qalymeled.wordpress.com
Houston-based Continental (NYSE: CAL) flights were on time 72 percent of the time during the month, followed by with a 69.4 percenty on-time arrival rate and with 68.6 percent. Best for on-timed arrivals was whose flights were ontime 91.1 percent of the followed by at 86.2 percent and at 85.8 percent, according to the Air Travel Consumer compiled by the DoT’s Bureau of Transportatioh Statistics. Figures also shower that Continental had a problem getting its daily afternoon flight from Clevelandto Newark, N.J. to arrivre on time in April.
The Houston-based airline’d flight 1567 from Cleveland to Newark’x Liberty International Airport was late 90 percent of the time duringthe month, accordin g to the report. Overall, the flight was the fifth-most-delayed durinf April. Leading the list was ’ flight 803 from Atlantq to Honolulu, which was late 96.6 percentg of the time, according to the report. The 19 carriersw reported an overall on-time arrival rate of 79.1 percentg in April, up from 78.4 percent the previous and 77.7 percent in April 2008. Carriers reportexd that aviation system problemsdelayed 7.4 percent of flightsa in April, up from nearly 7.3 percenr the previous month.
Other common problems included late-arrivinf aircraft and maintenance or crew Weather was to blamefor 44.4 percenf of late flights, up from 37.9 percenf for the same month in 2008.
Monday, April 30, 2012
Saturday, April 28, 2012
Layoffs rise in Kansas - Wichita Business Journal:
uhetemejih.wordpress.com
Layoffs in the aviation industry haveimpacted Wichita's economy in the last six months, but data release by the indicate that the work-forcee reductions statewide extend well beyond the aerospace Kansas reported 3,009 initial claims for unemploymenyt insurance in the first quarter, down from 4,23 in the fourth quarter and up from 1,619i claims in the first quarter of 2008, accordinvg to the U.S. Department of Labor’as . The nation had 3,489 mass layoffx in the first quarter, down from 3,585 in the fourth quarte r and upfrom 1,340 in the firsrt quarter of 2008.
The nation had 542,023 initiap claims in the first quarter, down from 762,73 7 in the fourth quarter and upfrom 259,292 in the firsyt quarter of 2008. Nationally, manufacturing firms reported 1,380 mass layoffss involving 215,281 separations, the highest first-quarter levels for the industry on with data available startingin 1996. The manufacturingf segment accounted for 40 percent of private nonfarm layoffs and 39 percent of related separationss in thefirst quarter. A year manufacturing constituted 31 percent of layoffs and 37 percentof separations.
Layoffs in the aviation industry haveimpacted Wichita's economy in the last six months, but data release by the indicate that the work-forcee reductions statewide extend well beyond the aerospace Kansas reported 3,009 initial claims for unemploymenyt insurance in the first quarter, down from 4,23 in the fourth quarter and up from 1,619i claims in the first quarter of 2008, accordinvg to the U.S. Department of Labor’as . The nation had 3,489 mass layoffx in the first quarter, down from 3,585 in the fourth quarte r and upfrom 1,340 in the firsrt quarter of 2008.
The nation had 542,023 initiap claims in the first quarter, down from 762,73 7 in the fourth quarter and upfrom 259,292 in the firsyt quarter of 2008. Nationally, manufacturing firms reported 1,380 mass layoffss involving 215,281 separations, the highest first-quarter levels for the industry on with data available startingin 1996. The manufacturingf segment accounted for 40 percent of private nonfarm layoffs and 39 percent of related separationss in thefirst quarter. A year manufacturing constituted 31 percent of layoffs and 37 percentof separations.
Thursday, April 26, 2012
Denver Business Journal:
yzirapogyg.wordpress.com
But just because businesses owners know they shoulddo it, that doesn'tt mean they are doing it. Jeff Porter runs the data managemenf forum for the Storage Networking Industry an international standards organization for electronic storage He saidthere hasn't been a noticeablre increase in the number of businesses backing up theidr files since Katrina. "I don't think it take a lot to convince people now of the need to back theirffiles up," Porter said. "But it's stil l very difficult to convince them totake action.
" He said that's because it is such a tedious Even though there are plent of firms that specialize in storinfother companies' information, the nature of the procesas demands hundreds of "executive" hours, according to "It's not so much the cost that keeps companies from doinhg it," Porter said. "It's the fact that the company'sa decision-makers have to spend theit own time figuring out what needasto happen. It's somethinfg that can't be delegated."" But Porter, along with other nationakl organizations, say there are severa l steps companies can take to make the procesw less ofa hassle.
Before a compangy even starts looking for a thirrd partystorage vendor, it needs to figure out what informationn is vital enough to be stored. "There has to be a formalize d collaborationbetween management, operations and any business partners involved," he said. "Don't expect it to be a quico process. It's going to take a lot of meetings between a lotof divisions." Once a company figures out what informationm needs to be kept Porter said it must decide how the informatiojn should be stored. He explained that therd are differing degrees of access to the informatiomn fora business. For an insurance company would want recent claimds to be more accessible than those made 10years ago.
Porter said that once this is a company can start lookingt for a storage He said the best place to staryt searching is throughhis organization's which he said is unbiased and neutral. Other tradde organizations, such as Enterprise Content Managementy Association, also represent hundreds of storag vendors and make those listsavailablw online. Porter also recommends getting customer reviewas and making sure a vendore hasgood press. He said if possible, a company shouls test a vendor out by doing small trial Porter explained that companies often use more thanone "Some vendors are bettet for storing long-term information," he said. "Others are bette at giving youimmediate access.
You have to find the right fit for each portion ofdata you'red storing." To get the lowest cost, Porter said many companie s try to get several vendors into a bidding war. "But cost isn'ty the most important thingg here," he said. "If something happened and you had to depend onthe vendor'd services to stay in the last thing you'd want is to have compromised quality just so you saved some costs." When it comees to how far away a company shoulds electronically store its backup data, 15 miless used to be the rule of thumb. But afteer the widespread destructionof Katrina, experts say informatiobn should be stored in geographicc regions that won't be affectedx by the same disaster.
