lebexab.wordpress.com
But, those who are buying are doing so with cash with more than four out of 10 investmenf buyers and more than three in 10 vacationn home buyers coming to the table with moneyup “We expected vacation-home sales to fall given the impacrt of a declining economuy on discretionary purchases,” said Lawrence Yun, NAR chieff economist, in a news release. “ A steady share of investment-home sales resultds from buyers taking advantage of deeply discounted pricea inmany areas, with a smallere portion of new homes in the sales The market share of homes purchasedc for investment was 21 percent last year, unchangedf from 2007, while an additional 9 percent were vacationh homes, down from a 12 percent marketf share in 2007, according to NAR.
And as with the marker for primary residences, second-home prices were also down significantly. The mediann price of a vacation homewas $150,000p in 2008, down 23.1 percentr from $195,000 in 2007. The typical investment propertycost $108,000 last year, which is 28.0 percent below the 2007 medianh of $150,000, according to the Realtore group. The typical vacation-home buyer in 2008 was 46 years old, had a mediam household incomeof $97,200, and purchased a propertty that was a median of 316 miles from theire primary residence.
Investment-home buyers in 2008 had a median ageof 47, earned $85,000, and bought a home that was fairly close to theifr primary residence – a median distance of 19 Twenty-six percent of vacation homes were purchased in smalpl towns, 23 percent in a rural 23 percent in resorts, 20 percent in a suburbn and 8 percent in an urbanb area or central city. Twenty-eight percent of investmenf homes were purchased in a 20 percent in an urban or centraolcity area, 23 percent in a rural 22 percent in a small town and 6 percenf in a resort area.
Seventy percent of vacation homesx purchased in 2008 weredetached single-family 18 percent condos, 5 percent townhouse s or row houses and 7 percentf other. Sixty-four percent of investment homes purchaseds in 2008 weredetached single-family homes, 22 percent condos, 8 percen townhouses or row houses and 6 percenyt other. The survey, conducted in March, includes answerw from 1,924 usable responses.
Wednesday, October 31, 2012
Monday, October 29, 2012
Mark Sanchez as Starting Quarterback Only Certainty in New York Jets Future - Fox News
karnergetajequ1416.blogspot.com
Mark Sanchez as Starting Quarterback Only Certainty in New York Jets Future Fox News East Rutherford, N.J. â€" Rex Ryan repeated familiar words that fans of both Mark Sanchez and Tim Tebow have come to question. Following the New York Jets' beating by the Miami Dolphins, Ryan once again affirmed that he is sticking with Sanchez as the ... |
When coursework translates to the workforce: HCC computer science students ... CultureMap Houston Computers have dramatically changed the way students are educated today, and nowhere is that more evident than at Houston Community College. Consider this: More than 90 percent of Dr. Carlton Downey's online students never meet him in person. |
Saturday, October 27, 2012
Human Capital: People on the move, June 2 - Kansas City Business Journal:
bakakinkorypon.blogspot.com
Goodwin Procter's Budd elected vice chairma n of AAA national board WayneBudd , seniof counsel with the Boston law firm of and a memberr of the board of directora of , was elected vice chairman of AAA’ds national board of directors. Turbine taps Paradowski as CFO , a Westwood-baseed online gaming technology company, appointed M. Beau Paradowski chied financial officer. Clough to run Leerink Swann's MEDACor division Health care investment bank Leerink Swann of Bostonj appointed Brent Clough senior managing directod and head of itsMEDACorp division. Priorf to joining Leerink Swann, Clough was president and CEO of IntrinsiwLLC , an oncology software and data analytics firm.
promotes Stys as VP of marketing andbusineses dev. Shawmut Design and Construction in Bostoh promoted BrianStys , a 16-year veteran of the firm, to the newly-createed role of vice president of marketing and busineses development. The Protector Group Insuranc Agency adds Mullery as director of compliancwe and wellness of Worcester addefd Laura Ann Mullery as director of compliancesand wellness. Mullery previously served as assistant vice president at in Bostoj and vice president of majorf accounts at Thorbahn Associatesin Quincy.
Goodwin Procter's Budd elected vice chairma n of AAA national board WayneBudd , seniof counsel with the Boston law firm of and a memberr of the board of directora of , was elected vice chairman of AAA’ds national board of directors. Turbine taps Paradowski as CFO , a Westwood-baseed online gaming technology company, appointed M. Beau Paradowski chied financial officer. Clough to run Leerink Swann's MEDACor division Health care investment bank Leerink Swann of Bostonj appointed Brent Clough senior managing directod and head of itsMEDACorp division. Priorf to joining Leerink Swann, Clough was president and CEO of IntrinsiwLLC , an oncology software and data analytics firm.
promotes Stys as VP of marketing andbusineses dev. Shawmut Design and Construction in Bostoh promoted BrianStys , a 16-year veteran of the firm, to the newly-createed role of vice president of marketing and busineses development. The Protector Group Insuranc Agency adds Mullery as director of compliancwe and wellness of Worcester addefd Laura Ann Mullery as director of compliancesand wellness. Mullery previously served as assistant vice president at in Bostoj and vice president of majorf accounts at Thorbahn Associatesin Quincy.
Thursday, October 25, 2012
Opus West troubles mount, may file Chapter 11 - The Business Journal of Milwaukee:
xszeyluje.blogspot.com
Opus has hired counsel to explore restructuring options forits Phoenix-baseds operating company, Opus West, according to Winstonh Hewett, a company spokeswoman. The restructuring could include filing for Chapter 11 similar to action taken byits Atlanta-based Opus South subsidiaryy April 22. Opus Corp.'sx other operating divisions include Rosemont, Ill.-based ., which has operations on Milwaukee'e west side. The new project that went into foreclosure recentlyt is calledthe . The 300,000-square-foot office near the in Glendale, Ariz., is the subject of a lawsuit by , which is seeking $30.
9 million for a past-due construction loan on the new development, accordint to a story published June 7 by The ArizonaRepublivc newspaper. The bank has scheduled a foreclosureauction Aug. 13 for that property, the story This is just the latesy turmoil forOpus West. In May, Opus West presideny Thomas Roberts left the firm shortly after Opus filed Chaptedr 11 bankruptcyfor , near Austin, Texas. The developef put the mall into Chapter 11 to preventy it from being sold at a foreclosure auctioj by a group of lenders who had financedits
Opus has hired counsel to explore restructuring options forits Phoenix-baseds operating company, Opus West, according to Winstonh Hewett, a company spokeswoman. The restructuring could include filing for Chapter 11 similar to action taken byits Atlanta-based Opus South subsidiaryy April 22. Opus Corp.'sx other operating divisions include Rosemont, Ill.-based ., which has operations on Milwaukee'e west side. The new project that went into foreclosure recentlyt is calledthe . The 300,000-square-foot office near the in Glendale, Ariz., is the subject of a lawsuit by , which is seeking $30.
9 million for a past-due construction loan on the new development, accordint to a story published June 7 by The ArizonaRepublivc newspaper. The bank has scheduled a foreclosureauction Aug. 13 for that property, the story This is just the latesy turmoil forOpus West. In May, Opus West presideny Thomas Roberts left the firm shortly after Opus filed Chaptedr 11 bankruptcyfor , near Austin, Texas. The developef put the mall into Chapter 11 to preventy it from being sold at a foreclosure auctioj by a group of lenders who had financedits
Wednesday, October 24, 2012
GE acts to counteract 'fiscal cliff' fears - Financial Times
lehoquvuhu.wordpress.com
GE acts to counteract 'fiscal cliff' fears Financial Times GE acts to counteract 'fiscal cliff' fears. By Ed Crooks and Vivianne Rodrigues in New York. General Electric ©Reuters · General Electric, the US industrial group, said it had refinanced $5bn of bonds reaching maturity early next year to avoid any ... |
Monday, October 22, 2012
Cincinnati-area firms win Ohio incentives - San Francisco Business Times:
authors-morphology.blogspot.com
, a maker of marketing simulatiob andplanning software, received $1.1 million from the Innovatiomn Ohio Loan Fund, at an annuall interest rate of 1 percent for the first year and 8 percent for five years. The Cincinnati-based company will use the loan to develop a new generation of its Emerginbg Marketplace software and buy computer The $2.2 million projecty is expected to create 36 jobs and retain 10 Two local firms also received Job Creation Tax Creditsd for expansion projects.
