Materials Handling World Magazine | Sainsbury's becomes largest retail user of anaerobic digestion Materials Handling World Magazine Sainsbury's has become the UK's largest anaerobic digestion (AD) retailer after signing a ground breaking deal with Biffa. The three year deal means » |
Monday, October 31, 2011
Sainsbury's becomes largest retail user of anaerobic digestion - Materials Handling World Magazine
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Saturday, October 29, 2011
Air taxis to ease traffic in Moscow - The Voice of Russia
http://html-tutorial-site.com/effective-web-design-determines-hotel-marketing-success.html
The Voice of Russia | Air taxis to ease traffic in Moscow The Voice of Russia Buryat President Vyacheslav Nagovitsyn said that the problem of congested traffic in Moscow could be resolved with the help of air taxis. The aircraft manufacturing plant in Ulan-Ude produces a variety of aircraft, including passenger planes which can ... |
Monday, October 24, 2011
Kansas City-area brokers, real estate agents remodel efforts to grow in residential market - Baltimore Business Journal:
lebexab.wordpress.com
During the first five monthds ofthis year, 8,863 homesd were sold in the metro according to the . That was down more than 30 percentfrom 12,7922 sales in the same period two yearws ago. Nevertheless, some professionals are bulkingb up sales through a combinationof high-tecnh and traditional marketing approaches. “Attitudse is everything” in overcoming market said Kathy Koehler, a lead agentt with Realtors Inc.’s in Leawood. The 23-agent Koehlet Bortnick Team ranked No. 1 on the ’sw list of Top Area Residential Real EstateAgentw & Teams, closing 405 sales totaling $148 millionb last year. That volume was down from $178 milliom in 2007.
But a positive attitude and return to basics havethe team’s sales trending back up in Koehler said. “We’re dressing for success. We’res dialing for dollars. We’re going back to how we did it befored we were fat and happy and everyone was comingyto us,” she said. “Dressing for refers to the “I Choose Not to Participate inthe Recession” buttonsd that Koehler Bortnick Team members have begun wearing. “Dialinyg for dollars” refers to new monthly call Agents eat pizza and spend two to threw hours onthe phone.
Calls to present clientd often result in price adjustments that make homes easiereto sell, Koehler said, and calls to past clients ofteb generate referrals. In addition, the agents call homeowners with for-sale-by-owner listings and listings with other agents that have Calls to homeowners theteam hasn’ done business with before may be subjectf to do-not-call restrictions. “So the first thing I say ... is, ‘Wil l you give me permission to give you greagt news aboutyour house, your subdivision or the marke t in 60 seconds or less?
’” Koehler “That’s the way we overcome the no-call Team members also work to overcome every conceivablee buyer or seller objection by memorizinv as many as five scriptse for each, she But such traditional marketing approaches have to be combined with cutting-edge trainintg in everything from foreclosure marketing to search-enginse optimization. Koehler said that about 87 percent of buyers startf their homesearches online. So she constantlu invests in strategies that pushher team’s Web site up on the lists of sites that and other search engines produce for variouxs key words and phrases.
The result has been an average of 500,000 hits a month on her Koehler said. That’s half of what the Reecee & Nichols site averages. Agents also have begunj using a variety of online social mediaa tools suchas , LinkedIn and to increase exposur while lowering costs. Lee McClelland, an associate brokerf with , said his sales team slashed its marketiny budget by sending out fewer mass mailings and spendinbg more time communicating viathe phone, e-mail and “Probably 80 percent of our businesx comes from repeat customers or referrals,” he “So it made sense to spend most of our dollarsz staying in contact with past customerws and referral sources.
I have 320 to 330 friendz on Facebook, including many past customers, and I can post a messagr and get it in front ofthem daily.” Tina an agent with , said she’s begun spending at least an hour a day on “Facebook is huge because a lot of the youngedr generation doesn’t even want to use traditional Branine said. “They want you to Facebook e-mail Text messaging is also huge withyounger
During the first five monthds ofthis year, 8,863 homesd were sold in the metro according to the . That was down more than 30 percentfrom 12,7922 sales in the same period two yearws ago. Nevertheless, some professionals are bulkingb up sales through a combinationof high-tecnh and traditional marketing approaches. “Attitudse is everything” in overcoming market said Kathy Koehler, a lead agentt with Realtors Inc.’s in Leawood. The 23-agent Koehlet Bortnick Team ranked No. 1 on the ’sw list of Top Area Residential Real EstateAgentw & Teams, closing 405 sales totaling $148 millionb last year. That volume was down from $178 milliom in 2007.
But a positive attitude and return to basics havethe team’s sales trending back up in Koehler said. “We’re dressing for success. We’res dialing for dollars. We’re going back to how we did it befored we were fat and happy and everyone was comingyto us,” she said. “Dressing for refers to the “I Choose Not to Participate inthe Recession” buttonsd that Koehler Bortnick Team members have begun wearing. “Dialinyg for dollars” refers to new monthly call Agents eat pizza and spend two to threw hours onthe phone.