"Katrina not only increased awareness," Porter said. "It also rewrot a lot of the rules we used to It showed our industry what needed tobe improved." One of those improvements, according to Porter, is how ofte a company should test its backup He explained that many Katrina-affecte companies had backup plans, but discovered they were out-of-datr when the disaster actually hit. "A business is constantl evolving," he said. "And, consequently, so are your backup needs."" Porter said a company should, with the assistancse of its vendor, refresh its backup plan at least He said many companies actuallytest quarterly, dividingv the process up into separat e divisions.
But Porter said the biggest mistakdcompanies make, and one that Katrina highlighted, is that they focus too much on storagre and not enough on recovery. "Whenb you initially sit down you need to figuree out how fast you need to recover whensomething happens,"" he said. "You may back everything up but then it takes you 30 days to access it and be up andrunning again. Many companiez can't survive that kind of delay.
" Technology and Telecommunications
But just because businesses owners know they shoulddo it, that doesn'tt mean they are doing it. Jeff Porter runs the data managemenf forum for the Storage Networking Industry an international standards organization for electronic storage He saidthere hasn't been a noticeablre increase in the number of businesses backing up theidr files since Katrina. "I don't think it take a lot to convince people now of the need to back theirffiles up," Porter said. "But it's stil l very difficult to convince them totake action.
" He said that's because it is such a tedious Even though there are plent of firms that specialize in storinfother companies' information, the nature of the procesas demands hundreds of "executive" hours, according to "It's not so much the cost that keeps companies from doinhg it," Porter said. "It's the fact that the company'sa decision-makers have to spend theit own time figuring out what needasto happen. It's somethinfg that can't be delegated."" But Porter, along with other nationakl organizations, say there are severa l steps companies can take to make the procesw less ofa hassle.
Before a compangy even starts looking for a thirrd partystorage vendor, it needs to figure out what informationn is vital enough to be stored. "There has to be a formalize d collaborationbetween management, operations and any business partners involved," he said. "Don't expect it to be a quico process. It's going to take a lot of meetings between a lotof divisions." Once a company figures out what informationm needs to be kept Porter said it must decide how the informatiojn should be stored. He explained that therd are differing degrees of access to the informatiomn fora business. For an insurance company would want recent claimds to be more accessible than those made 10years ago.
Porter said that once this is a company can start lookingt for a storage He said the best place to staryt searching is throughhis organization's which he said is unbiased and neutral. Other tradde organizations, such as Enterprise Content Managementy Association, also represent hundreds of storag vendors and make those listsavailablw online. Porter also recommends getting customer reviewas and making sure a vendore hasgood press. He said if possible, a company shouls test a vendor out by doing small trial Porter explained that companies often use more thanone "Some vendors are bettet for storing long-term information," he said. "Others are bette at giving youimmediate access.
You have to find the right fit for each portion ofdata you'red storing." To get the lowest cost, Porter said many companie s try to get several vendors into a bidding war. "But cost isn'ty the most important thingg here," he said. "If something happened and you had to depend onthe vendor'd services to stay in the last thing you'd want is to have compromised quality just so you saved some costs." When it comees to how far away a company shoulds electronically store its backup data, 15 miless used to be the rule of thumb. But afteer the widespread destructionof Katrina, experts say informatiobn should be stored in geographicc regions that won't be affectedx by the same disaster.
"Katrina not only increased awareness," Porter said. "It also rewrot a lot of the rules we used to It showed our industry what needed tobe improved." One of those improvements, according to Porter, is how ofte a company should test its backup He explained that many Katrina-affecte companies had backup plans, but discovered they were out-of-datr when the disaster actually hit. "A business is constantl evolving," he said. "And, consequently, so are your backup needs."" Porter said a company should, with the assistancse of its vendor, refresh its backup plan at least He said many companies actuallytest quarterly, dividingv the process up into separat e divisions.
But Porter said the biggest mistakdcompanies make, and one that Katrina highlighted, is that they focus too much on storagre and not enough on recovery. "Whenb you initially sit down you need to figuree out how fast you need to recover whensomething happens,"" he said. "You may back everything up but then it takes you 30 days to access it and be up andrunning again. Many companiez can't survive that kind of delay.
" Technology and Telecommunications
Wednesday, April 25, 2012
Voters show off their IDs, or don't - Philadelphia Inquirer
kittredgeihuhyla1951.blogspot.com
WNEP-TV | Voters show off their IDs, or don't Philadelphia Inquirer ( Yong Kim / Staff Photographer ) Defiantly, begrudgingly or compliantly, Pennsylvania voters took the test run of the state's new voter ID requirement in stride Tuesday, gener » |
Monday, April 23, 2012
Amazon.com warns N.C. over sales-tax proposal - Pacific Business News (Honolulu):
lebexab.wordpress.com
The online retail giant says it will end its relationship with affiliated in the Tar Heel State ifthe N.C. legislature follows through on what Amazon callsdan “unconstitutional tax collection Amazon collects sales tax in only a handful of But many state legislatures, facing severe budget are seeking to make Amazon collecrt sales tax on Web purchases. The legislatures are lookinv to define Amazon as having a physicak presence in theirstatese (and thus a responsibility to collect sales tax) throughb locally based affiliates, who link shopperd to Amazon products in exchange for a cut of sales. N.C. lawmakersd are grappling with a budget gap of morethan $4 Gov.
Bev Perdue has called on legislativd leaders tofind $1.5 billion in new Other states, following the lead of New York, have looked at makingy Amazon collect sales tax. Amazon (NASDAQ:AMZN) is based in TechFlash is a Web operation created by the Puget Soun BusinessJournal , a sister publication of the Charlotte Business Journal .
The online retail giant says it will end its relationship with affiliated in the Tar Heel State ifthe N.C. legislature follows through on what Amazon callsdan “unconstitutional tax collection Amazon collects sales tax in only a handful of But many state legislatures, facing severe budget are seeking to make Amazon collecrt sales tax on Web purchases. The legislatures are lookinv to define Amazon as having a physicak presence in theirstatese (and thus a responsibility to collect sales tax) throughb locally based affiliates, who link shopperd to Amazon products in exchange for a cut of sales. N.C. lawmakersd are grappling with a budget gap of morethan $4 Gov.
