100 million.) "Ivf you have a company that's doing well, in this case exceptionallyt well, why not investt more money in it?
" Bhusrio said, adding that Data Domain'sw disk-based appliance, which helps companies back up huma resources, accounting and other crucial data more efficientlyg than traditional tape back-up systems, is selling well to a list of more than 100 larger companies, including the . "It's only been shippintg for a year anda half," Bhusri "And they have a who's who of You just don't see that for a company that's very young." Bhusrj said his Greylock colleagues agreex with his assessment.
And once Greylock was in, New Enterprisw Associates and , also existing investors, jumpefd in, kicking in a total of $15 Slootman was thrilled to stick with an established which meant thecompany didn'tr have to install a new VC on its boardd or conduct a lengthy due diligence Said Slootman, "We woulrd rather spend the time developing and selling new The company: Data Domain. The CEO: Frank The investors: Greylock New Enterprise Associates and SutterHill Ventures. The $15 million. The deal: The Palo Alto companh will use the funds to expandits engineering, sales and marketinhg efforts.
The low down: An "inside round" can mean your companu is hurtingand can't find outside investors or, as in Data Domain's it may mean insiders are willing to shouldere the risk themselves. Up next: The compan is hiring 20 to 30 more employeesby year's end.
Tuesday, September 14, 2010
Sunmark promotes online banking as
uhalugupuzyma.blogspot.com
The Latham, N.Y.-based credit union will promote online bankinhg by educating members about how easy it is to use and about the cost savings itprovides Sunmark. It also will offer membera free reusable grocerytote bags, made of recyclecd material, for enrolling in e-statement or online banking. “This online process saves monehy for the credit improves the use of our resources and offera convenient service tothe members,” said Susan Siegel, vice presidentg of marketing and operations for Sunmark . The new initiative joinsd Sunmark’s Members Helping Members program.
That launched in the fall of 2008, createf a network between Sunmark’s members and area businessex to foster cooperation in dealing with economid andenergy issues. The credit union serves people wholive and/or work in Schenectady, Montgomery, Saratoga, Schoharie and Rensselaerf counties. , a Providence, R.I.-based institution with New York statw headquartersin Albany, introduced its electronic banking called Green$ense, in October.
Green$ense rewards customerxs 10 cents for each electronic payment they upto $10 per month and $120 per Over the past six months, customerd of and Charter One, the company’s bankinv subsidiaries, reaped nearly $2 million under the Citizens now has announced that new customers who enrolll by May 15 will receive double the award, or 20 cents a transactiohn up to $240 a year. Based on current enrollment, the companh expects Green$ense to result in a savinges of morethan 220,000 pounds of paper, and one millionn gallons of waste water, in 2009. More than 6,3000 garbage bags will not be filled.
“Ths benefits of this program showhow small, everyday activities such as reducinfg paper-based transactions can have a tremendous impacty on the environment,” said Theresa McLaughlin, chief marketing officer.
The Latham, N.Y.-based credit union will promote online bankinhg by educating members about how easy it is to use and about the cost savings itprovides Sunmark. It also will offer membera free reusable grocerytote bags, made of recyclecd material, for enrolling in e-statement or online banking. “This online process saves monehy for the credit improves the use of our resources and offera convenient service tothe members,” said Susan Siegel, vice presidentg of marketing and operations for Sunmark . The new initiative joinsd Sunmark’s Members Helping Members program.
That launched in the fall of 2008, createf a network between Sunmark’s members and area businessex to foster cooperation in dealing with economid andenergy issues. The credit union serves people wholive and/or work in Schenectady, Montgomery, Saratoga, Schoharie and Rensselaerf counties. , a Providence, R.I.-based institution with New York statw headquartersin Albany, introduced its electronic banking called Green$ense, in October.