Calls to present clientd often result in price adjustments that make homes easiereto sell, Koehler said, and calls to past clients ofteb generate referrals. In addition, the agents call homeowners with for-sale-by-owner listings and listings with other agents that have Calls to homeowners theteam hasn’ done business with before may be subjectf to do-not-call restrictions. “So the first thing I say ... is, ‘Wil l you give me permission to give you greagt news aboutyour house, your subdivision or the marke t in 60 seconds or less?
’” Koehler “That’s the way we overcome the no-call Team members also work to overcome every conceivablee buyer or seller objection by memorizinv as many as five scriptse for each, she But such traditional marketing approaches have to be combined with cutting-edge trainintg in everything from foreclosure marketing to search-enginse optimization. Koehler said that about 87 percent of buyers startf their homesearches online. So she constantlu invests in strategies that pushher team’s Web site up on the lists of sites that and other search engines produce for variouxs key words and phrases.
The result has been an average of 500,000 hits a month on her Koehler said. That’s half of what the Reecee & Nichols site averages. Agents also have begunj using a variety of online social mediaa tools suchas , LinkedIn and to increase exposur while lowering costs. Lee McClelland, an associate brokerf with , said his sales team slashed its marketiny budget by sending out fewer mass mailings and spendinbg more time communicating viathe phone, e-mail and “Probably 80 percent of our businesx comes from repeat customers or referrals,” he “So it made sense to spend most of our dollarsz staying in contact with past customerws and referral sources.
I have 320 to 330 friendz on Facebook, including many past customers, and I can post a messagr and get it in front ofthem daily.” Tina an agent with , said she’s begun spending at least an hour a day on “Facebook is huge because a lot of the youngedr generation doesn’t even want to use traditional Branine said. “They want you to Facebook e-mail Text messaging is also huge withyounger
Saturday, October 22, 2011
Big story for the dailies is coping with parent companies
omagyvoham.wordpress.com
The parent companies of both the Southy Florida and could be under mounting pressure to sell newspapedr businesses in the face of falling ad revenur andsuffocating debt, according to industrt sources and published reports. Despite their parent companies’ problems, both newspapers are regardec assolidly profitable, and the Herald’s headquarters offers the bonu s of a prime waterfronft location in downtown Miami. The challenges for a potential sale would be whether a buyer is willin g to step forward in the middle of a recessiojn to bid on businesses withdeclining revenue. Financingt is another hurdle. In a Dec. 9 the Herald reported parent Sacramento, Calif.
-basef had been in talks to sell thedailty – which has an average daily circulatiobn of 288,179 – to condoi king Jorge Perez and sugad executive Alfonso Fanjul. Herald spokeswoman Elissa Vanaver said the pape had no more information beyondits “It is accurate, and that is all there is to say,” she said The day Chicago-based , owner of the Sun-Sentinel, and Chicago among other papers, filed for Chapter 11 bankruptcyy under the stress of a $13 billioj debt delivered at the hand of real estatse mogul Sam Zell. The Tribune chairmah and CEO used an employee stock ownershipo plan to crafthis $8.2 billion leveraged buyout to take the company private last December.
As for McClatchy, it took on $3.1y billion in debt to buy the Herald and the rest of the newspaper chainin 2006. It sold off several newspapers to help pay downthat debt. “Most on an operating basis, are newspaper analyst John Morton said. “They are too overlty leveraged.” Morton said such high leverage makes it difficulft to ride out thiseconomic downturn. But, selling won’g be a walk in the park, “This is a terrible time to sell a Morton said. “First of all, there are no and second, newspaper values have dropper in half in the pastfive years.” Mortoj said the Tribune Co.
bankruptcy is the firstf he can recall for a major company since he entered the industrgin 1970. said it will continue to operate its media businesses – newspapers, television stations and interactivwe media – and has sufficient cash to do so throug the bankruptcy process. But, that may changs once the case hits bankruptcy court and the company faces the challengre of drafting an acceptablerestructuring plan, accordinyg to Porter Bibb, managing partner of , a New York City-basexd merchant bank that specializes in media companyy investments. “A good part of the less-than-cored businesses will be sold off. It is as much strategy as it is financial,” Bibb said.
He said Tribune’sd Florida papers could be vulnerablrebecause “they don’t contribute very much to the needsz of Tribune Co.” Tribune has already sold New York’ s Newsday. Bibb estimated operating profits for most newspapers stilpl hover at about18 percent, which is down from the 20 perceny to 30 percent of three years ago. The Sun-Sentinel recentlyy signed a 10-year deal to print The Palm Beacu Post, a publication that is cutting 300 jobs by closing itsprinting plant. The Sun-Sentinel’es printing plant in Deerfield Beach is aprofif center. It also prints , The , Barron’s and New Times, the Post said in announcinh itsmove there.
The parent companies of both the Southy Florida and could be under mounting pressure to sell newspapedr businesses in the face of falling ad revenur andsuffocating debt, according to industrt sources and published reports. Despite their parent companies’ problems, both newspapers are regardec assolidly profitable, and the Herald’s headquarters offers the bonu s of a prime waterfronft location in downtown Miami. The challenges for a potential sale would be whether a buyer is willin g to step forward in the middle of a recessiojn to bid on businesses withdeclining revenue. Financingt is another hurdle. In a Dec. 9 the Herald reported parent Sacramento, Calif.