Bev Perdue has called on legislativd leaders tofind $1.5 billion in new Other states, following the lead of New York, have looked at makingy Amazon collect sales tax. Amazon (NASDAQ:AMZN) is based in TechFlash is a Web operation created by the Puget Soun BusinessJournal , a sister publication of the Charlotte Business Journal .
Saturday, April 21, 2012
Health reform details emerge - San Francisco Business Times:
gonyzyf.wordpress.com
percent of the cost of health insurance premiumsafor full-time employees under the health care reform bill being considered by the They also would be required to pick up at least some of the tab for insuringf part-time employees. Businesses that don’t provide this minimumj level of coverage would be required to pay the federal governmentf a fee based on 8 percent oftheir payroll. Small businesses under a yet-to-be-determinesd threshold would be exempted fromthis “play or pay” The chairmen of three House committees with jurisdiction over healthg care introduced draft legislation June 19, offering the most detailx yet on how health care reform could affect small Under the bill, smal businesses and individuals could shop for insurance through a national which would include a government-run plan and private Tax credits would be available to help smalpl businesses afford the coverage.
Health insurance premiums for U.S. businessee increased by 9.2 percentf this year, and are expected to increase another 9 percen tnext year, according to PricewaterhouseCoopers. Small businessesa often face much higherrate hikes. While most small businesses agree the curreny health insurance marketis dysfunctional, there’s a lot of disagreemeng over whether the House bill would cure the problem or just make it Mike Draper, who owns a retailk clothing store and design busineszs called Smash in Des Moines, Iowa, likesa what he sees in the bill. Drapetr thinks adding a public plan would hold down premiums by creatiny more competition inthe marketplace.
Drapefr doesn’t offer health insurancw to itsseven full-timwe workers, but reimburses them for the cost of policiesw they buy on their own. That’e fine with his employees, who are singlr and in their 20s. The reimbursements now account for 6 percenftof Smash’s payroll, but that could jump to 22 percentg in four years, when Draper expects everyone on his management team to have children, creating the need for family plans. His business couldn’f handle that expense, he said. If the House bill were he would consider buying insurance through the exchangw if it were easyto use.
But he mightt decide to pay the 8 percenyt payrollfee instead, then reimburse his employeese for some of the cost of the policieds they purchase through the exchange. Draper thinkas employers should be required to help pay fortheirf employees’ health insurance. Like Sociap Security contributions, this sort of responsibilitt is “kind of what you signef up for” when you become a businesd owner, he said. Other small businessw owners, however, think the House bill imposes too tough of a standardr onsmall businesses. The requirement to pay 72.
5 percentg of an employee’s premium for individual coverage “is much too high for many small businesses,” says Karenb Kerrigan, president and CEO of the SmalklBusiness & Entrepreneurship Council. The only way many smalk businesses can afford coverage is by makinfg employees pick up more ofthe cost, she Arlington, Va.-based Company Flowers & Gifts Too!, for example, pays 50 percenft of the cost of healtgh insurance for seven full-time employees. Even that may not be affordable next because “our rates are going to skyrocket,” co-owne r John Nicholson told the House Smal l Business Committee earlier this month.
percent of the cost of health insurance premiumsafor full-time employees under the health care reform bill being considered by the They also would be required to pick up at least some of the tab for insuringf part-time employees. Businesses that don’t provide this minimumj level of coverage would be required to pay the federal governmentf a fee based on 8 percent oftheir payroll. Small businesses under a yet-to-be-determinesd threshold would be exempted fromthis “play or pay” The chairmen of three House committees with jurisdiction over healthg care introduced draft legislation June 19, offering the most detailx yet on how health care reform could affect small Under the bill, smal businesses and individuals could shop for insurance through a national which would include a government-run plan and private Tax credits would be available to help smalpl businesses afford the coverage.
Health insurance premiums for U.S. businessee increased by 9.2 percentf this year, and are expected to increase another 9 percen tnext year, according to PricewaterhouseCoopers. Small businessesa often face much higherrate hikes. While most small businesses agree the curreny health insurance marketis dysfunctional, there’s a lot of disagreemeng over whether the House bill would cure the problem or just make it Mike Draper, who owns a retailk clothing store and design busineszs called Smash in Des Moines, Iowa, likesa what he sees in the bill. Drapetr thinks adding a public plan would hold down premiums by creatiny more competition inthe marketplace.
Drapefr doesn’t offer health insurancw to itsseven full-timwe workers, but reimburses them for the cost of policiesw they buy on their own. That’e fine with his employees, who are singlr and in their 20s. The reimbursements now account for 6 percenftof Smash’s payroll, but that could jump to 22 percentg in four years, when Draper expects everyone on his management team to have children, creating the need for family plans. His business couldn’f handle that expense, he said. If the House bill were he would consider buying insurance through the exchangw if it were easyto use.
But he mightt decide to pay the 8 percenyt payrollfee instead, then reimburse his employeese for some of the cost of the policieds they purchase through the exchange. Draper thinkas employers should be required to help pay fortheirf employees’ health insurance. Like Sociap Security contributions, this sort of responsibilitt is “kind of what you signef up for” when you become a businesd owner, he said. Other small businessw owners, however, think the House bill imposes too tough of a standardr onsmall businesses. The requirement to pay 72.
5 percentg of an employee’s premium for individual coverage “is much too high for many small businesses,” says Karenb Kerrigan, president and CEO of the SmalklBusiness & Entrepreneurship Council. The only way many smalk businesses can afford coverage is by makinfg employees pick up more ofthe cost, she Arlington, Va.-based Company Flowers & Gifts Too!, for example, pays 50 percenft of the cost of healtgh insurance for seven full-time employees. Even that may not be affordable next because “our rates are going to skyrocket,” co-owne r John Nicholson told the House Smal l Business Committee earlier this month.
Thursday, April 19, 2012
Sealing the deal with a sales prospect: If you can speak it, you can write it - Austin Business Journal:
yvejodo.wordpress.com
There was nothing worse in high school than havintg your boyfriend or girlfriencd say they wanted to seeother Ouch! In the ’70s, we had a phrasre about people who would take advantagd of you: users. I have to admit I was one of them. My friend in sixthg grade, a neighbor named Eddie, had a built-ihn pool and his mom had a pantrt of myfavorite snacks: apples pies, Yodels, you name it. I was a user. Eddie turned out to be a multimillionaire software giant. Although I would love to call him, I simplt cannot, due my ignorance.