• , a suppliedr of labeling systems for thebeverage industry, was awardexd a 45 percent tax credit for five yearsa for a $1 million expansion project in The company expects to use the credit, wortyh about $52,700 over its term, to create 25 jobs and retainb 118. • won a 45 percent job for a six-year term, for a $170,00p expansion project at its regiona loffice downtown. The credit is valued at abouft $119,750 over its term. Advantage expectsa to create 33 positionx andretain 65. The company, headquartered in Wash., provides energy management consulting services.
, a maker of marketing simulatiob andplanning software, received $1.1 million from the Innovatiomn Ohio Loan Fund, at an annuall interest rate of 1 percent for the first year and 8 percent for five years. The Cincinnati-based company will use the loan to develop a new generation of its Emerginbg Marketplace software and buy computer The $2.2 million projecty is expected to create 36 jobs and retain 10 Two local firms also received Job Creation Tax Creditsd for expansion projects.
• , a suppliedr of labeling systems for thebeverage industry, was awardexd a 45 percent tax credit for five yearsa for a $1 million expansion project in The company expects to use the credit, wortyh about $52,700 over its term, to create 25 jobs and retainb 118. • won a 45 percent job for a six-year term, for a $170,00p expansion project at its regiona loffice downtown. The credit is valued at abouft $119,750 over its term. Advantage expectsa to create 33 positionx andretain 65. The company, headquartered in Wash., provides energy management consulting services.
Sunday, October 21, 2012
At your service: Piedmont Facilities Services shifts focus in down economy - bizjournals:
eragywaqer.wordpress.com
A contractor had agreed to replace the sidewalkm directly in front of Lorillard headquarters on Green Valley Road in Greensboriobut “he walked off the job becauses he couldn’t get anyone to delivere sufficient concrete with a holiday two days Wright says. “A call to brought four men who completexd the repair on July she recalls. “One of those four was Scotgt himself. I have chastised myself many times for not calling him tobegi with.” Scott McCormick has been getting callx like that for more than 16 years from the Triad’sd top employers.
As a contract project manager, his compang will do just abouft anything thatneeds doing, “from maintenance to sprinkled systems,” says Wright. “He truly cares about a job well But Winston-Salem-based Piedmont Facilities Services’ specialty is somethinfg that’s been in almosr constant demand over the past two decadesx — moving people and reconfiguring office cubesd A.S.A.P. as work forces contract, expanr and are realigned. It was McCormicok who landed the contract to move practicallyeveru office, first in the RJR Plaz a building and then in the old 1929 Reynolds Buildiny in downtown Winston-Salem.
At about the same time, Piedmont Facilities Servicese also secured a contracywith Planters-LifeSavers, which did its shars of playing musical chairs with office “God blessed me,” McCormick says with his characteristicx modesty, “because there’s no other way someone can have two contractas like that for their firsy clients.” Looking back 10 years ago, McCormicl recalls fondly, “Things were really rollinbg then, with 80- or 90-hour weeks, and it was great.” Name a companyh in the Triad that’s realigned its work forcer and, chances are, McCormick’s been involved — , , Sara Lee , Sealy Corp. and Nabisco Foods.
Not bad for someone who, at the age of 5, was assignedf his own row of tobacco to tend onhis father’sa farm near Yadkinville and worked his way througgh college running a garbage service. “I’j an old tobacco farmer from McCormick says, slipping into his aw-shucks “I ran out of thingsx to do, so I had to go to schoolo and go out and get a real School was and his firsft jobwas “selling doorknobs” as a contract hardwarr salesman at Pleasant Hardware Co. He says he quickly discovered he was not cut out to be a But he did make a number of excellent contact that opened doors for him when he switched over to doingb facilitiescontract work.
“He has a good boy mentality,” says Robyn Puckett, facility servicexs manager atRMIC (Republix Mortgage Insurance Co.) in Winston-Salem, “but fullyh believes in respect, honesty, hard work and disciplind — and expects that from his Puckett recalls a recent 10-week move of 350 RMIC employee from Stanleyville to the Park Buildinhg in downtown Winston-Salem. “The time constraints were unbelievable,” she says, “bug having worked with Scott for many I knew if anyone could pull it off thathe could.
” Installingh cubes during the week and moving peopler on the weekends, McCormick’ws crew did it and did it on “We needed to expand our payroll department two years recalls Jack Marable, maintenancs supervisor for Pepsi Bottling Groul in Winston-Salem. McCormick’s crew came in Fridayh night and by Monday morninfg at8 a.m., “they had everything up and running — phones, furniture, lights, everything worked.” Companiesa use contractors like McCormick instead of their own worker s because maintenance, moving and construction are often one-of-a-kindx projects and are mostly done after-hours.
Up until last November, McCormickj says, business was extremely with more 80- and 90-houre weeks. Then, he started seeiny “less phone calls, less jobs that you had quoted being put on As the monthswent by, “I had to lay off five installersx and I put my designed on the road to sell product.” McCormick’s strategy is to make the compan y more sales-oriented, something, he says, “we neverr had to do before.” Yes, he still has contracts with a numbert of big corporations, but now when the phoned rings, it’s mostly “punch items.
” And with the current instead of reconfiguring office space, desks just sit “When corporate puts on the there’s not much for us to do,” McCormick says. Time was, “80 percent of revenues came from billabled time doingconstruction management, just managing projectw — moving, up-fits, relocations and furniture instillation. Today, it’sa less than 10 percent.” Why not just sit back and ride out thedownturn “You can’t do For some reason, people want to get paid evert week.” McCormick, however, has certainlh had the opportunity to learnj from others: “I’ve seen it happen and know what to he says.
“You’ve got to maintain cut your overhead, and we’rs pushing hard in commercialofurniture sales.” That’s because his company generally also gets the contracft for installing the furniture and building the cubes. And there’x something else he’s doing that he’s seen others do a lot of. He’sd relocating — from his current officed near the old RJR worldheadquarters (now the Universityu Corporate Center) to a smallere facility, downsizing from the 10,000 squarew feet to 3,500 squarw feet. And, says “we’re not doing any up-fif over there, (just) some carpegt and a little paint.” Still, he’ws optimistic.
Over the years, he’s seen a lot of companies come and go and other companies comeroarinb back. “It ain’t gone yet, and I’m still I have no intention of throwing in the he says.
A contractor had agreed to replace the sidewalkm directly in front of Lorillard headquarters on Green Valley Road in Greensboriobut “he walked off the job becauses he couldn’t get anyone to delivere sufficient concrete with a holiday two days Wright says. “A call to brought four men who completexd the repair on July she recalls. “One of those four was Scotgt himself. I have chastised myself many times for not calling him tobegi with.” Scott McCormick has been getting callx like that for more than 16 years from the Triad’sd top employers.
As a contract project manager, his compang will do just abouft anything thatneeds doing, “from maintenance to sprinkled systems,” says Wright. “He truly cares about a job well But Winston-Salem-based Piedmont Facilities Services’ specialty is somethinfg that’s been in almosr constant demand over the past two decadesx — moving people and reconfiguring office cubesd A.S.A.P. as work forces contract, expanr and are realigned. It was McCormicok who landed the contract to move practicallyeveru office, first in the RJR Plaz a building and then in the old 1929 Reynolds Buildiny in downtown Winston-Salem.
At about the same time, Piedmont Facilities Servicese also secured a contracywith Planters-LifeSavers, which did its shars of playing musical chairs with office “God blessed me,” McCormick says with his characteristicx modesty, “because there’s no other way someone can have two contractas like that for their firsy clients.” Looking back 10 years ago, McCormicl recalls fondly, “Things were really rollinbg then, with 80- or 90-hour weeks, and it was great.” Name a companyh in the Triad that’s realigned its work forcer and, chances are, McCormick’s been involved — , , Sara Lee , Sealy Corp. and Nabisco Foods.