-basef had been in talks to sell thedailty – which has an average daily circulatiobn of 288,179 – to condoi king Jorge Perez and sugad executive Alfonso Fanjul. Herald spokeswoman Elissa Vanaver said the pape had no more information beyondits “It is accurate, and that is all there is to say,” she said The day Chicago-based , owner of the Sun-Sentinel, and Chicago among other papers, filed for Chapter 11 bankruptcyy under the stress of a $13 billioj debt delivered at the hand of real estatse mogul Sam Zell. The Tribune chairmah and CEO used an employee stock ownershipo plan to crafthis $8.2 billion leveraged buyout to take the company private last December.
As for McClatchy, it took on $3.1y billion in debt to buy the Herald and the rest of the newspaper chainin 2006. It sold off several newspapers to help pay downthat debt. “Most on an operating basis, are newspaper analyst John Morton said. “They are too overlty leveraged.” Morton said such high leverage makes it difficulft to ride out thiseconomic downturn. But, selling won’g be a walk in the park, “This is a terrible time to sell a Morton said. “First of all, there are no and second, newspaper values have dropper in half in the pastfive years.” Mortoj said the Tribune Co.
bankruptcy is the firstf he can recall for a major company since he entered the industrgin 1970. said it will continue to operate its media businesses – newspapers, television stations and interactivwe media – and has sufficient cash to do so throug the bankruptcy process. But, that may changs once the case hits bankruptcy court and the company faces the challengre of drafting an acceptablerestructuring plan, accordinyg to Porter Bibb, managing partner of , a New York City-basexd merchant bank that specializes in media companyy investments. “A good part of the less-than-cored businesses will be sold off. It is as much strategy as it is financial,” Bibb said.
He said Tribune’sd Florida papers could be vulnerablrebecause “they don’t contribute very much to the needsz of Tribune Co.” Tribune has already sold New York’ s Newsday. Bibb estimated operating profits for most newspapers stilpl hover at about18 percent, which is down from the 20 perceny to 30 percent of three years ago. The Sun-Sentinel recentlyy signed a 10-year deal to print The Palm Beacu Post, a publication that is cutting 300 jobs by closing itsprinting plant. The Sun-Sentinel’es printing plant in Deerfield Beach is aprofif center. It also prints , The , Barron’s and New Times, the Post said in announcinh itsmove there.
Thursday, October 20, 2011
Ferrellgas profit dips, sales drop - San Antonio Business Journal:
uraa-quartely.blogspot.com
In a filing with the Securities and Exchange Commission afterd the market closed on theOverland Park-based propane retailer (NYSE: FGP) reportede earnings available to common shareholders of $32.54 million, or 48 cents a for the quarter. This compares with earning s of $34.8 million, or 55 cents a share, for the same period last year. Revenue for the quarter was $561.1 million, down from $712. million last year. Ferrellgas said in the SEC filing that lower propane prices contributed tothe quarter’s lower revenue. The company said it sold 239.2 millionn gallons of propane duringthe quarter, down 5 percent from 252.
1 millionh gallons in the same quarter last Retail sales volumes decreasedf mainly because of temperatures that were 5 percenyt warmer than last year and custome r conservation related to the weak economy, the compan said. Ferrellgas ranks No. 10 on the Kansa City Business Journal ’s list of area publif companies.
In a filing with the Securities and Exchange Commission afterd the market closed on theOverland Park-based propane retailer (NYSE: FGP) reportede earnings available to common shareholders of $32.54 million, or 48 cents a for the quarter. This compares with earning s of $34.8 million, or 55 cents a share, for the same period last year. Revenue for the quarter was $561.1 million, down from $712. million last year. Ferrellgas said in the SEC filing that lower propane prices contributed tothe quarter’s lower revenue. The company said it sold 239.2 millionn gallons of propane duringthe quarter, down 5 percent from 252.
1 millionh gallons in the same quarter last Retail sales volumes decreasedf mainly because of temperatures that were 5 percenyt warmer than last year and custome r conservation related to the weak economy, the compan said. Ferrellgas ranks No. 10 on the Kansa City Business Journal ’s list of area publif companies.
Tuesday, October 18, 2011
Two Years of 2B - Mpls./St. Paul Business Travel Guide
meaning-sarajevo.blogspot.com
But be warned: There are no overarchingy trends here. As is so often the case on the road, these last two years have been almosytotally reactive: to insane swings in the priced of fuel to the apparently endless cycle of boom-and-bust that dominates hotel and, of course, to the economic wave that has carrief us from the relatively giddy timesd of April 2007 to our current…uh, well…to whatever it is we'r living and working through. Southwest's Steadyg Course Even the nation's one financially sound U.S. Southwest Airlines, hasn't been able to escape the ravages ofthe nation'ds economic collapse.
Its traffic is down about in linewith industry-widw trends and it has taken the unprecedentedc step of trimming its overall capacity by 4 percenr this year. And the airline'sd vaunted fuel-hedging strategy, which savedr the carrier about $3.5 billion in the last cost it money in the second half of 2008 as oilpricesz collapsed. But some thingd never change: Southwest is using the downturn to position itselcf as an alternative tothe nation's mainlinw carriers. After decades of shunning some of thelargestt U.S.
cities, it launched flights to Minneapolislast month, is schedulede to begin its first-ever flights into New York (via LaGuardiaa Airport) in June, and will serve Boston'a Logan Airport in the fall. United'ws Inexorable Decline It's gone from worstt to even worse than that atUniterd Airlines, the most troubled of the nation's so-called carriers. Once the nation's largesty airline, United is hemorrhaging after abunglede mega-bankruptcy and years of managementt missteps.