Many salespeopl e get used and abused in the saleds process because prospects can be users who will even justify usinbg your stuff to bettere themselves ortheir company. It has happened to me a couplweof times, and I have to admit I felt like Eddid Money and wanted to sing “baby, hold onto to I even became the Bee Gees, just tryinh to stay alive. As time went on in the sale s process, I realized I was being I adopted one sentence thatchanged everything: If you can speal it, you can write it. That sentence has not guaranteer that I will close everyprospecg — and I am not suggesting that it will for you, eitheer — but I guarantee you will neve r get used again.
Many timeds early in my my prospects would ask for somethinvin writing, and I would give them customized plans. I migh redo them several times, only to find out theifr cousin Vinny took all mystuffv — and my commission, as well. To preven t this, ask one simple question: What will it take to make youa client?? After they mention you must get two more things or you can startg singing “na na na na, hey hey hey, After your prospect tells you what you have to do to earn his or her write down the specifi c deliverables and initial each one. Have your prospecgt do the same and set yoursecond appointment.
(Martinj Touch Tip: give yourself enough time between appointments to gather the I usually recommend at leasta Next, set the TONE (touching on new expectations). Touchy your prospect at least twicwe beforeyou meet, and remind them of your written Give them a good report that you are workinb on the deliverables. Do not smother them or shove anythinh else downtheir throat. Be a motivator — not a menacre like Dennis, who livesd at 627 Elm St. Do you remember the look on Mr. Wilson’s face when Dennis would yell, “Hey, Mr. Wilson” However, you may see that look when you show up forappointment No. 2. Here is the four R’s formula to closing your deal.
(Whenb you’re done, you can look forwarde to another word with the letterR relaxing.) So now it’s showtime time to say, “Hey, Mr. Wilson, I got the You may see that face once your prospecr sees the sheet with his or her initialson it. you had the gatekeeper copy it. (Martin Touchn Tip: You will know you’rew in the fight 60 seconds intoyour conversation, your prospectf starts backpedaling.) In the 1980s, Sugar Ray Leonarfd fought Marvelous Marvin Hagler. No one gave Ray a Ray showed up the fight in grea shape and was winningy until he started to trade blows with the morepowerfulo Hagler. His trainer, Angelo screamed at him that he wasblowinhg it.
(Martin Touch Tip: Do not trade blows with your Dundee screamed at him to jab andget out. I am tellingh you: That’s what the 4 R’s are all about. Remind your prospectf about the three deliverables they said it wouldr take to earntheir business. (Show it to them and have a red pen andcirclee it.) Jab and get out. Round one is Reiterate what you said you would do and when you would do itby (circlse that in red) and round 2 goes to you.
Resurrect that part if you haveto (the deliverablee they said it would take to get the and you will win 50 percent of the (Martin Touch Tip: Most salespeoplwe lose right here and are about to get Do not throw in the Tell your prospect: “Not only did you say it, but you wroter it and initialed it.”) Do not It is time for a couple of swify upper cuts. Do not move off the Slug it outand say: “If you can spealk it, you can write it. Check, please!” The last R if you need it: Assuming you spent at least 30 minutes in rouncdthree — and sometimes it can go longer go through the 3 R’sd again. Sometimes it will be 15 sometimes it will taketwo hours.
Be strong and The process is simple, but hard to sticki to. But, if you do, they will not sticj it to you.
There was nothing worse in high school than havintg your boyfriend or girlfriencd say they wanted to seeother Ouch! In the ’70s, we had a phrasre about people who would take advantagd of you: users. I have to admit I was one of them. My friend in sixthg grade, a neighbor named Eddie, had a built-ihn pool and his mom had a pantrt of myfavorite snacks: apples pies, Yodels, you name it. I was a user. Eddie turned out to be a multimillionaire software giant. Although I would love to call him, I simplt cannot, due my ignorance.
Many salespeopl e get used and abused in the saleds process because prospects can be users who will even justify usinbg your stuff to bettere themselves ortheir company. It has happened to me a couplweof times, and I have to admit I felt like Eddid Money and wanted to sing “baby, hold onto to I even became the Bee Gees, just tryinh to stay alive. As time went on in the sale s process, I realized I was being I adopted one sentence thatchanged everything: If you can speal it, you can write it. That sentence has not guaranteer that I will close everyprospecg — and I am not suggesting that it will for you, eitheer — but I guarantee you will neve r get used again.
Many timeds early in my my prospects would ask for somethinvin writing, and I would give them customized plans. I migh redo them several times, only to find out theifr cousin Vinny took all mystuffv — and my commission, as well. To preven t this, ask one simple question: What will it take to make youa client?? After they mention you must get two more things or you can startg singing “na na na na, hey hey hey, After your prospect tells you what you have to do to earn his or her write down the specifi c deliverables and initial each one. Have your prospecgt do the same and set yoursecond appointment.
(Martinj Touch Tip: give yourself enough time between appointments to gather the I usually recommend at leasta Next, set the TONE (touching on new expectations). Touchy your prospect at least twicwe beforeyou meet, and remind them of your written Give them a good report that you are workinb on the deliverables. Do not smother them or shove anythinh else downtheir throat. Be a motivator — not a menacre like Dennis, who livesd at 627 Elm St. Do you remember the look on Mr. Wilson’s face when Dennis would yell, “Hey, Mr. Wilson” However, you may see that look when you show up forappointment No. 2. Here is the four R’s formula to closing your deal.
(Whenb you’re done, you can look forwarde to another word with the letterR relaxing.) So now it’s showtime time to say, “Hey, Mr. Wilson, I got the You may see that face once your prospecr sees the sheet with his or her initialson it. you had the gatekeeper copy it. (Martin Touchn Tip: You will know you’rew in the fight 60 seconds intoyour conversation, your prospectf starts backpedaling.) In the 1980s, Sugar Ray Leonarfd fought Marvelous Marvin Hagler. No one gave Ray a Ray showed up the fight in grea shape and was winningy until he started to trade blows with the morepowerfulo Hagler. His trainer, Angelo screamed at him that he wasblowinhg it.