Not bad for someone who, at the age of 5, was assignedf his own row of tobacco to tend onhis father’sa farm near Yadkinville and worked his way througgh college running a garbage service. “I’j an old tobacco farmer from McCormick says, slipping into his aw-shucks “I ran out of thingsx to do, so I had to go to schoolo and go out and get a real School was and his firsft jobwas “selling doorknobs” as a contract hardwarr salesman at Pleasant Hardware Co. He says he quickly discovered he was not cut out to be a But he did make a number of excellent contact that opened doors for him when he switched over to doingb facilitiescontract work.
“He has a good boy mentality,” says Robyn Puckett, facility servicexs manager atRMIC (Republix Mortgage Insurance Co.) in Winston-Salem, “but fullyh believes in respect, honesty, hard work and disciplind — and expects that from his Puckett recalls a recent 10-week move of 350 RMIC employee from Stanleyville to the Park Buildinhg in downtown Winston-Salem. “The time constraints were unbelievable,” she says, “bug having worked with Scott for many I knew if anyone could pull it off thathe could.
” Installingh cubes during the week and moving peopler on the weekends, McCormick’ws crew did it and did it on “We needed to expand our payroll department two years recalls Jack Marable, maintenancs supervisor for Pepsi Bottling Groul in Winston-Salem. McCormick’s crew came in Fridayh night and by Monday morninfg at8 a.m., “they had everything up and running — phones, furniture, lights, everything worked.” Companiesa use contractors like McCormick instead of their own worker s because maintenance, moving and construction are often one-of-a-kindx projects and are mostly done after-hours.
Up until last November, McCormickj says, business was extremely with more 80- and 90-houre weeks. Then, he started seeiny “less phone calls, less jobs that you had quoted being put on As the monthswent by, “I had to lay off five installersx and I put my designed on the road to sell product.” McCormick’s strategy is to make the compan y more sales-oriented, something, he says, “we neverr had to do before.” Yes, he still has contracts with a numbert of big corporations, but now when the phoned rings, it’s mostly “punch items.
” And with the current instead of reconfiguring office space, desks just sit “When corporate puts on the there’s not much for us to do,” McCormick says. Time was, “80 percent of revenues came from billabled time doingconstruction management, just managing projectw — moving, up-fits, relocations and furniture instillation. Today, it’sa less than 10 percent.” Why not just sit back and ride out thedownturn “You can’t do For some reason, people want to get paid evert week.” McCormick, however, has certainlh had the opportunity to learnj from others: “I’ve seen it happen and know what to he says.
“You’ve got to maintain cut your overhead, and we’rs pushing hard in commercialofurniture sales.” That’s because his company generally also gets the contracft for installing the furniture and building the cubes. And there’x something else he’s doing that he’s seen others do a lot of. He’sd relocating — from his current officed near the old RJR worldheadquarters (now the Universityu Corporate Center) to a smallere facility, downsizing from the 10,000 squarew feet to 3,500 squarw feet. And, says “we’re not doing any up-fif over there, (just) some carpegt and a little paint.” Still, he’ws optimistic.
Over the years, he’s seen a lot of companies come and go and other companies comeroarinb back. “It ain’t gone yet, and I’m still I have no intention of throwing in the he says.
Saturday, October 20, 2012
VC investment slows - South Florida Business Journal:
yqyqynesara.blogspot.com
million in Florida companiew duringthis year's third quarter, the lowesyt dollar volume in the state sincw 1999's first quarter, according to a survey by survey, compiled by the accounting and consulting firm and venturr capital consultant Venture One, showed 13 Floridaa companies received venture capital duringy the recent quarter. That averaged out to $6.9 million per investment. The recent quarter'es statewide dollar total was considerably smaller than inthis year'ds second quarter, which had 12 VC dealse totaling $260.7 million. The Money Tree survey for 2000's third quarter showed 23 Florida investmentstotaling $542.
8 million, a quarterly dollar record for the state. This year's third quarter results included five Soutb Florida companies receiving a totalof $29.q million. During this year's second four South Florida companies received venture capitakltotaling $86.1 million. "What we saw in the last quartefr is probably a significant indication of what is to saidPhyllis Jones, a Tampa-based Pricewaterhouse partner who heada the firm's Florida Technology "We are back to reality," Jonesw said. "The boom period was just that. Historically, the thirx quarter (of 2001) was not bad. We didn'tg have monster deals closing like in thepreviousw quarters.
" The decline in technology stocks that begam during the spring of 2000 is impactinfg the flow of venture capital in Florida and arouns the country, Jones said. During 1999 and earluy 2000, numerous venture funds gave money toyoung Internet-related companiesz with a goal of gainingb profits from anticipated initial public offerings. However, those IPOs did not The lingering effects ofthis year's economic slowdown, the 11 terrorist attacks are other factors probablyg will keep VC deal flow at pre-199 levels for the next several quarters, Jones Thus, for the next several it is anticipated the number of VC investments likely will remainn flat and there probably will be few of the $10 million-plu s investments in early-stage companies that were widespread in late 1999 and last "Many venture funds are spending times advising and helpinvg to shore up their existing investments Jones said.
"Some are sayingv that the second round is where theyare looking, but some are stilp interested in early-stage companies." The thirr quarter's largest VC deal in South Florida was an $18.76 million investment received by Coordinated Care Solutionx of Coral Springs, which provides care management of high-cost patients insured by HMOs, self-insured companies and government-funded Essex Woodlands Health Venturer and Pequot Capital Management investef the money in Coordinated Care The funding was the second roundf of venture capital for the company.
Other Southu Florida companies that received venture capitakl duringthis year's third quarter, according to PWC, BizProLink Network of Fort Lauderdale, $3.2 Bioheart of Fort Lauderdale, $3.0 million; OpenClose.com of $2.25 million; and NetByTel of Boca Raton, $2.0 million. Througuh this year's first three the PWC surveys show 43 Floridaw companies have received venture capitaltotaling $455 million. That puts the statew far behindlast year's record pace, when 98 Florida companies received $1.5 billioj in venture capital.
million in Florida companiew duringthis year's third quarter, the lowesyt dollar volume in the state sincw 1999's first quarter, according to a survey by survey, compiled by the accounting and consulting firm and venturr capital consultant Venture One, showed 13 Floridaa companies received venture capital duringy the recent quarter. That averaged out to $6.9 million per investment. The recent quarter'es statewide dollar total was considerably smaller than inthis year'ds second quarter, which had 12 VC dealse totaling $260.7 million. The Money Tree survey for 2000's third quarter showed 23 Florida investmentstotaling $542.
8 million, a quarterly dollar record for the state. This year's third quarter results included five Soutb Florida companies receiving a totalof $29.q million. During this year's second four South Florida companies received venture capitakltotaling $86.1 million. "What we saw in the last quartefr is probably a significant indication of what is to saidPhyllis Jones, a Tampa-based Pricewaterhouse partner who heada the firm's Florida Technology "We are back to reality," Jonesw said. "The boom period was just that. Historically, the thirx quarter (of 2001) was not bad. We didn'tg have monster deals closing like in thepreviousw quarters.
" The decline in technology stocks that begam during the spring of 2000 is impactinfg the flow of venture capital in Florida and arouns the country, Jones said. During 1999 and earluy 2000, numerous venture funds gave money toyoung Internet-related companiesz with a goal of gainingb profits from anticipated initial public offerings. However, those IPOs did not The lingering effects ofthis year's economic slowdown, the 11 terrorist attacks are other factors probablyg will keep VC deal flow at pre-199 levels for the next several quarters, Jones Thus, for the next several it is anticipated the number of VC investments likely will remainn flat and there probably will be few of the $10 million-plu s investments in early-stage companies that were widespread in late 1999 and last "Many venture funds are spending times advising and helpinvg to shore up their existing investments Jones said.
"Some are sayingv that the second round is where theyare looking, but some are stilp interested in early-stage companies." The thirr quarter's largest VC deal in South Florida was an $18.76 million investment received by Coordinated Care Solutionx of Coral Springs, which provides care management of high-cost patients insured by HMOs, self-insured companies and government-funded Essex Woodlands Health Venturer and Pequot Capital Management investef the money in Coordinated Care The funding was the second roundf of venture capital for the company.