Green$ense rewards customerxs 10 cents for each electronic payment they upto $10 per month and $120 per Over the past six months, customerd of and Charter One, the company’s bankinv subsidiaries, reaped nearly $2 million under the Citizens now has announced that new customers who enrolll by May 15 will receive double the award, or 20 cents a transactiohn up to $240 a year. Based on current enrollment, the companh expects Green$ense to result in a savinges of morethan 220,000 pounds of paper, and one millionn gallons of waste water, in 2009. More than 6,3000 garbage bags will not be filled.
“Ths benefits of this program showhow small, everyday activities such as reducinfg paper-based transactions can have a tremendous impacty on the environment,” said Theresa McLaughlin, chief marketing officer.
Sunday, September 12, 2010
Racine readies for a new mayor and a new chapter - The Business Journal of Milwaukee:
acklinegymejac1362.blogspot.com
City of Racine voters hope they’vd elected a new mayor who has the experience and political tact to close the deal on transforminthe hard-luck city into a residential and business haven between Milwaukes and Chicago. agent John Dickert, 46, won a speciall mayoral election May 5 overstate Rep. Bob Turnetr to replace the disgraced former Racine MayorfGary Becker, who was arrested in January and accused of allegede child pornography offenses. Becker resigned as mayor a week latedr and his case is still pendintg inCircuit Court. Dickertt and Turner emerged as the two finalists in the election aftet surviving an April election where 11 candidates were vyinfg forthe office.
This was not the firstt time Dickert and Turner squared off againsty each other inan election. The two Democrats ran for the Racine-areqa Assembly seat in 2002, with Turnert garnering the most votes. After the 2002 loss to Dickert earned his realestate agent’s license and worked seven years for Madison-basex First Weber Group in He previously worked more than 10 yearzs as a lobbyist and consultantt at the Milwaukee law firm of ; was directod of government affairs at the ; and was districf director for former U.S. Rep. Peter Barca, a Kenoshs Democrat.
Dickert has served on the RacinPlan Commission, Racine Housing Authority and the Dickert’se familiarity with Racine and its high unemploymentf rate of more than 16 percent, plus his knowledgw of the inner workings of government, can’ be questioned, said Karen Bayer, executive director of the nonpartisan Leadership Racine organization. His vision for “rebuildinb the city captured the attentionof voters,” she “As mayor, he’ll be a welcomwe addition because he has a finger on the pulses of the real estate market,” said Brian O’Connell, directodr of the Racine Department of City Development.
Dickerrt attributes a group of family and friends for pushinh him into the racefor mayor. “Ths topper was my wife, who told me to look at my experiencwe and saying I was born to dothis job,” said a lifelong resident of Racine. He will be swormn in as mayor May 20. With Racine’s industrial job base continuintg to erode during thecurrent Dickert’s top priority as mayor will be to stimulate the city’e economic development and job creation through city promotion, a focus on infrastructured improvement and public-private partnerships.
O’Connell hopes Dickerg can leverage state financial assistanced because of his Madisob connections and his understanding of how statsegovernment works. Racine voters also endorsed Dickert’s vision for redevelopinh Racine’s housing stock through a focuw on privatehome ownership, rehabilitation of existing homesa and targeted neighborhood redevelopment. “Thd city is perfectly positioned for redevelopmenty with great housing stock and industrialo land with unbeatable prices betweenb Milwaukeeand Chicago,” Dickerf said.
While Dickert never dabbled in real estate developmenft asan investor, he was a real estat agent affiliated with the Kenosha-based developer of the $14 million Riverbend loft condominium The condo development involved convertintg the former Badger Uniform factory into a downtow attraction for homeowners. The project is now in foreclosure because salea of the units fell flat in late 2008 andearlty 2009. Jim Walter, the Riverbend develope and ownerof , blamed the down economy, not for being able to sell less than 30 percent of the Dickert was also involved in the faileds $200 million Pointe Blue development proposed by Racinee native Scott Fergus.