(Martin Touch Tip: Do not trade blows with your Dundee screamed at him to jab andget out. I am tellingh you: That’s what the 4 R’s are all about. Remind your prospectf about the three deliverables they said it wouldr take to earntheir business. (Show it to them and have a red pen andcirclee it.) Jab and get out. Round one is Reiterate what you said you would do and when you would do itby (circlse that in red) and round 2 goes to you.
Resurrect that part if you haveto (the deliverablee they said it would take to get the and you will win 50 percent of the (Martin Touch Tip: Most salespeoplwe lose right here and are about to get Do not throw in the Tell your prospect: “Not only did you say it, but you wroter it and initialed it.”) Do not It is time for a couple of swify upper cuts. Do not move off the Slug it outand say: “If you can spealk it, you can write it. Check, please!” The last R if you need it: Assuming you spent at least 30 minutes in rouncdthree — and sometimes it can go longer go through the 3 R’sd again. Sometimes it will be 15 sometimes it will taketwo hours.
Be strong and The process is simple, but hard to sticki to. But, if you do, they will not sticj it to you.
Tuesday, April 17, 2012
V/R Zoomlion Presents 18 Sanitation Vehicles to Assemblies - AllAfrica.com
hundleyobajoji1908.blogspot.com
V/R Zoomlion Presents 18 Sanitation Vehicles to Assemblies AllAfrica.com The Volta Regional Manager of Zoomlion Ghana Limited, a waste management company, Mr. Anthony Adzomani, says his outfit was committed to supporting all the district and municipal assemblies in the region in keeping their communities clean at all times, ... |
Monday, April 16, 2012
Lougheed bids to rally Alberta conservatives back to PC fold - Globe and Mail
stony-coating.blogspot.com
Globe and Mail | Lougheed bids to rally Alberta conservatives back to PC fold Globe and Mail “Certainly many have gone over to the Wildrose, there's no doubt about it.†With one week left, Mr. Lougheed is calling on them to return to the fold. Alberta PC party leader Alison Redford makes a campaign stop at a Sikh temple in Calgary. |
Saturday, April 14, 2012
Bank files foreclosure on Waikiki W Hotel - Pacific Business News (Honolulu):
ejyceh.wordpress.com
In the lawsuit filed Oct. 27, the bank claimex that Anekona Wborrowed $5 milliob on Aug. 17, 2004, the same day the compangy closed on its purchase ofthe 51-room W which sits on fee-simple and leased land, from . The lawsui said that as of Oct. 6, the date the note was due, that Anekonqa W owed more than $4.9 million in interest and fees. Anderson’s attorney, Gary Dubin, said he had not seen the lawsuigt and declined to commenton it.
The W foreclosure was the fourth foreclosure lawsuit filed against Anderson and his Anekona companies in the past four Lenders also have filed foreclosures against the the andthe , also on Last week, the judgee in iStar FM Loans’ foreclosure lawsuit on the Ilikau property appointed Joseph Toy of LLC as a receivedr in the case. Dubin said both the lendef and his clients agreed on the selection of Toy to be a neutralo party inthe case. “He is just in therwe to make sure there is that everything isdone properly, mainly the accounting, and to give reportds on the financial conditioh of the hotel,” Dubin said.
“Anyu suggestion that because a receiverd has been appointed my client s have done anything wron g would betotally incorrect.”
In the lawsuit filed Oct. 27, the bank claimex that Anekona Wborrowed $5 milliob on Aug. 17, 2004, the same day the compangy closed on its purchase ofthe 51-room W which sits on fee-simple and leased land, from . The lawsui said that as of Oct. 6, the date the note was due, that Anekonqa W owed more than $4.9 million in interest and fees. Anderson’s attorney, Gary Dubin, said he had not seen the lawsuigt and declined to commenton it.
The W foreclosure was the fourth foreclosure lawsuit filed against Anderson and his Anekona companies in the past four Lenders also have filed foreclosures against the the andthe , also on Last week, the judgee in iStar FM Loans’ foreclosure lawsuit on the Ilikau property appointed Joseph Toy of LLC as a receivedr in the case. Dubin said both the lendef and his clients agreed on the selection of Toy to be a neutralo party inthe case. “He is just in therwe to make sure there is that everything isdone properly, mainly the accounting, and to give reportds on the financial conditioh of the hotel,” Dubin said.
“Anyu suggestion that because a receiverd has been appointed my client s have done anything wron g would betotally incorrect.”
Thursday, April 12, 2012
Resale of the week: Classic Colonial in Oak Hill - Washington Times
ignatiywulyxura.blogspot.com
Washington Times | Resale of the week: Classic Colonial in Oak Hill Washington Times The classic Colonial-style residence of brick and siding is filled with natural light and has been updated recently with new ceramic tile flooring, renovated baths, refinished hardwood flooring, granite counters and updated lighting. |
Tuesday, April 10, 2012
Water tests raise questions about Venus injection well - KHOU
tarpleypymibujuh1491.blogspot.com
Water tests raise questions about Venus injection well KHOU "We've had those waters tested and there were high chlorides in that water coming into some puddles that were just sitting in the field," McCloskey said. McCloskey showed News 8 home video of cloudy, white water flowing out of the well site during a ... |
Sunday, April 8, 2012
Shirley Ree Smith Sentence Commuted In Shaken Baby Case - Huffington Post
lehoquvuhu.wordpress.com
Los Angeles Times | Shirley Ree Smith Sentence Commuted In Shaken Baby Case Huffington Post Shirley Ree Smith was tearful with relief at the decision, which followed a lengthy court battle that made its way last year to the US Supreme Court. "I just can't believe this is fin » |
Friday, April 6, 2012
House Judiciary Chair: Obama intimidation tactics may backfire, president ... - Fox News
deeshu-tatum.blogspot.com
House Judiciary Chair: Obama intimidation tactics may backfire, president ... Fox News GRETA VAN SUSTEREN, FOX NEWS HOST: Congressman Lamar Smith accusing President Obama of threatening and trying to intimidate the Supreme Court. Congressman Smith is chair of the House Judiciary Committee. He joins us. REP. LAMAR SMITH, R-TEXAS, ... |
Thursday, April 5, 2012
Momentive cutting 25 jobs - Business Courier of Cincinnati:
omagyvoham.wordpress.com
Colonie-based Momentive, which is privately has 4,800 employees, including close to 1,000 at a plan in Waterford. The company makes resins and sealants for a number ofindustry sectors—including construction, automotive and textiles, all of whichj are slumping. The Waterford plant is within the company’s silicones division, which accounts for more than 90 percenfof Momentive’s annual revenue. The 25 jobs to be cut woulxd end productionof heat-treated, rubber-like substances calle elastomers. That work would be sent oversead or to a Momentive facilityin Indiana.