Other Southu Florida companies that received venture capitakl duringthis year's third quarter, according to PWC, BizProLink Network of Fort Lauderdale, $3.2 Bioheart of Fort Lauderdale, $3.0 million; OpenClose.com of $2.25 million; and NetByTel of Boca Raton, $2.0 million. Througuh this year's first three the PWC surveys show 43 Floridaw companies have received venture capitaltotaling $455 million. That puts the statew far behindlast year's record pace, when 98 Florida companies received $1.5 billioj in venture capital.
Thursday, October 18, 2012
Retailers bank on idea of low-price guarantees - Kansas City Business Journal:
belyaevostapuki.blogspot.com
But the plan will work only if large numbers ofcustomers don’t pursue the companies’ offers, which woulr force them to drop prices they’d rather keep at current several industry watchers announced May 12 it would become the latest retailo chain to offer to sell products below listed costs, if shoppers bring in printed ads from competitorx showing that the same product is selling for a lower pricer there. The Minneapolis-based chain is testing the policy in twomarketxs — Denver and Orlando — and will use thosse results to help it decided whether to take the offer nationally, spokeswomahn Delia McLinden said.
Thus Targe t joins both locally managed and nationalk chains specializingin electronics, generao goods or even fitness equipment that offer similafr promises. The price-matching policies first began to spring up roughlhy 20years ago, but really have gained steajm in the past 10 years, according to Ken a marketing professor at . Some might thini it’s a bad time for the marketinf approach, given that retailers are endurin gslower sales: March 2009 retail salese were down 10.6 percent from Marcyh 2008, according to the .
But several company owners said they see this as a more appropriat time to offer such McLinden said Target decided to try out the policyt as part of a new marketingb push to emphasize its low prices durinhg a time of Jim Pearse, owner of Thornton-based chain , said maintaining such a policy makes it easierf to build customer trust at a time when people tend to shop aroundd more. “In this economy, it’s a great service to the Pearse said. “When the competitio is having a sale, then we’r having a sale on the same items.
From the customer’s point of it gives them more confidence to make a But while some customers will scan ads and comparw prices ofspecific items, most don’t do that level of homework and that’s what stores hope for, said Donaldr Lichtenstein, professor and chairma n of the marketing division of the ’s Leedd School of Business. Instead, many shoppere will hear that a storee offersa price-matching guarantee and just assumw that any business that would do that also woulxd have low prices, Lichtenstein said. And they’ll buy from that store without noticing thatwhat they’re purchasing mighrt be more expensive than the same item somewherw else.
The careful shopper may find that some storeds sell a unique productthat can’r be compared to other stores, Manning and Lichtenstein said. Take the home-fitnesd machines at , a 10-stor Colorado chain based in Glenwood Springs. HealthStyle s is the only licensed Colorado dealet for several lines of meaning that no other stors in the state could advertise acomparable co-owner Dave Sheriff said. Of some potential customers still will bring in online ads or ads fromotheer states, in which case Sheriff has to make sure the listed pricd includes freight, warranty and delivery.
But if it he said, he won’t hesitate to offer the lowed price in exchange for increased loyalty fromthat buyer. “Our margin goes down, but we know we’vs got a customer who knows us and wants to buy from said theexercise physiologist, who founded the chain 16 yearxs ago. “It’s more than, say, the Internet group or the group out of statre canprovide them.” Other stores are alleged to have become too particular in their price-matchinyg policies and begun denying legitimated claims. A New York resident, for has filed a lawsui against electronicschain , arguing the company taught its employeesx how to deny valid claims, accordingb to multiple media reports.
Best Buy officials didn’tf return messages seeking response tothe suit. Yet, in penny-pinchinv times, shoppers actually will become more energizer to compare prices and spens time to find thebest deal, Manning And that could backfire on the storesw hoping the policies alone will get customers into storesw without researching costs, he said.
But the plan will work only if large numbers ofcustomers don’t pursue the companies’ offers, which woulr force them to drop prices they’d rather keep at current several industry watchers announced May 12 it would become the latest retailo chain to offer to sell products below listed costs, if shoppers bring in printed ads from competitorx showing that the same product is selling for a lower pricer there. The Minneapolis-based chain is testing the policy in twomarketxs — Denver and Orlando — and will use thosse results to help it decided whether to take the offer nationally, spokeswomahn Delia McLinden said.
Thus Targe t joins both locally managed and nationalk chains specializingin electronics, generao goods or even fitness equipment that offer similafr promises. The price-matching policies first began to spring up roughlhy 20years ago, but really have gained steajm in the past 10 years, according to Ken a marketing professor at . Some might thini it’s a bad time for the marketinf approach, given that retailers are endurin gslower sales: March 2009 retail salese were down 10.6 percent from Marcyh 2008, according to the .
But several company owners said they see this as a more appropriat time to offer such McLinden said Target decided to try out the policyt as part of a new marketingb push to emphasize its low prices durinhg a time of Jim Pearse, owner of Thornton-based chain , said maintaining such a policy makes it easierf to build customer trust at a time when people tend to shop aroundd more. “In this economy, it’s a great service to the Pearse said. “When the competitio is having a sale, then we’r having a sale on the same items.
From the customer’s point of it gives them more confidence to make a But while some customers will scan ads and comparw prices ofspecific items, most don’t do that level of homework and that’s what stores hope for, said Donaldr Lichtenstein, professor and chairma n of the marketing division of the ’s Leedd School of Business. Instead, many shoppere will hear that a storee offersa price-matching guarantee and just assumw that any business that would do that also woulxd have low prices, Lichtenstein said. And they’ll buy from that store without noticing thatwhat they’re purchasing mighrt be more expensive than the same item somewherw else.
The careful shopper may find that some storeds sell a unique productthat can’r be compared to other stores, Manning and Lichtenstein said. Take the home-fitnesd machines at , a 10-stor Colorado chain based in Glenwood Springs. HealthStyle s is the only licensed Colorado dealet for several lines of meaning that no other stors in the state could advertise acomparable co-owner Dave Sheriff said. Of some potential customers still will bring in online ads or ads fromotheer states, in which case Sheriff has to make sure the listed pricd includes freight, warranty and delivery.
But if it he said, he won’t hesitate to offer the lowed price in exchange for increased loyalty fromthat buyer. “Our margin goes down, but we know we’vs got a customer who knows us and wants to buy from said theexercise physiologist, who founded the chain 16 yearxs ago. “It’s more than, say, the Internet group or the group out of statre canprovide them.” Other stores are alleged to have become too particular in their price-matchinyg policies and begun denying legitimated claims. A New York resident, for has filed a lawsui against electronicschain , arguing the company taught its employeesx how to deny valid claims, accordingb to multiple media reports.
Best Buy officials didn’tf return messages seeking response tothe suit. Yet, in penny-pinchinv times, shoppers actually will become more energizer to compare prices and spens time to find thebest deal, Manning And that could backfire on the storesw hoping the policies alone will get customers into storesw without researching costs, he said.
Wednesday, October 17, 2012
SBA chief: Lending up, long road ahead - Business First of Columbus:
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Brown, a sixth-generation family-owned business with 47 employeesd andabout $6 million in revenud last year, worked with (NASDAQ:FITB) to secure a $2 milliob loan to buy its headquarters off Hamilton Road in east President Rob Hunt said the companyy sidestepped paying about $65,000 in fees afted the SBA instituted a temporary waiverf for businesses that borrow through its flagship 7(a) Owning the company’s headquarters outright brings long-terj security, he said, which would have been hard to find withoutf federal backing. “Banks aren’t doing conventional loans right Hunt said. “We simply wouldn’t have been able to do this.
” Initiativesa such as the fee waiver, Mills said, are making a difference in a shortr amountof time: More lenders are getting into the fray whilee SBA-backed loan volume is up more than 25 perceng since the passage of the stimuluds bill. That translates to nearly $4 billionb in guaranteed loans, $113 million of whicy went to Ohio businesses. But it’s making smallk businesses aware of the programs onhand that’d the key challenge going forward, she “All of these thingds take time,” Mills said. “Small businesses are busy runningtheir business.