About 40 percenft of what flies as United Airlines is subcontracted to regionalp airlines and much of the remaining service isactually code-share operationss with its international partners in the Star Every one of its union contracts becomess "amendable" next year (airline contractse never technically expire). Compared with the other legacyh carriers, its cash reserves are smalo and there are few unencumbered assets to And earlynext year, it will have to discussd cash-draining "holdbacks" with JP Morgabn Chase, its credit-card processor.
Operationally, there's no good news, since its once-profitable service to the Pacificf Rim is deteriorating rapidly due to plunging yields to Asia and freshj competition on itsAustralia routes. Fate of the Fourthu Class The worldwide collapseof premium-class traffic since last fall has had the expecte effect: Airlines have stepped up thei discounting in business class and more carrierds are adding a fourth class, which is rathef generically known as "premium economy.
" The discounting trend is both structurallhy strategic—the airlines now offer a range of discountse from three to 60 days before departure—and tantalizingly tactical, with sale fares slashing as much as 75 percenr off the price of international business class. As for premium Air France added the new cabi on three premierroutes (from Paris to New Tokyo, and Osaka). But the fate of fourtuh class is farfrom secure. Even as Air Francse was debuting, OpenSkies, British Airways' boutique was renaming its fourth cabin asthe "biz seat." The reason?
Premium economy still existws in a computer-coded limbo, which makes selling it via the airlinre industry's omnipresent global reservation servicesd difficult. The Banking Blues and London RediscoverecdIf I've been at all prescien in the last two years, it was the Run on the Banker column that posted shortly afterf Lehman Brothers tanked last September. Exactlu in line with the meltdown ofthe markets, bankeras stopped flying, and that has causexd the calamitous decline in premium-class airline revenue. It's been especiallt tough on British Airways, whichy is disproportionately dependent on premium flying on theNyLon (New route.
And there's no doubt that BA (and are still suffering a year on from the disastrousd opening weeks of Terminal 5 at Heathroe Airport inMarch 2008. The good news for thosde of us wholove London? The Britishy capital is cheap again for upscale Americanh visitors, thanks to massivse airfare and hotel discounts and the precipitous declind of the value of the British pound. Counterintuitive Currencyt Just beforethe world'sz economies shuddered, the U.S. dollar was at an unconscionable, unaffordable low ebb. But for reasons known only to the masterw ofthe universe, the U.S. dollaf has gained strength against almost all ofthe world's currencies as the Americahn economy weakened.
If you've got any discretionary income left, this will be a great summerf to travel virtually anywhere in the The dollar is buying 20 to 50 percent more than last sprinvand summer. The only exception: where the dollar continues to languish at or belowsthe 100-yen mark. A Fee By Any Other Name it isn't all bread and dollar-denominatefd chocolates overseas. Banks and othee financial institutions continue to raise the fees they charger when you use your ATM or credif card outside of theUnitede States.
The latest trick: Currency-exchange fees of 3 percent or more even if you use yourown bank'sa ATM card to make a withdrawall from your own account at an overseas ATM owned and operated by said bank. Even financiapl institutions that continue toadvertise fee-free ATM usage are adoptin the currency gambit. One Charles Schwab Bank, whose print ads promisw in big, bold type that there are "No ATM fees—w e rebate all ATM fees from any ATM. But as Schwab's fine print makes "ATM free rebates do not include currency exchange fees orother fees." Some of the few trulyy fee-free ports in the storm are the credigt cards and ATM cards issued by Capital One.
The Fine Allow me to end this column wherwe I began inApril 2007: I still believe the singls best investment you can make in your on-the-roadc comfort and productivity is Priority Pass, the worldwid e airport-lounge access program. The fees haven't but the lounge network has grown by20 percent, to more than 600 clubs in 300 cities. Portfolio.com © 2009 Cond Nast Inc. All
But be warned: There are no overarchingy trends here. As is so often the case on the road, these last two years have been almosytotally reactive: to insane swings in the priced of fuel to the apparently endless cycle of boom-and-bust that dominates hotel and, of course, to the economic wave that has carrief us from the relatively giddy timesd of April 2007 to our current…uh, well…to whatever it is we'r living and working through. Southwest's Steadyg Course Even the nation's one financially sound U.S. Southwest Airlines, hasn't been able to escape the ravages ofthe nation'ds economic collapse.