The Pointe Blue land, knownb in Racine as the WalkerPugh site, is now back in the handsd of the city where economic developmenty specialists are re-evaluating the riverfront property’ss potential. “Obviously the current housing market will not allo for a majorcondo project, but there is potential for a blendee or mixed-use development,” Dickert said. Racined County Executive William McReynolds expects Dickert to be easy to work with on economicv development and jobcreation initiatives. McReynolds and othetr city and county elected officialshope Dickert’s electionb opens a new chapter for the city, endingf the painful period following Becker’sz arrest.
“I’m looking forward to an even betteer relationship between the city and county inthe future,” McReynoldxs said. Dickert says he’s looking forward to bringing togethedrthe area’s best minds to creater the Racine everybody has been expecting to
City of Racine voters hope they’vd elected a new mayor who has the experience and political tact to close the deal on transforminthe hard-luck city into a residential and business haven between Milwaukes and Chicago. agent John Dickert, 46, won a speciall mayoral election May 5 overstate Rep. Bob Turnetr to replace the disgraced former Racine MayorfGary Becker, who was arrested in January and accused of allegede child pornography offenses. Becker resigned as mayor a week latedr and his case is still pendintg inCircuit Court. Dickertt and Turner emerged as the two finalists in the election aftet surviving an April election where 11 candidates were vyinfg forthe office.
This was not the firstt time Dickert and Turner squared off againsty each other inan election. The two Democrats ran for the Racine-areqa Assembly seat in 2002, with Turnert garnering the most votes. After the 2002 loss to Dickert earned his realestate agent’s license and worked seven years for Madison-basex First Weber Group in He previously worked more than 10 yearzs as a lobbyist and consultantt at the Milwaukee law firm of ; was directod of government affairs at the ; and was districf director for former U.S. Rep. Peter Barca, a Kenoshs Democrat.
Dickert has served on the RacinPlan Commission, Racine Housing Authority and the Dickert’se familiarity with Racine and its high unemploymentf rate of more than 16 percent, plus his knowledgw of the inner workings of government, can’ be questioned, said Karen Bayer, executive director of the nonpartisan Leadership Racine organization. His vision for “rebuildinb the city captured the attentionof voters,” she “As mayor, he’ll be a welcomwe addition because he has a finger on the pulses of the real estate market,” said Brian O’Connell, directodr of the Racine Department of City Development.
Dickerrt attributes a group of family and friends for pushinh him into the racefor mayor. “Ths topper was my wife, who told me to look at my experiencwe and saying I was born to dothis job,” said a lifelong resident of Racine. He will be swormn in as mayor May 20. With Racine’s industrial job base continuintg to erode during thecurrent Dickert’s top priority as mayor will be to stimulate the city’e economic development and job creation through city promotion, a focus on infrastructured improvement and public-private partnerships.
O’Connell hopes Dickerg can leverage state financial assistanced because of his Madisob connections and his understanding of how statsegovernment works. Racine voters also endorsed Dickert’s vision for redevelopinh Racine’s housing stock through a focuw on privatehome ownership, rehabilitation of existing homesa and targeted neighborhood redevelopment. “Thd city is perfectly positioned for redevelopmenty with great housing stock and industrialo land with unbeatable prices betweenb Milwaukeeand Chicago,” Dickerf said.
While Dickert never dabbled in real estate developmenft asan investor, he was a real estat agent affiliated with the Kenosha-based developer of the $14 million Riverbend loft condominium The condo development involved convertintg the former Badger Uniform factory into a downtow attraction for homeowners. The project is now in foreclosure because salea of the units fell flat in late 2008 andearlty 2009. Jim Walter, the Riverbend develope and ownerof , blamed the down economy, not for being able to sell less than 30 percent of the Dickert was also involved in the faileds $200 million Pointe Blue development proposed by Racinee native Scott Fergus.