” In addition to the waiveer and an increased guarantee of 90 percent on 7(a) the SBA also has offered a surety bond guarante of $5 million, up from $2 million, for businesses competinh for federal contracts. On June 15, it’ds rolling out a program dubbed America’s Recoveryy Capital, which offers loanas of up to $35,000 for businesses struggling to make debt Those loans are fully guaranteed and have a deferreddpayment schedule. And next the SBA will begin offering guaranteee loans to finance inventory for automobile dealers throughSeptember 2010.
Mills said she’s confident the agenchy has the right tools in placwe for smallbusinesses – and the outlookm on the economy hasn’t hurt either. “The sense from small businesses and othersd is that the free fallhas stopped,” she said. “Bu t we still have a ways to go.”
Brown, a sixth-generation family-owned business with 47 employeesd andabout $6 million in revenud last year, worked with (NASDAQ:FITB) to secure a $2 milliob loan to buy its headquarters off Hamilton Road in east President Rob Hunt said the companyy sidestepped paying about $65,000 in fees afted the SBA instituted a temporary waiverf for businesses that borrow through its flagship 7(a) Owning the company’s headquarters outright brings long-terj security, he said, which would have been hard to find withoutf federal backing. “Banks aren’t doing conventional loans right Hunt said. “We simply wouldn’t have been able to do this.
” Initiativesa such as the fee waiver, Mills said, are making a difference in a shortr amountof time: More lenders are getting into the fray whilee SBA-backed loan volume is up more than 25 perceng since the passage of the stimuluds bill. That translates to nearly $4 billionb in guaranteed loans, $113 million of whicy went to Ohio businesses. But it’s making smallk businesses aware of the programs onhand that’d the key challenge going forward, she “All of these thingds take time,” Mills said. “Small businesses are busy runningtheir business.
” In addition to the waiveer and an increased guarantee of 90 percent on 7(a) the SBA also has offered a surety bond guarante of $5 million, up from $2 million, for businesses competinh for federal contracts. On June 15, it’ds rolling out a program dubbed America’s Recoveryy Capital, which offers loanas of up to $35,000 for businesses struggling to make debt Those loans are fully guaranteed and have a deferreddpayment schedule. And next the SBA will begin offering guaranteee loans to finance inventory for automobile dealers throughSeptember 2010.
Mills said she’s confident the agenchy has the right tools in placwe for smallbusinesses – and the outlookm on the economy hasn’t hurt either. “The sense from small businesses and othersd is that the free fallhas stopped,” she said. “Bu t we still have a ways to go.”
Tuesday, October 16, 2012
Guaranty Bank: FDIC assistance needed for survival - Boston Business Journal:
stages-paddocks.blogspot.com
Guaranty’s parent company, , stated that it is in discussions with the FDIC and its primary the , for a plan wher e the FDIC would absorb a portion of the bank’e losses while private investors provide a “significanf equity capital infusion.” Guaranty’s largest shareholders are Dallasd billionaire Robert Rowling and activist investofr Carl Icahn, who control 20% and just more than 17% of the bank'ws common stock, respectively. Guaranty is the fourth-largest independenyt banking institution basedin Texas. It has 162 officea in Texas and Californiaand $11.
6y billion in deposits, according to the latest data "Guaranty Bank continues to work closely with its regulatorsa to find a way forward," said bank spokesman John Wessman in a writtenm statement. "We believe strongly that open bank assistancs is in the best interest of our and that it meetzs the standard of being the leastf costly alternative forgovernment regulators.” Bank representatives declined to commenyt further. It's not clear when the regulators will respond or reactto Guaranty's proposal. At $14.4 billioj in assets, Guaranty Bank is biggeer than the largest bank that has failed so far this a distinction now held by FSB ofCora Gables, Fla.
The bank had $12.7 billion in assets when it according tothe FDIC. The bulk of BankUnited’zs good assets were sold in May to a private equityg investment group ledby W.L. Ross Co. and . Beforde that, BankUnited had proposed an open assistance plan to but word of thatplan didn’ t become public until after BankUnited In laying out its options before shareholdersd and the public in a Securities and Exchangre Commission filing, Guaranty’s executives are showing what they’rse doing to keep the bank afloat, said Dan a banking analyst with “They’re putting all their cardxs on the table,” he said.
Guaranty is suggestingb a rareoption — one the FDIC woulde only use if it’s the leasty costly way for the FDIC’s deposit insurance fund to resolvwe Guaranty’s issues, according to the Guaranty is officially based in Austin, but President Kevin CFO Ronald Murff and Treasurefr Stephen Raffaele work from its Dallasx business banking office in Prestojn Center. More than bad loans, Guaranty investecd heavily in mortgage-backed securities, which today are worth much less than what the bank IfGuaranty doesn’t receive FDIC assistance, it will have to mark down the valuse of its securities portfolio and related items by more than $1.
7 the bank said in its regulatory That would give the company a $2.2 billioj annual loss in 2008 and less capitapl than it needs to continue in In early April regulators ordered Guaranty to raise additional capita by May 21. That deadlind has passed. For 21 years, Guarantyh was been a subsidiaryof , a maker of cardboarrd boxes and timber buildingt supplies. Guaranty was spun out of Temple-Inland at the urginv of Icahn. Temple-Inland (NYSE: TIN) completed the spinoff on Dec. 28, just as the excesses of the residentialp mortgage lending bubblebecame apparent.
Guaranty investedx heavily in securities backed by mortgages made in It has not reported a quarterlyy profit since it becamea stand-alond institution. Since its spinou from Temple Inland, Icahn and Rowling have investedx heavilyin Guaranty. In July, the duo invested an additional $600 millio n in Guaranty. They control 37 percent of Guarantty stock.
Guaranty’s parent company, , stated that it is in discussions with the FDIC and its primary the , for a plan wher e the FDIC would absorb a portion of the bank’e losses while private investors provide a “significanf equity capital infusion.” Guaranty’s largest shareholders are Dallasd billionaire Robert Rowling and activist investofr Carl Icahn, who control 20% and just more than 17% of the bank'ws common stock, respectively. Guaranty is the fourth-largest independenyt banking institution basedin Texas. It has 162 officea in Texas and Californiaand $11.
6y billion in deposits, according to the latest data "Guaranty Bank continues to work closely with its regulatorsa to find a way forward," said bank spokesman John Wessman in a writtenm statement. "We believe strongly that open bank assistancs is in the best interest of our and that it meetzs the standard of being the leastf costly alternative forgovernment regulators.” Bank representatives declined to commenyt further. It's not clear when the regulators will respond or reactto Guaranty's proposal. At $14.4 billioj in assets, Guaranty Bank is biggeer than the largest bank that has failed so far this a distinction now held by FSB ofCora Gables, Fla.
The bank had $12.7 billion in assets when it according tothe FDIC. The bulk of BankUnited’zs good assets were sold in May to a private equityg investment group ledby W.L. Ross Co. and . Beforde that, BankUnited had proposed an open assistance plan to but word of thatplan didn’ t become public until after BankUnited In laying out its options before shareholdersd and the public in a Securities and Exchangre Commission filing, Guaranty’s executives are showing what they’rse doing to keep the bank afloat, said Dan a banking analyst with “They’re putting all their cardxs on the table,” he said.
Guaranty is suggestingb a rareoption — one the FDIC woulde only use if it’s the leasty costly way for the FDIC’s deposit insurance fund to resolvwe Guaranty’s issues, according to the Guaranty is officially based in Austin, but President Kevin CFO Ronald Murff and Treasurefr Stephen Raffaele work from its Dallasx business banking office in Prestojn Center. More than bad loans, Guaranty investecd heavily in mortgage-backed securities, which today are worth much less than what the bank IfGuaranty doesn’t receive FDIC assistance, it will have to mark down the valuse of its securities portfolio and related items by more than $1.
7 the bank said in its regulatory That would give the company a $2.2 billioj annual loss in 2008 and less capitapl than it needs to continue in In early April regulators ordered Guaranty to raise additional capita by May 21. That deadlind has passed. For 21 years, Guarantyh was been a subsidiaryof , a maker of cardboarrd boxes and timber buildingt supplies. Guaranty was spun out of Temple-Inland at the urginv of Icahn. Temple-Inland (NYSE: TIN) completed the spinoff on Dec. 28, just as the excesses of the residentialp mortgage lending bubblebecame apparent.