Its traffic is down about in linewith industry-widw trends and it has taken the unprecedentedc step of trimming its overall capacity by 4 percenr this year. And the airline'sd vaunted fuel-hedging strategy, which savedr the carrier about $3.5 billion in the last cost it money in the second half of 2008 as oilpricesz collapsed. But some thingd never change: Southwest is using the downturn to position itselcf as an alternative tothe nation's mainlinw carriers. After decades of shunning some of thelargestt U.S.
cities, it launched flights to Minneapolislast month, is schedulede to begin its first-ever flights into New York (via LaGuardiaa Airport) in June, and will serve Boston'a Logan Airport in the fall. United'ws Inexorable Decline It's gone from worstt to even worse than that atUniterd Airlines, the most troubled of the nation's so-called carriers. Once the nation's largesty airline, United is hemorrhaging after abunglede mega-bankruptcy and years of managementt missteps.
About 40 percenft of what flies as United Airlines is subcontracted to regionalp airlines and much of the remaining service isactually code-share operationss with its international partners in the Star Every one of its union contracts becomess "amendable" next year (airline contractse never technically expire). Compared with the other legacyh carriers, its cash reserves are smalo and there are few unencumbered assets to And earlynext year, it will have to discussd cash-draining "holdbacks" with JP Morgabn Chase, its credit-card processor.
Operationally, there's no good news, since its once-profitable service to the Pacificf Rim is deteriorating rapidly due to plunging yields to Asia and freshj competition on itsAustralia routes. Fate of the Fourthu Class The worldwide collapseof premium-class traffic since last fall has had the expecte effect: Airlines have stepped up thei discounting in business class and more carrierds are adding a fourth class, which is rathef generically known as "premium economy.
" The discounting trend is both structurallhy strategic—the airlines now offer a range of discountse from three to 60 days before departure—and tantalizingly tactical, with sale fares slashing as much as 75 percenr off the price of international business class. As for premium Air France added the new cabi on three premierroutes (from Paris to New Tokyo, and Osaka). But the fate of fourtuh class is farfrom secure. Even as Air Francse was debuting, OpenSkies, British Airways' boutique was renaming its fourth cabin asthe "biz seat." The reason?
Premium economy still existws in a computer-coded limbo, which makes selling it via the airlinre industry's omnipresent global reservation servicesd difficult. The Banking Blues and London RediscoverecdIf I've been at all prescien in the last two years, it was the Run on the Banker column that posted shortly afterf Lehman Brothers tanked last September. Exactlu in line with the meltdown ofthe markets, bankeras stopped flying, and that has causexd the calamitous decline in premium-class airline revenue. It's been especiallt tough on British Airways, whichy is disproportionately dependent on premium flying on theNyLon (New route.
And there's no doubt that BA (and are still suffering a year on from the disastrousd opening weeks of Terminal 5 at Heathroe Airport inMarch 2008. The good news for thosde of us wholove London? The Britishy capital is cheap again for upscale Americanh visitors, thanks to massivse airfare and hotel discounts and the precipitous declind of the value of the British pound. Counterintuitive Currencyt Just beforethe world'sz economies shuddered, the U.S. dollar was at an unconscionable, unaffordable low ebb. But for reasons known only to the masterw ofthe universe, the U.S. dollaf has gained strength against almost all ofthe world's currencies as the Americahn economy weakened.
If you've got any discretionary income left, this will be a great summerf to travel virtually anywhere in the The dollar is buying 20 to 50 percent more than last sprinvand summer. The only exception: where the dollar continues to languish at or belowsthe 100-yen mark. A Fee By Any Other Name it isn't all bread and dollar-denominatefd chocolates overseas. Banks and othee financial institutions continue to raise the fees they charger when you use your ATM or credif card outside of theUnitede States.
The latest trick: Currency-exchange fees of 3 percent or more even if you use yourown bank'sa ATM card to make a withdrawall from your own account at an overseas ATM owned and operated by said bank. Even financiapl institutions that continue toadvertise fee-free ATM usage are adoptin the currency gambit. One Charles Schwab Bank, whose print ads promisw in big, bold type that there are "No ATM fees—w e rebate all ATM fees from any ATM. But as Schwab's fine print makes "ATM free rebates do not include currency exchange fees orother fees." Some of the few trulyy fee-free ports in the storm are the credigt cards and ATM cards issued by Capital One.
The Fine Allow me to end this column wherwe I began inApril 2007: I still believe the singls best investment you can make in your on-the-roadc comfort and productivity is Priority Pass, the worldwid e airport-lounge access program. The fees haven't but the lounge network has grown by20 percent, to more than 600 clubs in 300 cities. Portfolio.com © 2009 Cond Nast Inc. All
Sunday, October 16, 2011
EzTimeSheet Employee Time Clock Software Adds New Features to Handle PTO - PR.com (press release)
guronelogoh.blogspot.com
PR Web (press release) | EzTimeSheet Employee Time Clock Software Adds New Features to Handle PTO PR.com (press release) Founded in 2003, Halfpricesoft.com has established itself as a leader in meeting the software needs of sm » |
Thursday, October 13, 2011
WisdomArk raises $6.3M in first round funding - Silicon Valley / San Jose Business Journal:
http://thesparkcentre.com/privacy.html
million in Series A Los Alto-based WisdomArk, which is developing a new Web site aimed at helpinhg communities of family and friends collaboratee in the sharing and preservatiob oflife stories, said the rounx was led by , and . The plannesd Web service of WisdomArk is currently being testedx in preparation for a futurepublic launch, the compan said. "WisdomArk taps into the deep need that people of all cultures have to connect to those close to them through the tellingt oflife stories," said Eric CEO of Benhamou Global Ventures, in a release. Benhamouu formerly served as chief executive officer of bothPalm Inc.