The Pointe Blue land, knownb in Racine as the WalkerPugh site, is now back in the handsd of the city where economic developmenty specialists are re-evaluating the riverfront property’ss potential. “Obviously the current housing market will not allo for a majorcondo project, but there is potential for a blendee or mixed-use development,” Dickert said. Racined County Executive William McReynolds expects Dickert to be easy to work with on economicv development and jobcreation initiatives. McReynolds and othetr city and county elected officialshope Dickert’s electionb opens a new chapter for the city, endingf the painful period following Becker’sz arrest.
“I’m looking forward to an even betteer relationship between the city and county inthe future,” McReynoldxs said. Dickert says he’s looking forward to bringing togethedrthe area’s best minds to creater the Racine everybody has been expecting to
Saturday, September 11, 2010
HISD officer accused of beating student - abc13.com
http://www.evilasio.org/authors/author-768.html
HISD officer accused of beating student abc13.com HOUSTON (KTRK) -- A Houston ISD police officer is on leave and under investigation because of what a student says happened to him on a bus. The incident at ... |
Thursday, September 9, 2010
Torchmark responds to ratings downgrade - Dallas Business Journal:
http://addinglinks.info/index.php?s=D&c=489
McKinney-based Torchmark (NYSE: TMK) said it has the capacityu to absorb any reduction in capitap andmaintain “adequate statutory capital” Last week, Fitch warne d that Torchmark has $100 millio in debt due in August and $274 million in commercial papee outstanding. In response, Torchmark said it has cut commerciaol paper outstandingby $41 million to $233 million on June 5. Fitchh on Friday downgraded Torchmark based on the ratings company’s belief that Torchmark is exposed to the tumultuous financiall markets.
Fitch said it was optimistic that Torchmar k subsidiaries are reporting strong but warned about investments that may be necessar y to offset any reductionxin capital. On Monday, Torchmark management stated that it has the capacitu to absorb any capital adjustments that may be and it does not expect those levels to reach a rangwe that is threateningin nature.
McKinney-based Torchmark (NYSE: TMK) said it has the capacityu to absorb any reduction in capitap andmaintain “adequate statutory capital” Last week, Fitch warne d that Torchmark has $100 millio in debt due in August and $274 million in commercial papee outstanding. In response, Torchmark said it has cut commerciaol paper outstandingby $41 million to $233 million on June 5. Fitchh on Friday downgraded Torchmark based on the ratings company’s belief that Torchmark is exposed to the tumultuous financiall markets.
Fitch said it was optimistic that Torchmar k subsidiaries are reporting strong but warned about investments that may be necessar y to offset any reductionxin capital. On Monday, Torchmark management stated that it has the capacitu to absorb any capital adjustments that may be and it does not expect those levels to reach a rangwe that is threateningin nature.
Wednesday, September 8, 2010
Tension in Edo over killing of House of Reps aspirant - Vanguard
http://www.b3st.net/authors/author-819.html
Vanguard | Tension in Edo over killing of House of Reps aspirant Vanguard When newsmen visited the family house of the deceased wife, Osato Oghogho. She held their one month old son, weeping endlessly with scores of sympathizers ... |
Monday, September 6, 2010
J.G. Wentworth bankruptcy plan OK
http://board.sektanti.ru/help.php
As part of the deal, J.G. Wentworth’sa parent, private equity firm of New York, will inves $100 million of new equity to supporgtongoing operations. It will also provide as much as $35 millio n for the company to buy loanxs from lenders in exchange for new preferred interests in the TheBryn Mawr, Pa.-based company sought acceptance of its plan from its lenders beforse what is called a prepackaged More than 90 percent of the term lenders the company said. J.G.
Wentworth said its decision to file for Chapter 11 came afterr an extensive review of alternatives to addresas pressuresfrom “extremely challenging capital markets and high borrowing and was unanimously approved by the company’sx board of directors. In December, J.G. Wentworthn laid off 120 of its 200 employees and closed its LasVegads office. Founded in 1991, it movedf from Philadelphia to Bryn Mawrin 2003.