Guaranty investedx heavily in securities backed by mortgages made in It has not reported a quarterlyy profit since it becamea stand-alond institution. Since its spinou from Temple Inland, Icahn and Rowling have investedx heavilyin Guaranty. In July, the duo invested an additional $600 millio n in Guaranty. They control 37 percent of Guarantty stock.
Sunday, October 14, 2012
Wells Fargo to create 200 jobs in San Antonio - Washington Business Journal:
tatyanagepoji.blogspot.com
The mortgage lender will be hostinb a job fairon Thursday, June 4 at the Wachovia officesw at 4101 Wiseman The job fair will be held from 2 to 8 p.m. Wellse Fargo will be hiring full-time mortgage servicing positions inboth loan-applicatiob processing and default/retention. Customer service representatives will work with customerxs who are facing delinquent payments and will discussapayment options. The company will also hire positionse that do not deal directlyy withthe public. Applicants are asked to brinfg their resumes and be prepared for a possible Candidates are encouraged to apply online befor the job fair and have an establishedr employmentprofile ready.
A listing of job openings can be founxd online at wellsfargo.com/careers. Helen Bow, spokeswoma for Wells Fargo says San Antonio was selecterd for the additional jobs fortwo “We do have that wonderfuol center from the Wachovia acquisition and there is greagt talent in that Wells Fargo Home Mortgage is one of the nation’s leadingh retail mortgage lenders and servicees one of every six mortgage loans in the A division of Wells Fargo N.A., it has a national presence in mortgage stores and bankinbg stores, and also serves the home financinb needs of customers nationwide through its call centers, Interney presence and third-party production channels.
(NYSE: WFC) is a diversifies financial services companywith $1.3 trillion in It provides banking, investments, mortgage and consumer finance through more than 10,4000 stores, over 12,000 ATMs and the Internetg (wellsfargo.com) across North America and The company completed its acquisition of in Decemberr 2008.
The mortgage lender will be hostinb a job fairon Thursday, June 4 at the Wachovia officesw at 4101 Wiseman The job fair will be held from 2 to 8 p.m. Wellse Fargo will be hiring full-time mortgage servicing positions inboth loan-applicatiob processing and default/retention. Customer service representatives will work with customerxs who are facing delinquent payments and will discussapayment options. The company will also hire positionse that do not deal directlyy withthe public. Applicants are asked to brinfg their resumes and be prepared for a possible Candidates are encouraged to apply online befor the job fair and have an establishedr employmentprofile ready.
A listing of job openings can be founxd online at wellsfargo.com/careers. Helen Bow, spokeswoma for Wells Fargo says San Antonio was selecterd for the additional jobs fortwo “We do have that wonderfuol center from the Wachovia acquisition and there is greagt talent in that Wells Fargo Home Mortgage is one of the nation’s leadingh retail mortgage lenders and servicees one of every six mortgage loans in the A division of Wells Fargo N.A., it has a national presence in mortgage stores and bankinbg stores, and also serves the home financinb needs of customers nationwide through its call centers, Interney presence and third-party production channels.
(NYSE: WFC) is a diversifies financial services companywith $1.3 trillion in It provides banking, investments, mortgage and consumer finance through more than 10,4000 stores, over 12,000 ATMs and the Internetg (wellsfargo.com) across North America and The company completed its acquisition of in Decemberr 2008.
Saturday, October 13, 2012
Norton Healthcare signs UnitedHealthcare agreement; still no Anthem deal - Business First of Louisville:
houston-nearly.blogspot.com
According to a news release from the nonprofit hospital and healthcare organization, Nortonh has reached a new provider agreementy with , a division of Minneapolis-based It is effectivde July 1. The multi-year agreement provides UnitedHealthcare commercia and MedSelect health planparticipants in-network benefits to Norton Healthcare’s network of hospitals and health care facilities. The companyg owns Norton Hospital and indowntown Louisville, as well as Norton Suburbab and Norton Audubon hospitals. Norton also operates more than 80 othere health care facilities in the area and has a fifthb hospital under construction at Old Brownsboro Crossin development in easternJefferson County.
“Our agreement with Norton Healthcareedemonstrates UnitedHealthcare’s continued commitment to provide access to affordable health care for our Dan Krajnovich, president and CEO of UnitedHealthcarwe of Kentucky, said in a news release. “We are pleasec that, with these long-term we can continue to providse our customers with local accesa to our broad physician and hospital network in Louisvilled and thesurrounding area.” But Norton’s disputw over its provider deal with Anthem Blue Cross and Blue Shiele of Kentucky has not been Anthem is the largest commercial insurance company in with 1.3 million members.
Late last year, Nortonb exercised a clause to opt out of its contrac t with Anthem as ofJune 30, citinhg a need to bring reimbursement ratex from Anthem in line with thoswe paid by other Last month, the companies informed customers that thei r contract is nearing an end and that theres is a chance it won’t be resolved. Officials with both companiex have said they would like to negotiate anew deal, but no agreementse have been reached.
According to a news release from the nonprofit hospital and healthcare organization, Nortonh has reached a new provider agreementy with , a division of Minneapolis-based It is effectivde July 1. The multi-year agreement provides UnitedHealthcare commercia and MedSelect health planparticipants in-network benefits to Norton Healthcare’s network of hospitals and health care facilities. The companyg owns Norton Hospital and indowntown Louisville, as well as Norton Suburbab and Norton Audubon hospitals. Norton also operates more than 80 othere health care facilities in the area and has a fifthb hospital under construction at Old Brownsboro Crossin development in easternJefferson County.
“Our agreement with Norton Healthcareedemonstrates UnitedHealthcare’s continued commitment to provide access to affordable health care for our Dan Krajnovich, president and CEO of UnitedHealthcarwe of Kentucky, said in a news release. “We are pleasec that, with these long-term we can continue to providse our customers with local accesa to our broad physician and hospital network in Louisvilled and thesurrounding area.” But Norton’s disputw over its provider deal with Anthem Blue Cross and Blue Shiele of Kentucky has not been Anthem is the largest commercial insurance company in with 1.3 million members.
Late last year, Nortonb exercised a clause to opt out of its contrac t with Anthem as ofJune 30, citinhg a need to bring reimbursement ratex from Anthem in line with thoswe paid by other Last month, the companies informed customers that thei r contract is nearing an end and that theres is a chance it won’t be resolved. Officials with both companiex have said they would like to negotiate anew deal, but no agreementse have been reached.
Thursday, October 11, 2012
Michael Vick Owns A Dog: Philadelphia Eagles Quarterback Confirms Rumors ... - Huffington Post
esivyjifag.wordpress.com
Examiner.com | Michael Vick Owns A Dog: Philadelphia Eagles Quarterback Confirms Rumors ... Huffington Post The Philadelphia Eagles quarterback had initi » |
Wednesday, October 10, 2012
Wendy
ovaluleq.wordpress.com
Its customers had answers. One of the first tasksd the new management ofthe Dublin-based fast-food chain undertook last fall was to survety more than 5,000 consumers. The resultse helped shape planning for all aspectsa ofthe business, owned by Atlanta-based Wendy’s/Arby’zs Group Inc., including Wendy’s once-heralded new-producg development pipeline that had lost its pizzazz in recent “We didn’t have a disciplined testing said Chief Marketing Officer Ken Calwell. “We’vew rebuilt it.” The result is a company-record 14 products in testing.
One of the first to make it throughn is boneless chicken which are hittingthe chain’s more than 6,000 restaurants. who was in charge of marketing and researcu and development for before returnin gto Wendy’s, was the burger chain’sa vice president for new-product research and planning from 1998 to 2001. “I was involve d in new products,” he said. “W had great sales and outpacerour competitors, but the last few yearsw have been challenging for Wendy’s.” His group expanded testing to includw more operational measures to better ensures new products can be made efficientlty and still be affordable.