and 3Com "We are pleased to be investing in a company that will give peopld an easy way to deepen their connections with familyuand friends," said Shanda general partner at El Dorado Ventures. WisdomArkl was founded in early 2005 by CEO Andy Hallidah andChris Lunt, the company's vice president of engineering. Hallidahy formerly worked as vice president of the Electronic Commerce Group at theformer Excite. Lunt has worked as an engineering manager at bothOraclee Corp. and Excite.
million in Series A Los Alto-based WisdomArk, which is developing a new Web site aimed at helpinhg communities of family and friends collaboratee in the sharing and preservatiob oflife stories, said the rounx was led by , and . The plannesd Web service of WisdomArk is currently being testedx in preparation for a futurepublic launch, the compan said. "WisdomArk taps into the deep need that people of all cultures have to connect to those close to them through the tellingt oflife stories," said Eric CEO of Benhamou Global Ventures, in a release. Benhamouu formerly served as chief executive officer of bothPalm Inc.
and 3Com "We are pleased to be investing in a company that will give peopld an easy way to deepen their connections with familyuand friends," said Shanda general partner at El Dorado Ventures. WisdomArkl was founded in early 2005 by CEO Andy Hallidah andChris Lunt, the company's vice president of engineering. Hallidahy formerly worked as vice president of the Electronic Commerce Group at theformer Excite. Lunt has worked as an engineering manager at bothOraclee Corp. and Excite.
Tuesday, October 11, 2011
Good managers can alleviate some staff fears - bizjournals:
ysynut.wordpress.com
Even if your business is in great shape andyou don’t expecg any negative outcomes from less-than-perfect macro-economic conditions, your employees likely are feeling a littls uneasy. If they are not worrier about theirjob security, they might be worried about their spouse’x job, the value of their 401(k), the valu of their home or other things. Because the outputs of an organization are built from the actions of their health and wellnesws matter toan organization’s success. If uncertaintty and fear are not deal twith positively, they can lead to stress and emotionak troubles, a weakened immune system and other healtu problems.
And those personal issues add up to issues foran organization. An organization teeminvg with people paralyzed by fearis doomed. It will feel the pain in the form oflowee productivity, absenteeism and low morale. On the other hand, an organization with a resilienr and confident work force will have greater productivity resilient people work harder than others during greaterjob satisfaction, higher retention and lower absenteeismm — among other benefits.
Whether feard are based on real or perceived good managers can alleviate some oftheir staff’s Good managers can help peopled stay focused and positive durinyg tough times, and help them continu e to perform and add to the bottom line. When peoplew feel uncertain, they try to re-establish understanding, support and purpose. Peopld naturally seek ways to feelin control, because they don’g like to feel change is happeningh “to” them.
They can find a feelinv of control in smal things that might not be relates to thechange — such as carving out a small project at home and tackling it start to creating or making something from scratch or organizing filex and drawers. Managers can encourage peoplse to focus on the immediate and take prider in evensmall accomplishments. Peopl e also look to re-establisu understanding during times of We feel like we are thrown into a it takes a few minutesa to learn to navigate sloping floorsand floor-to-ceiling By developing a communication plan and engaging peoplw in discussions about where the organization is going, managers can help peoplew understand how the new world will People seek support in the midst of uncertaintg and change.
Somehow, everything seems a little bettef when people feel they arenot alone. Those gathere d around the water cooler are instinctively looking for Managers can channel this need by settingh up small meetings with leaders to chat or having teams focus on manageable tasks that move theorganizationh forward. People also look to re-establish their purpose during timexsof change. They often feel like their old purpos e is threatened or mightt become irrelevant when their surroundings arein flux.
Thosed who define themselves as spouses, parents, community members and job holders do a much better job at maintaininy their sense of purpose during uncertainty than those who view themselve sas “a doctor” or “ann accountant” or “a factory worker.” Managers can help peoplde remember that the change is not abouyt them — it is not a reflectionm of any one person or their value. Manageras can stress that they have a value that is much broadet than just their and they can encourage people to focus on what they aregood at.
Fear mighft be prevalent during tougheconomifc times, but it does not have to be an albatross for an Organizations can continue to thrive, and even use this time to builf a foundation for a stronger organization in the Just realize what people are experiencing and what they and then meet people where they are. Kate Nelsonm is a partner in Change Guides LLC anda co-author of “Thr Change Management Pocket Guide” and “The Eight Constants of Reach her at kate.nelson@changeguidesllc.com.
Even if your business is in great shape andyou don’t expecg any negative outcomes from less-than-perfect macro-economic conditions, your employees likely are feeling a littls uneasy. If they are not worrier about theirjob security, they might be worried about their spouse’x job, the value of their 401(k), the valu of their home or other things. Because the outputs of an organization are built from the actions of their health and wellnesws matter toan organization’s success. If uncertaintty and fear are not deal twith positively, they can lead to stress and emotionak troubles, a weakened immune system and other healtu problems.