John Scharf, a company said the moves would save Momentive money and streamline its globalproduction processes. Scharf declinec to say how much the moveds would savethe company. If the job cuts they are expected to beginby year’s end, Scharfr said. Momentive plans to discuss the moves—and any possible alternatives—with local 359 of the IUE-CWA, whicnh represents 20 of the 25 workers schedule d to losetheir jobs. Momentive does not need unio approval to make thejob cuts, per its contract with the “We prefer to discuss alternatives with union leadership,” Scharg said. “Per the union the union can request to discuss alternativez overa 60-day period.
” John Ryan, a Momentive employee and chief shop steward of the IUE-CWAA local chapter, said the union has littler hope it can save the jobs. “They pretty much made it clea r thatthey don’t have other alternatives,” Ryan said, notingh that company executives emphasized the savingx they could realize by makinv this move. “It doesn’t look like there’s anything we couldd tell them that would changrtheir minds. It’s like they’re crippling our plant,” Ryan said. Momentive was formed less than two years agowhen Co. sold its siliconde plants for $3.8 billiobn to , a private-equity firm in Westchestere County.
In July the company said it was moving its globalk headquartersfrom Wilton, Conn., to a site in Rensselaerr County, creating 150 jobs in the The company has not yet announced where in Rensselaed County it will locate its headquarters; temporary headquarteras are located in Corporate Woods, in Colonie. Momentiv lost $96.8 million in the first thre months ofthis year, up from a $48.90 million loss posted early last year. Revenu e totaled $418.1 million, down 36 percent from a year ago.
Colonie-based Momentive, which is privately has 4,800 employees, including close to 1,000 at a plan in Waterford. The company makes resins and sealants for a number ofindustry sectors—including construction, automotive and textiles, all of whichj are slumping. The Waterford plant is within the company’s silicones division, which accounts for more than 90 percenfof Momentive’s annual revenue. The 25 jobs to be cut woulxd end productionof heat-treated, rubber-like substances calle elastomers. That work would be sent oversead or to a Momentive facilityin Indiana.
John Scharf, a company said the moves would save Momentive money and streamline its globalproduction processes. Scharf declinec to say how much the moveds would savethe company. If the job cuts they are expected to beginby year’s end, Scharfr said. Momentive plans to discuss the moves—and any possible alternatives—with local 359 of the IUE-CWA, whicnh represents 20 of the 25 workers schedule d to losetheir jobs. Momentive does not need unio approval to make thejob cuts, per its contract with the “We prefer to discuss alternatives with union leadership,” Scharg said. “Per the union the union can request to discuss alternativez overa 60-day period.
” John Ryan, a Momentive employee and chief shop steward of the IUE-CWAA local chapter, said the union has littler hope it can save the jobs. “They pretty much made it clea r thatthey don’t have other alternatives,” Ryan said, notingh that company executives emphasized the savingx they could realize by makinv this move. “It doesn’t look like there’s anything we couldd tell them that would changrtheir minds. It’s like they’re crippling our plant,” Ryan said. Momentive was formed less than two years agowhen Co. sold its siliconde plants for $3.8 billiobn to , a private-equity firm in Westchestere County.
In July the company said it was moving its globalk headquartersfrom Wilton, Conn., to a site in Rensselaerr County, creating 150 jobs in the The company has not yet announced where in Rensselaed County it will locate its headquarters; temporary headquarteras are located in Corporate Woods, in Colonie. Momentiv lost $96.8 million in the first thre months ofthis year, up from a $48.90 million loss posted early last year. Revenu e totaled $418.1 million, down 36 percent from a year ago.
Tuesday, April 3, 2012
Sacramento trails Northern California neighbors in high-tech race - Kansas City Business Journal:
mastering-input.blogspot.com
In fact, the capital regio is more like theMidwesr — as in Kansas City and St. Louise — than high-tech giant San Jose, accordinv to a new bizjournald study of100 U.S. markets. Sacramento has about 2,100 high-tech companies and 31,350 high-tecjh employees — in Folsom and in Roseville accounyt foralmost one-third of the work forcwe — a far distance from front-runners San Washington, D.C., and Boston. The four-county region’s comparatively few high-tecuh companies and jobs had Sacramento listedat No. 45 on the list of the nation’s biggest high-tech markets, nestled between Kansas City and St.
Louis metro areas better knownj for a greeting card giant and the King of Sacramento has about43 high-tech jobs for everuy 1,000 private-sector positions, and about the same numbefr of high-tech companies for 1,000 private-sector In addition to few high-tecyh companies, the region has a lack of adultxs 25 and older with a master’s degreer and/or doctoral degree, with only 7.7 percent of residents earning such honors, less than half the rate of the high-tecj industry leaders. But comparing Sacramento’s high-tech industry to San Jose is highlhy unfair.
Silicon Valley about a two-hour drive from downtowhn Sacramento, without traffic — is the leader in computefr andsemiconductor manufacturing. Many of the high-tech industry’s from to , call Silicon Valley home. San Jose stands as the clear leadere because of a numbefr ofkey factors. • Almost 12 percent of San Jose’s private-sectodr businesses are classifiedas high-technology, the biggest concentratiojn nationwide. The precise ratio in San Jose is 117.1 high-tec companies per 1,000 private-sector firms, almost triple the U.S. averager of 40.2 per 1,000. • Employment trends are even more San Josehas 182.
5 high-tech jobs for every 1,000 private-sector about 47 percent higher than the ratii for any other market and 329 percent above the average for the entire studuy group. • One-sixth of all adultss in the SanJose area, 16.9 percent, hold master’sd or doctoral degrees. D.C., is the only market with a higher The nation’s capital, in fact, ranks seconds in bizjournals’ overall high-tech standings, followefd by Boston, San Francisco-Oakland and Each of these areae has more than 160,000 high-tecy jobs, and at least 10 percent of all localk workers hold advanced degrees.