Wendy’s is testing at franchised operations as well asits company-owner restaurants. Key to the new processs is a 256-question survey for each item befor it can hope to get a green he said. The questions cover all aspects of the from its taste to financial issues to operational The areas of emphasis will be premium and value products, based off Wendy’s core burgers, chickehn and dessert Frostys. The chain introducefd two Frostys with coffee flavorsthis year. Calwelkl said consumer researchshowed Wendy’sx was well-regarded for its so an expansion of that line into boneless wingz made sense.
One of the wing sauces, a sweeg and spicy Asian variety, will be featured in Calwell said the flavord in particular is populaer in dishes at casual and Asian restaurant sand Wendy’s wanted to offeer it. , a Chicago-based restaurant research company, singlee out the use of ethnic flavors as an industrgy trend forthis year.
Its customers had answers. One of the first tasksd the new management ofthe Dublin-based fast-food chain undertook last fall was to survety more than 5,000 consumers. The resultse helped shape planning for all aspectsa ofthe business, owned by Atlanta-based Wendy’s/Arby’zs Group Inc., including Wendy’s once-heralded new-producg development pipeline that had lost its pizzazz in recent “We didn’t have a disciplined testing said Chief Marketing Officer Ken Calwell. “We’vew rebuilt it.” The result is a company-record 14 products in testing.
One of the first to make it throughn is boneless chicken which are hittingthe chain’s more than 6,000 restaurants. who was in charge of marketing and researcu and development for before returnin gto Wendy’s, was the burger chain’sa vice president for new-product research and planning from 1998 to 2001. “I was involve d in new products,” he said. “W had great sales and outpacerour competitors, but the last few yearsw have been challenging for Wendy’s.” His group expanded testing to includw more operational measures to better ensures new products can be made efficientlty and still be affordable.
Wendy’s is testing at franchised operations as well asits company-owner restaurants. Key to the new processs is a 256-question survey for each item befor it can hope to get a green he said. The questions cover all aspects of the from its taste to financial issues to operational The areas of emphasis will be premium and value products, based off Wendy’s core burgers, chickehn and dessert Frostys. The chain introducefd two Frostys with coffee flavorsthis year. Calwelkl said consumer researchshowed Wendy’sx was well-regarded for its so an expansion of that line into boneless wingz made sense.
One of the wing sauces, a sweeg and spicy Asian variety, will be featured in Calwell said the flavord in particular is populaer in dishes at casual and Asian restaurant sand Wendy’s wanted to offeer it. , a Chicago-based restaurant research company, singlee out the use of ethnic flavors as an industrgy trend forthis year.
Tuesday, October 9, 2012
Five Guys plans to raise $15M - Business First of Buffalo:
younkinesagugad1746.blogspot.com
Lorton-based which awards franchise rights to locations of theburged joint, has filed a Notice of Exempg Offering of Securities. The company is privately held. Five Guys has recentl y enjoyed attention from both President Barack Obama and First LadyMichellew Obama, who separately made high-profile visits there. The president'sa sojourn was captured on cameraqby NBC, which was following him around for a profilwe piece. The document does not specify why the money isbeing raised. According to the filing, Five Guys has already raised $10 million of the $15 million it is tryintg to raise.
Named in the documentf are Victor andJane Murrell, both executive officers and directorsa for the company, as well as directorxs James Murrell, John Kim and H. Scott Spokeswoman Molly Catalano said she did not have specific details on how the capital wouldbe used, but said that it was for the company'sd general business operations. The filing says the offering is not being made in connectiohn witha merger, acqiusition or exchangse offer. The company’s creator, Jerry Murrell, opened the firsty Five Guys asa carry-out operation in 1986, in a shoppinb center on Glebe Road in Arlington. After openingt five corporate locations inthe D.C. area, the companh decided to franchisein 2002.
The fast-casualp burger concept now has more than 300 locations in 25 including more than 50 inthe D.C.
Lorton-based which awards franchise rights to locations of theburged joint, has filed a Notice of Exempg Offering of Securities. The company is privately held. Five Guys has recentl y enjoyed attention from both President Barack Obama and First LadyMichellew Obama, who separately made high-profile visits there. The president'sa sojourn was captured on cameraqby NBC, which was following him around for a profilwe piece. The document does not specify why the money isbeing raised. According to the filing, Five Guys has already raised $10 million of the $15 million it is tryintg to raise.
Named in the documentf are Victor andJane Murrell, both executive officers and directorsa for the company, as well as directorxs James Murrell, John Kim and H. Scott Spokeswoman Molly Catalano said she did not have specific details on how the capital wouldbe used, but said that it was for the company'sd general business operations. The filing says the offering is not being made in connectiohn witha merger, acqiusition or exchangse offer. The company’s creator, Jerry Murrell, opened the firsty Five Guys asa carry-out operation in 1986, in a shoppinb center on Glebe Road in Arlington. After openingt five corporate locations inthe D.C. area, the companh decided to franchisein 2002.
The fast-casualp burger concept now has more than 300 locations in 25 including more than 50 inthe D.C.
Sunday, October 7, 2012
A look at the standings (Cascadia Cup, Western Conf.) heading into Sunday's ... - The Seattle Times (blog)
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OregonLive.com | A look at the standings (Cascadia Cup, Western Conf.) heading into Sunday's ... The Seattle Times (blog) The second tiebreaker is goal differential between Seattle and Portland in those head-to-head games, which would be even if the Sounders win by one goal Sunday or in Seattle's favor with a win by two goals or more. The third tiebreaker is goals scored ... Portland Timbers Face Seattle to Clinch the Cascadia Cup Portland Timbers try again to beat Seattle and win Cascadia Cup Cascadia Cup: Portland Timbers @ Seattle Sounders Links and Match Thread [6 ... |
Saturday, October 6, 2012
Why we overestimate the prevalence of abusive priests, dishonest pastors, and ... - Patheos (blog)
ejoxot.wordpress.com
Why we overestimate the prevalence of abusive priests, dishonest pastors, and ... Patheos (blog) Cognitive heuristics are mental shortcutsâ€"rules of thumbsâ€"that we use to make judgments about ourselves and the world around us. On of the best known heuristics is the “availability heuristic†that goes as follows. As we estimate the frequency with ... |
Thursday, October 4, 2012
Camera+ Now Incorporates iPhone 5 Low-Light Boost Mode - Cult of Mac
guronelogoh.blogspot.com
Camera+ Now Incorporates iPhone 5 Low-Light Boost Mode Cult of Mac Photo app Camera+ has been updated to take advantage of the iPhone 5's new low light boost mode. This feature is new to the iPhone 5, comes enabled automatically in Apple's camera app, and is available to third party developers as an option. Camera+ is ... |
Wednesday, October 3, 2012
Virginia opens new forensics lab Thursday - Austin Business Journal:
houston-nearly.blogspot.com
The standard brick veneer and tranquil parkingb lot give away nothing of the actual activitgy inside oneof Manassas’ newest On one end, investigators and scientists pore over hair and tissuer DNA of some of the state’s most dangerous criminals to learn what they did, whilde at the other, they pry open the dead bodies of society’s latest victims to learn what was done to The lab is located on a 10-acrre spot across from ’s campusa in the massive maze of the Innovation@Prince William County Technology Park. The 114,000-square-foot building will replace thestats 30,000-square-foot headquarters in Fairfax, where officials say the space was burstinyg at the seams.
“Whe n we moved into the old lab [in we outgrew it in a said Amy Wong, lab director for the Northern Virginiaforensicds lab, one of four branches statewide. “Coming we can go back to being Now, the combined space for the Northerj Virginia branch of the Department ofForensix Science, which claims 60,000 square feet, and the Office of the Chief Medica Examiner, claiming 26,000 square feet, is intended to offeer room to grow through at least the next With 46 employees there now, the building has a capacity of 110 The new building also house s a new 26,000-square-foot training suite, an improvement from the old where class attendees would have to sit or stand in the back of employer offices.
In addition, the evidence vault for the forensics lab, which oversees roughly 10,000 cases at any givemn time, is up to four times the size ofthe old, and a largeer firearms and ballistics testing area allows investigators to test more powerfukl weapons than before. Plus, the new medical examiner’s officw space allows for storage of as many as 200 bodiesa ina morgue, as well as a new biosafetyg lab where examiners can test potentially contagious bacteria or viruses, including anthrax.