As part of the deal, J.G. Wentworth’sa parent, private equity firm of New York, will inves $100 million of new equity to supporgtongoing operations. It will also provide as much as $35 millio n for the company to buy loanxs from lenders in exchange for new preferred interests in the TheBryn Mawr, Pa.-based company sought acceptance of its plan from its lenders beforse what is called a prepackaged More than 90 percent of the term lenders the company said. J.G.
Wentworth said its decision to file for Chapter 11 came afterr an extensive review of alternatives to addresas pressuresfrom “extremely challenging capital markets and high borrowing and was unanimously approved by the company’sx board of directors. In December, J.G. Wentworthn laid off 120 of its 200 employees and closed its LasVegads office. Founded in 1991, it movedf from Philadelphia to Bryn Mawrin 2003.
Sunday, September 5, 2010
Report: IBM sells off $83.6M worth of Lenovo - Dallas Business Journal:
http://dvdmovieslibrary.com/movie-zero---an-investigation-into-9-11-3705.html
million worth of shares in personal computermaker , Reuterd reported. Big Blue sold 116.19 million Lenovop shares, which are traded on the Hong Kongstocl exchange, at a 6 percent discounty to the computer maker'a final trading price for the day, accordingb to the Reuters report. The sale of the 1.3 percent sharew in Lenovo leaves IBM witha 6.5 percent stake in the company, according to both Reuterx and Dow Jones Newswires. IBM gained more than a 10 percenyt ownership stake in Lenovo as part ofthe $1.25 billionm sale of its Personal Computing Divisionh to China-based Lenovo in 2005, Reutera reported. Big Blue steadily has been selling off chunkds ofLenovo since.
Lenovo entered the Triangle market with theIBM IBM's Personal Computing Division was based in Researcb Triangle Park. After acquiring the PC division, Lenovo to a new campusz built for the companyin Morrisville. IBM is one of the Triangle'se largest private employers, with 11,000 local workers, the vast majorituy of whom are atthe company's Researcnh Triangle Park campus. Lenovo has abou t 1,350 employees in
million worth of shares in personal computermaker , Reuterd reported. Big Blue sold 116.19 million Lenovop shares, which are traded on the Hong Kongstocl exchange, at a 6 percent discounty to the computer maker'a final trading price for the day, accordingb to the Reuters report. The sale of the 1.3 percent sharew in Lenovo leaves IBM witha 6.5 percent stake in the company, according to both Reuterx and Dow Jones Newswires. IBM gained more than a 10 percenyt ownership stake in Lenovo as part ofthe $1.25 billionm sale of its Personal Computing Divisionh to China-based Lenovo in 2005, Reutera reported. Big Blue steadily has been selling off chunkds ofLenovo since.
Lenovo entered the Triangle market with theIBM IBM's Personal Computing Division was based in Researcb Triangle Park. After acquiring the PC division, Lenovo to a new campusz built for the companyin Morrisville. IBM is one of the Triangle'se largest private employers, with 11,000 local workers, the vast majorituy of whom are atthe company's Researcnh Triangle Park campus. Lenovo has abou t 1,350 employees in
Friday, September 3, 2010
Bolling takes a victory lap on Martinsville NASCAR race - Washington Post (blog)
http://guruworker.wordpress.com
AutoWeek | Bolling takes a victory lap on Martinsville NASCAR race Washington Post (blog) But Bolling (R), along with state and local officials, announced Thursday that International Speedway Corp. is committing to two NASCAR Sprint Cup races ... NASCAR to keep 2 Sprint Cup races at Martinsville NASCAR races to continue at Martinsville Speedway; facility, road improvements ... Martinsville Speedway's future secured |
Thursday, September 2, 2010
Angels fill tall order with Van Mil - Minneapolis Star Tribune
http://armeniantrip.biz/prom-limousines.html
Angels fill tall order with Van Mil Minneapolis Star Tribune After trading reliever Brian Fuentes to the Twins on Saturday, Angels General Manager Tony Reagins told reporters the ... |
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