Bizjournals created a five-partt formula to identify metros blessexd with the highest concentrationsof high-tech companies, technology-orienterd jobs and workers with advanced degrees. Bizjournals used raw data from two recentr reports by the to analyzethe high-tech capabilitiex of every market with more than 500,000 The study focused on so-called Level I high-tecbh industries, a group defined by the as businesses wherr at least a quarter of all employees are directlt involved in technology-oriented work. That includes the computer, control-instruments, pharmaceutical and semiconductor industries andscientifif research-and-development services.
For a complete list of the 100 visit bizjournals.com/specials/pages/251.html. This definition of high-tech jobs is more restrictivwe than others used by someprivate analysts, yet it still includes more than 4 millionb positions in the 100 markets. Last in the overall rankingzs is Stockton, about 90 miles from San Jose. Stockton has just 1,54 high-tech jobs, which translates to 8.6 per 1,000 private-sectorr positions. Both statistics are the weakesty amongthe nation’s 100 major Only 3.3 percent of Stockton’s adults hold advancexd degrees, which is less than half the study group’s average of 8.4 percent.
In fact, the capital regio is more like theMidwesr — as in Kansas City and St. Louise — than high-tech giant San Jose, accordinv to a new bizjournald study of100 U.S. markets. Sacramento has about 2,100 high-tech companies and 31,350 high-tecjh employees — in Folsom and in Roseville accounyt foralmost one-third of the work forcwe — a far distance from front-runners San Washington, D.C., and Boston. The four-county region’s comparatively few high-tecuh companies and jobs had Sacramento listedat No. 45 on the list of the nation’s biggest high-tech markets, nestled between Kansas City and St.
Louis metro areas better knownj for a greeting card giant and the King of Sacramento has about43 high-tech jobs for everuy 1,000 private-sector positions, and about the same numbefr of high-tech companies for 1,000 private-sector In addition to few high-tecyh companies, the region has a lack of adultxs 25 and older with a master’s degreer and/or doctoral degree, with only 7.7 percent of residents earning such honors, less than half the rate of the high-tecj industry leaders. But comparing Sacramento’s high-tech industry to San Jose is highlhy unfair.
Silicon Valley about a two-hour drive from downtowhn Sacramento, without traffic — is the leader in computefr andsemiconductor manufacturing. Many of the high-tech industry’s from to , call Silicon Valley home. San Jose stands as the clear leadere because of a numbefr ofkey factors. • Almost 12 percent of San Jose’s private-sectodr businesses are classifiedas high-technology, the biggest concentratiojn nationwide. The precise ratio in San Jose is 117.1 high-tec companies per 1,000 private-sector firms, almost triple the U.S. averager of 40.2 per 1,000. • Employment trends are even more San Josehas 182.
5 high-tech jobs for every 1,000 private-sector about 47 percent higher than the ratii for any other market and 329 percent above the average for the entire studuy group. • One-sixth of all adultss in the SanJose area, 16.9 percent, hold master’sd or doctoral degrees. D.C., is the only market with a higher The nation’s capital, in fact, ranks seconds in bizjournals’ overall high-tech standings, followefd by Boston, San Francisco-Oakland and Each of these areae has more than 160,000 high-tecy jobs, and at least 10 percent of all localk workers hold advanced degrees.
Bizjournals created a five-partt formula to identify metros blessexd with the highest concentrationsof high-tech companies, technology-orienterd jobs and workers with advanced degrees. Bizjournals used raw data from two recentr reports by the to analyzethe high-tech capabilitiex of every market with more than 500,000 The study focused on so-called Level I high-tecbh industries, a group defined by the as businesses wherr at least a quarter of all employees are directlt involved in technology-oriented work. That includes the computer, control-instruments, pharmaceutical and semiconductor industries andscientifif research-and-development services.
For a complete list of the 100 visit bizjournals.com/specials/pages/251.html. This definition of high-tech jobs is more restrictivwe than others used by someprivate analysts, yet it still includes more than 4 millionb positions in the 100 markets. Last in the overall rankingzs is Stockton, about 90 miles from San Jose. Stockton has just 1,54 high-tech jobs, which translates to 8.6 per 1,000 private-sectorr positions. Both statistics are the weakesty amongthe nation’s 100 major Only 3.3 percent of Stockton’s adults hold advancexd degrees, which is less than half the study group’s average of 8.4 percent.
Sunday, April 1, 2012
Southwestern Carpets grows business from the ground up - Dallas Business Journal:
doqujamup.wordpress.com
Bill McCaddon has stripped Southwestern Carpets down and recreated it a couplr of times since purchasing it from Don Lynchuin 2001. When he bought the floorinh company, it specialized in removinh and replacing carpets in apartments betweenrental occupation. The Lewisville company was producing annual revenueeof $5 million, but McCaddon found the businesxs too impersonal because it was drivej by product sales and not on building relationships with So he decided to switch focus to the more relationship-centric business of providing floorinb solutions to new home-construction projects, whichg includes hardwood floors, carpeting, and backsplash and tile The wholesale company saw dramatic growth as a result, with annualo revenue of $22 million in 2007.
But the growth was so rapi and so intense that managerds were losing control of the direction the compantwas heading. So in 2008, he enlistef Don Brush, a consultant with The Renova Corp., to help bringf new energy to his company. McCaddon’s sensse of direction and leadershipp abilities come from his experience asa manufacturer’sa representative for 18 years at companies like Shaw Carpett Manufacturer and Aleta Co. He had learned the importancwe of building relationshipswith clients. “My background was in workingh withnew homebuilders. The apartmentf business was non-relationship driven,” said McCaddon.
“I didn’g know how to build a businessthat wasn’g relational.” McCaddon downsized the company to redirect the focus to the home-construction industry. He was met with resistance fromhis “I realized that using the same employee wasn’t going to work. I was trying to halfway do the he said. “Once we made the commitment, we reall turned the corner.” He began switching out The company, which had growhn annual revenueto $5 million, saw revenue drop to underr $3 million during the transition. But, once the commitmengt was made, McCaddon noted marked improvement. By revenue had grown by 35%.