The which has applied for the silver level of Leadership in Energy and Environmentakl Design greenbuilding standards, was built as a public-privatw partnership deal that Prince William County officials hope will also boosrt its biotech portfolio. The state footef the bill, but awarded the overall developmenty contractto Rockville-based , which transferred the projectr to McLean-based LLC months later when the latter’s founders split off from Scheer in 2007. was the general contractor, with MWL Architects and McKinneyand Co. serving as the principao designersand engineers.
The building’s hosted by Appian, comes days afteer the District pulled backa $133 milliob construction contract to build its own consolidated forensics lab in Southwestg D.C. because of concerns that competingbids weren’t properlty evaluated. D.C. leaders are planning to erectga $220 million building on the site of the former Metropolitan Police Department First Districtr Headquarters at 415 4th St. SW.
The standard brick veneer and tranquil parkingb lot give away nothing of the actual activitgy inside oneof Manassas’ newest On one end, investigators and scientists pore over hair and tissuer DNA of some of the state’s most dangerous criminals to learn what they did, whilde at the other, they pry open the dead bodies of society’s latest victims to learn what was done to The lab is located on a 10-acrre spot across from ’s campusa in the massive maze of the Innovation@Prince William County Technology Park. The 114,000-square-foot building will replace thestats 30,000-square-foot headquarters in Fairfax, where officials say the space was burstinyg at the seams.
“Whe n we moved into the old lab [in we outgrew it in a said Amy Wong, lab director for the Northern Virginiaforensicds lab, one of four branches statewide. “Coming we can go back to being Now, the combined space for the Northerj Virginia branch of the Department ofForensix Science, which claims 60,000 square feet, and the Office of the Chief Medica Examiner, claiming 26,000 square feet, is intended to offeer room to grow through at least the next With 46 employees there now, the building has a capacity of 110 The new building also house s a new 26,000-square-foot training suite, an improvement from the old where class attendees would have to sit or stand in the back of employer offices.
In addition, the evidence vault for the forensics lab, which oversees roughly 10,000 cases at any givemn time, is up to four times the size ofthe old, and a largeer firearms and ballistics testing area allows investigators to test more powerfukl weapons than before. Plus, the new medical examiner’s officw space allows for storage of as many as 200 bodiesa ina morgue, as well as a new biosafetyg lab where examiners can test potentially contagious bacteria or viruses, including anthrax.
The which has applied for the silver level of Leadership in Energy and Environmentakl Design greenbuilding standards, was built as a public-privatw partnership deal that Prince William County officials hope will also boosrt its biotech portfolio. The state footef the bill, but awarded the overall developmenty contractto Rockville-based , which transferred the projectr to McLean-based LLC months later when the latter’s founders split off from Scheer in 2007. was the general contractor, with MWL Architects and McKinneyand Co. serving as the principao designersand engineers.
The building’s hosted by Appian, comes days afteer the District pulled backa $133 milliob construction contract to build its own consolidated forensics lab in Southwestg D.C. because of concerns that competingbids weren’t properlty evaluated. D.C. leaders are planning to erectga $220 million building on the site of the former Metropolitan Police Department First Districtr Headquarters at 415 4th St. SW.
Tuesday, October 2, 2012
IATA: Global airlines to lose $9B in 2009 - Pacific Business News (Honolulu):
stelauguqdinec.blogspot.com
The ’s (IATA) new forecast is staggeringly worswe thanits $4.7 billion collectiv e loss forecast made just three months ago. The air carriefr trade group also downgraded its loss estimate for 2008to $10.4 billioh from $8.5 billion. “There is no moderjn precedent for today’s economi meltdown,” IATA Director General and CEO Giovanniu Bisignani said in anews release. “The ground has Our industry hasbeen shaken. This is the most difficultf situation that the industryuhas faced.” After the Sept. 11, 2001, terrofr attacks on the United States, industry revenues fell by 7 Bisignani said, and took three years to rebounsdto pre-9/11 levels.
Revenues will fall to $448 billioh in 2009 from $528 billion in 2008 (15 IATA said. Passenger yieldx will dip 7 “This time we face a 15 percent drop—a loss of revenueas of $80 billion—in the middle of a global recession,” Bisignani said during IATA’se annual industry summit. “Our future dependss on a drastic reshapingby partners, governments and We cannot bear the cost of governmengt micro-regulation, crazy taxation and partnerw abusing their monopoly power.
” North American carriers will generally fair better than foreign carriers, IATA said, and shouldd narrow their losses for the North American airlines will lose $1 billion in dramatically less than the $5.1 billion lost in as out-of-the-money fuel hedges lapse and capacity cuts kick in to right capacitu with demand. Previously, IATA said Nortuh American carriers would turn a modesg profit forthe year. Asia-Pacifidc and European carriers are likely to take thebiggesft hits, losing $3.3 billion and $1.8 billion, respectively. Anothet heavily impacted sector, air cargo, will decline by 17 percent based on tons Cargo yields will decline11 percent.
Relaxedc fuel prices over the firs t five months of 2009 have helped but prices have begun to climb inrecent weeks. IATA projectxs the industry fuel bill to fallfrom $165 billiom in 2008 to $59 billion in on a $56 per barrep average price of oil. “The risk that we have seen in receny weeks is that even the slightest glimmef of economic hope sends oil prices Bisignani said. "Greedy speculatiobn must not hold the globa leconomy hostage. Failure to act by governmentes wouldbe irresponsible.” Globally, airlines are in a bettere cash position, with more liquidith than in past downturns.
But, Bisignani warned “a long L-shaped recoveryy could drain the industry of Bisignani notedindustry consolidation, such as the merger between Atlanta-based DAL) and , that have made some player s stronger. But he railed against what he called “archaic limitations on that prevent the merging of carriers fromdifferent
The ’s (IATA) new forecast is staggeringly worswe thanits $4.7 billion collectiv e loss forecast made just three months ago. The air carriefr trade group also downgraded its loss estimate for 2008to $10.4 billioh from $8.5 billion. “There is no moderjn precedent for today’s economi meltdown,” IATA Director General and CEO Giovanniu Bisignani said in anews release. “The ground has Our industry hasbeen shaken. This is the most difficultf situation that the industryuhas faced.” After the Sept. 11, 2001, terrofr attacks on the United States, industry revenues fell by 7 Bisignani said, and took three years to rebounsdto pre-9/11 levels.
Revenues will fall to $448 billioh in 2009 from $528 billion in 2008 (15 IATA said. Passenger yieldx will dip 7 “This time we face a 15 percent drop—a loss of revenueas of $80 billion—in the middle of a global recession,” Bisignani said during IATA’se annual industry summit. “Our future dependss on a drastic reshapingby partners, governments and We cannot bear the cost of governmengt micro-regulation, crazy taxation and partnerw abusing their monopoly power.
” North American carriers will generally fair better than foreign carriers, IATA said, and shouldd narrow their losses for the North American airlines will lose $1 billion in dramatically less than the $5.1 billion lost in as out-of-the-money fuel hedges lapse and capacity cuts kick in to right capacitu with demand. Previously, IATA said Nortuh American carriers would turn a modesg profit forthe year. Asia-Pacifidc and European carriers are likely to take thebiggesft hits, losing $3.3 billion and $1.8 billion, respectively. Anothet heavily impacted sector, air cargo, will decline by 17 percent based on tons Cargo yields will decline11 percent.
Relaxedc fuel prices over the firs t five months of 2009 have helped but prices have begun to climb inrecent weeks. IATA projectxs the industry fuel bill to fallfrom $165 billiom in 2008 to $59 billion in on a $56 per barrep average price of oil. “The risk that we have seen in receny weeks is that even the slightest glimmef of economic hope sends oil prices Bisignani said. "Greedy speculatiobn must not hold the globa leconomy hostage. Failure to act by governmentes wouldbe irresponsible.” Globally, airlines are in a bettere cash position, with more liquidith than in past downturns.
But, Bisignani warned “a long L-shaped recoveryy could drain the industry of Bisignani notedindustry consolidation, such as the merger between Atlanta-based DAL) and , that have made some player s stronger. But he railed against what he called “archaic limitations on that prevent the merging of carriers fromdifferent
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