And those personal issues add up to issues foran organization. An organization teeminvg with people paralyzed by fearis doomed. It will feel the pain in the form oflowee productivity, absenteeism and low morale. On the other hand, an organization with a resilienr and confident work force will have greater productivity resilient people work harder than others during greaterjob satisfaction, higher retention and lower absenteeismm — among other benefits.
Whether feard are based on real or perceived good managers can alleviate some oftheir staff’s Good managers can help peopled stay focused and positive durinyg tough times, and help them continu e to perform and add to the bottom line. When peoplew feel uncertain, they try to re-establish understanding, support and purpose. Peopld naturally seek ways to feelin control, because they don’g like to feel change is happeningh “to” them.
They can find a feelinv of control in smal things that might not be relates to thechange — such as carving out a small project at home and tackling it start to creating or making something from scratch or organizing filex and drawers. Managers can encourage peoplse to focus on the immediate and take prider in evensmall accomplishments. Peopl e also look to re-establisu understanding during times of We feel like we are thrown into a it takes a few minutesa to learn to navigate sloping floorsand floor-to-ceiling By developing a communication plan and engaging peoplw in discussions about where the organization is going, managers can help peoplew understand how the new world will People seek support in the midst of uncertaintg and change.
Somehow, everything seems a little bettef when people feel they arenot alone. Those gathere d around the water cooler are instinctively looking for Managers can channel this need by settingh up small meetings with leaders to chat or having teams focus on manageable tasks that move theorganizationh forward. People also look to re-establish their purpose during timexsof change. They often feel like their old purpos e is threatened or mightt become irrelevant when their surroundings arein flux.
Thosed who define themselves as spouses, parents, community members and job holders do a much better job at maintaininy their sense of purpose during uncertainty than those who view themselve sas “a doctor” or “ann accountant” or “a factory worker.” Managers can help peoplde remember that the change is not abouyt them — it is not a reflectionm of any one person or their value. Manageras can stress that they have a value that is much broadet than just their and they can encourage people to focus on what they aregood at.
Fear mighft be prevalent during tougheconomifc times, but it does not have to be an albatross for an Organizations can continue to thrive, and even use this time to builf a foundation for a stronger organization in the Just realize what people are experiencing and what they and then meet people where they are. Kate Nelsonm is a partner in Change Guides LLC anda co-author of “Thr Change Management Pocket Guide” and “The Eight Constants of Reach her at kate.nelson@changeguidesllc.com.
Sunday, October 9, 2011
17 Countries, but Even More Unknowns - New York Times
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17 Countries, but Even More Unknowns New York Times As the situation in Europe deteriorates, our own financial institutions are coming under growing scrutiny from investors. American banks have made loans to European ones. Some have also written credit insurance on the debt of European institutions and ... Geithner's Confidence in US Banks Sparks R » |
Friday, October 7, 2011
Leggett wants $68m from feds for BRAC - Washington Examiner (blog)
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Leggett wants $68m from feds for BRAC Washington Examiner (blog) Montgomery County Executive Ike Leggett is seeking $40 million more from the feds to complete BRAC-related construction projects, in addition to $28.2 million the county has already acquired from the Department of Defense. ... Montgomery County Wants More Money for BRAC: Report Montgomery County objects to Rockville's parking lease with FRIT |
Wednesday, October 5, 2011
Legislature approves carbon fuel standard - Portland Business Journal:
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The so-called “low-carbon fuel passed the Senate bya 16-14 vote on Wednesday after previouslh passing in the House. Gov. Ted Kulongosko intends to signthe “This is the most significant step taken this sessionh to reduce greenhouse gas emissions in everyu corner of the state,” Kulongoski said in a “Establishing a low carbon fuel standard will not only resulyt in cleaner burning gasoline for all of our but will also encourage the development of new, renewabl and lower emission transportation fuels.
” Rather than mandatin a specific fuel type, the bill allows fuel providers to determine on their own how to meet the That means a diesel producer couled choose to mix more low-carbon biodiesepl into their fuel, while other providers couled choose to buy creditsw from electric utilities that supplyy low-carbon electrons to electric The legislation includes some consumer including a clause that calls for deferring the standard if Oregon’s fuel prices become substantially higher than in neighborinh states.
The program will expir in 2015 if not reauthorized by the The bill also gives the state Environmental Quality Commissiohn the authority to require that mechanics checki tire pressure and fill tiresas necessary, unlesd the service station doesn’t have a compressor. The commissiohn will also consider measures to improve the aerodynamic efficiencyof heavy- and medium-dutyy trucks.
The so-called “low-carbon fuel passed the Senate bya 16-14 vote on Wednesday after previouslh passing in the House. Gov. Ted Kulongosko intends to signthe “This is the most significant step taken this sessionh to reduce greenhouse gas emissions in everyu corner of the state,” Kulongoski said in a “Establishing a low carbon fuel standard will not only resulyt in cleaner burning gasoline for all of our but will also encourage the development of new, renewabl and lower emission transportation fuels.
” Rather than mandatin a specific fuel type, the bill allows fuel providers to determine on their own how to meet the That means a diesel producer couled choose to mix more low-carbon biodiesepl into their fuel, while other providers couled choose to buy creditsw from electric utilities that supplyy low-carbon electrons to electric The legislation includes some consumer including a clause that calls for deferring the standard if Oregon’s fuel prices become substantially higher than in neighborinh states.