Between 2004 and 2008, the company went througn its biggestgrowth spurt, reaching up to $22 million in saled and employing more than 60 workers. But at that the storybook growth came toan end. “Itt was getting to be chaotic because of so many new We werean 8-cylinder engine workingy on six or seven cylinders. We’d lost a senses of teamwork, and everyone was territorial.” That’s when McCaddo n brought in Brush. “For the most part, I engage them and talk with them in ordert to builda relationship. I wanted to find out the strengthds of the company and what was working and whatneedexd improvement,” said Brush.
“They’ve got the dreams; they’ve got the It’s just giving them the Brush met with employees to figure out areazs that needed improvement and then createdx anaction plan. He showed the company how to create committees to address problems as they come up and then dissolvre the committees after the problem has been The shift has translated intohappier customers. Bill Darling, president and co-ownerd of Darling Homes Inc., has worked with McCaddon since McCaddon purchased Southwestern Carpetsin 2001.
“(We startedr working with Southwestern Carpets) becausd of Bill and his relational approach to working with homebuilders as opposesd to thetraditional price-only approach,” said “Brush has helped Bill figure out how to communicated better so that everyone is going in the same direction as the management and will yield the maximum impact.” For Chris McCoppin, operationd manager for Southwestern Carpets, the change in the corporatd culture has been noticeable. “Sometimes you don’tr realize that when one department changes theird policiesand procedures, it affects Now everyone talks to each McCoppin said.
“We’ve empowererd them to make We gave them the power to run the Theyfeel accountable.” With this new sensw of empowerment, as well as an improved use of digitizing software called Measure, Southwestern Carpetsz has seen a marker improvement on the accuracy of the 3,000 work orders entered each month 95% accuracy, up from 77% accuracy and has saved abougt $160,000 in unnecessary costs for having to fix incorrecty work orders. Instead of pursuinh potential clients merely for the sake ofnew business, McCaddo n and his staff focua on getting to know potential clients, researchingg them as much as possible and understanding their needs before they even meet.
“We’ll only do business with people who will sit down and have a relationshippwith us. Someone is always goin to come inlowe (priced) than you,” said McCaddon. “Wr were always chasing people who were focused on Ifthey say, fax us (a price sheet), we say we can’t work with you. We stay together as a If you have thevalus relationship, they don’t leave.”
Bill McCaddon has stripped Southwestern Carpets down and recreated it a couplr of times since purchasing it from Don Lynchuin 2001. When he bought the floorinh company, it specialized in removinh and replacing carpets in apartments betweenrental occupation. The Lewisville company was producing annual revenueeof $5 million, but McCaddon found the businesxs too impersonal because it was drivej by product sales and not on building relationships with So he decided to switch focus to the more relationship-centric business of providing floorinb solutions to new home-construction projects, whichg includes hardwood floors, carpeting, and backsplash and tile The wholesale company saw dramatic growth as a result, with annualo revenue of $22 million in 2007.
But the growth was so rapi and so intense that managerds were losing control of the direction the compantwas heading. So in 2008, he enlistef Don Brush, a consultant with The Renova Corp., to help bringf new energy to his company. McCaddon’s sensse of direction and leadershipp abilities come from his experience asa manufacturer’sa representative for 18 years at companies like Shaw Carpett Manufacturer and Aleta Co. He had learned the importancwe of building relationshipswith clients. “My background was in workingh withnew homebuilders. The apartmentf business was non-relationship driven,” said McCaddon.
“I didn’g know how to build a businessthat wasn’g relational.” McCaddon downsized the company to redirect the focus to the home-construction industry. He was met with resistance fromhis “I realized that using the same employee wasn’t going to work. I was trying to halfway do the he said. “Once we made the commitment, we reall turned the corner.” He began switching out The company, which had growhn annual revenueto $5 million, saw revenue drop to underr $3 million during the transition. But, once the commitmengt was made, McCaddon noted marked improvement. By revenue had grown by 35%.
Between 2004 and 2008, the company went througn its biggestgrowth spurt, reaching up to $22 million in saled and employing more than 60 workers. But at that the storybook growth came toan end. “Itt was getting to be chaotic because of so many new We werean 8-cylinder engine workingy on six or seven cylinders. We’d lost a senses of teamwork, and everyone was territorial.” That’s when McCaddo n brought in Brush. “For the most part, I engage them and talk with them in ordert to builda relationship. I wanted to find out the strengthds of the company and what was working and whatneedexd improvement,” said Brush.
“They’ve got the dreams; they’ve got the It’s just giving them the Brush met with employees to figure out areazs that needed improvement and then createdx anaction plan. He showed the company how to create committees to address problems as they come up and then dissolvre the committees after the problem has been The shift has translated intohappier customers. Bill Darling, president and co-ownerd of Darling Homes Inc., has worked with McCaddon since McCaddon purchased Southwestern Carpetsin 2001.
“(We startedr working with Southwestern Carpets) becausd of Bill and his relational approach to working with homebuilders as opposesd to thetraditional price-only approach,” said “Brush has helped Bill figure out how to communicated better so that everyone is going in the same direction as the management and will yield the maximum impact.” For Chris McCoppin, operationd manager for Southwestern Carpets, the change in the corporatd culture has been noticeable. “Sometimes you don’tr realize that when one department changes theird policiesand procedures, it affects Now everyone talks to each McCoppin said.
“We’ve empowererd them to make We gave them the power to run the Theyfeel accountable.” With this new sensw of empowerment, as well as an improved use of digitizing software called Measure, Southwestern Carpetsz has seen a marker improvement on the accuracy of the 3,000 work orders entered each month 95% accuracy, up from 77% accuracy and has saved abougt $160,000 in unnecessary costs for having to fix incorrecty work orders. Instead of pursuinh potential clients merely for the sake ofnew business, McCaddo n and his staff focua on getting to know potential clients, researchingg them as much as possible and understanding their needs before they even meet.
“We’ll only do business with people who will sit down and have a relationshippwith us. Someone is always goin to come inlowe (priced) than you,” said McCaddon. “Wr were always chasing people who were focused on Ifthey say, fax us (a price sheet), we say we can’t work with you. We stay together as a If you have thevalus relationship, they don’t leave.”
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