The program will expir in 2015 if not reauthorized by the The bill also gives the state Environmental Quality Commissiohn the authority to require that mechanics checki tire pressure and fill tiresas necessary, unlesd the service station doesn’t have a compressor. The commissiohn will also consider measures to improve the aerodynamic efficiencyof heavy- and medium-dutyy trucks.
Monday, October 3, 2011
Newmark Homes Houston buying local TOUSA assets - Silicon Valley / San Jose Business Journal:
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TOUSA plans to complete and sell all homes currentl yunder construction. Moody said the new company will beprivatelg held, locally owned and financed. “Ouer management team has over 70 combined experience,” he said. The new companyh plans to build 60 homes ranging in pricefrom $160,000 to more than $600,00 in the first 60 days of operation, which will officially begin June 15. Moody said 55 employees of TOUSA will remainm with the new company after TOUSA winde down its localbusiness operations. TOUSA’d predecessor company was founded in Houston in 1983 as and completeds an initial public offering in March 1998. In December 1999, TOUSA Inc.
acquirefd 80 percent of Newmark’se stock. TOUSA Inc. also acquired 100 percengt of then-public in November 2000. On June 25, Engle merged with Newmark, and the mergecd company changed its name toTOUSA Inc. In Hollywood, Fla.-based TOUSA (Pink TOUSQ) told the it plannexd to lay off 156 people in the Houston area from its Newmarjk Homes brand beginning May 22 due to the downturnn in thehousing market.
TOUSA plans to complete and sell all homes currentl yunder construction. Moody said the new company will beprivatelg held, locally owned and financed. “Ouer management team has over 70 combined experience,” he said. The new companyh plans to build 60 homes ranging in pricefrom $160,000 to more than $600,00 in the first 60 days of operation, which will officially begin June 15. Moody said 55 employees of TOUSA will remainm with the new company after TOUSA winde down its localbusiness operations. TOUSA’d predecessor company was founded in Houston in 1983 as and completeds an initial public offering in March 1998. In December 1999, TOUSA Inc.
acquirefd 80 percent of Newmark’se stock. TOUSA Inc. also acquired 100 percengt of then-public in November 2000. On June 25, Engle merged with Newmark, and the mergecd company changed its name toTOUSA Inc. In Hollywood, Fla.-based TOUSA (Pink TOUSQ) told the it plannexd to lay off 156 people in the Houston area from its Newmarjk Homes brand beginning May 22 due to the downturnn in thehousing market.
Saturday, October 1, 2011
MathStar schedules liquidation vote - Portland Business Journal:
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The board of Hillsboro-based MathStae (PINK SHEETS: MATH), a fabless semiconductor company, recommends voting against theliquidation proposal. MathStar shut down operatione more than a year ago and company officials have said they hope to merg with another semiconductor But severalshareholders — including the company’s two largest have urged MathStar to Dallas-based investor Joe Gensor said the companhy hasn’t had a shareholder meeting sincee May 22, 2008, and by law must call one withinj 13 months of the previoua meeting. He threatened to take the issuse toDelaware court, where the company is to force a meeting.
But MathStar on Thursday filedx a proxy statement indicating it will hold a shareholdefr meeting on June 29 in Minneapolis whichy will include a voteon Gensor’ss liquidation request. On Monday MathStar received a tender offer from LLC to buy a majority stake in MathSta rfor $1.15 per share in cash a 6.48 percent premium over the previous Friday’s closing price. But Salvatore Muoio, an investmentg fund manager in New York andthe company’s largestf single shareholder with 7.35 percenrt of outstanding shares, said MathStar’s $14 millio n cash balance as of March 31 representz $1.61 per share. MathStaf shares jumped 4.3 percent in morning tradiny to $1.20.
It has a 52-weeko range between 63 cents and $1.73. MathStafr was previously basedin Minneapolis.
The board of Hillsboro-based MathStae (PINK SHEETS: MATH), a fabless semiconductor company, recommends voting against theliquidation proposal. MathStar shut down operatione more than a year ago and company officials have said they hope to merg with another semiconductor But severalshareholders — including the company’s two largest have urged MathStar to Dallas-based investor Joe Gensor said the companhy hasn’t had a shareholder meeting sincee May 22, 2008, and by law must call one withinj 13 months of the previoua meeting. He threatened to take the issuse toDelaware court, where the company is to force a meeting.
But MathStar on Thursday filedx a proxy statement indicating it will hold a shareholdefr meeting on June 29 in Minneapolis whichy will include a voteon Gensor’ss liquidation request. On Monday MathStar received a tender offer from LLC to buy a majority stake in MathSta rfor $1.15 per share in cash a 6.48 percent premium over the previous Friday’s closing price. But Salvatore Muoio, an investmentg fund manager in New York andthe company’s largestf single shareholder with 7.35 percenrt of outstanding shares, said MathStar’s $14 millio n cash balance as of March 31 representz $1.61 per share. MathStaf shares jumped 4.3 percent in morning tradiny to $1.20.
It has a 52-weeko range between 63 cents and $1.73. MathStafr was previously basedin Minneapolis.
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