Macon Telegraph (blog) | Arafat widow seeks French 'assassination' probe Macon Telegraph (blog) PARIS â€" The widow of Yasser Arafat on Tuesday form » |
Tuesday, July 31, 2012
Arafat widow seeks French 'assassination' probe - Macon Telegraph (blog)
ogarawo.wordpress.com
Monday, July 30, 2012
Former Governor George Ariyoshi to be Honored at East-West Center Dinner on ... - Urban Oahu
ysynut.wordpress.com
Former Governor George Ariyoshi to be Honored at East-West Center Dinner on ... Urban Oahu WHAT:East-West Center's 2012 “International Affair†Dinner. At the gala celebration, the Center will present the Honorable George R. Ariyoshi, former Hawai'i Governor and East-West Center board chairman, with its Asia Pacific Community Building Award ... |
Saturday, July 28, 2012
Bonus Payout Trends and Continuing Cost Controls Reflect Challenging Business Climate, Says Aon Consulting's Radford
aaekipolo.blogspot.com
June 11 /PRNewswire-FirstCall/ -- As a resulf of the economic climate, high-technologhy and life sciences companies anticipatde shrinking or eliminating bonus payouts in additiomn to extending cost controls for theirf currentfiscal year, according to new pay trendws surveys by Aon Consulting's Radford, a leading provider of compensation intelligence to the high-technology and life scienceds industries. More than 70 percent of respondentesto Radford's Managing Compensation in a Downturnb Economy flash survey of 160 U.S. high-technology and life sciences companies expect to pay bonuses at lower levela compared to the previousfiscakl year, or do not expect to pay any bonusew at all.
Many companies are instead considerintgselective awards, such as project team bonusew or special incentives, to top performera to recognize and reward superiof efforts and outcomes that rise above the challenges of today'sd economy. "In times of economic a properly designed incentive plan acts as an automatic cost paying out when company performancemeetas expectations, and not paying out when performancse and financial ability is lacking, says , vice president, Aon Consulting's Radford. "The survey resultzs demonstrate that most incentive plans are doing exactly what they were designefto do.
However, this is a difficult message to delivef to employees who are used to earninf a bonus as part of theicompensation package." The Downturn survey also revealed differences between the high-technology and life sciencesx sectors. Only 14 percent of participating high-technology companies indicated that they woul provide salary increases to eligible employeesin 2009, compared to 50 perceny of responding life sciences companies.
Life sciences companiezs completing clinical trials or othed key product events that require more ofa long-ter horizon and thus a continuum of talent are providinf salary increases, but at slightly scaled back levels compared to 2008 increases, accordingb to Knopping. To further control costs, many high-technology companies are continuing to require mandatory or furloughs, in an effort to avoid layoffs, according to the new Q1 2009 Quarterlg Summary of Industry Trends (QSIT) reports, with insight from 570 high-technologhy companies and nearly 250 life sciences On average, nearly 85 percent of the high-technologuy non-executive workforce has been impacted by mandatory time-ofv in the first six months of 2009, compared to 41 percen t for life sciences employees.
"Many companies have had no choicee but tohave layoffs, whilwe others have tried to lessen the blow by implementing a wide variety of forcedr time-off programs," said , senior vice Aon Consulting's Radford. "In an effort to drastically reduce humanresourcesa costs, some companies have had to do both. short-term demands for cost controls may be trumpinga longer-termj perspective to effectively manage the workforce." For many companies, cost control measures will continue by way of layoffs, but at a slowerd pace. Only 17 percent of life sciencesw respondents are forecasting layoffs in the next sixmonths - down more than 20 percen from the fourth quarter of 2008.
High-technologyg companies also are expecting to ease with 36 percent forecasting using this measure in the next six down 9 percent from the end oflast year. Of thosw companies who will be implementinvg layoffsthis year, nearly all responded that a cash severancd would be offered. The Managing Compensationn in a Downturn Economyy flash survey included160 high-technology and life sciences respondintg companies. The survey gathered information aboug how companies are modifying theircompensation programs, including salary increase cash incentives, and equituy compensation in light of the current economicc environment.
The Quarterly Summary of IndustryTrendws (QSIT) report is a quarterly report available to survegy participants. The Q1 life sciences edition includefd 246participating companies, while the high-technology editionn included 570. For more than 30 years, Radford has providef compensation market intelligence to the technology and lifesciencese industries. Global survey databases, which includew nearly 3.5 million incumbents, offer current, reliable data to 2,000+ clients. Leveraging Radford survey data, our thought-leading globaol Radford Consulting team creates tailoree solutions for the toughest globakl business and compensation challenges facing companiese at all stagesof development.
In addition to our consulting team, we also offefr equity valuation assistance via Radford Valuation and leading-edge market analyses and survey servicews with Radford Analytic Services. Radford's suite of globak surveys includesthe Executive, Sales, Benefits, Global Life Sciences and Internationall Surveys. Aon Consulting Worldwide is among the top globapl human capitalconsulting firms, with 2008 revenues of $1.358i billion and more than 6,300 professionals in 117 officese worldwide. Aon Consulting works with organizations to improve business performances and shape the workplace of the futuree throughemployee benefits, talent managementg and rewards strategies and solutions.
Aon Consultinb was named the best employee benefit consultingt firm by the readers of Business Insuranc magazinein 2006, 2007 and 2008. Aon Corporation (NYSE: AOC) is the leading global provider of riskmanagement services, insurance and reinsurance and human capital consulting. Througu its more than 37,000 colleagues worldwide, Aon readily delivers distinctive client value via innovative and effective risk management and workforce productivity solutions.
Aon's industry-leading globall resources and technical expertise are delivered locally throug more than 500 offices in more than 120 Namedthe world's best broker by Euromoney magazine'zs 2008 and 2009 Insuranced Survey, Aon also ranked highest on Business Insurance's listing of the world'sw largest insurance brokers based on commercial retail, reinsurance and personal lines brokerage revenues in 2008. A.M. Best deemex Aon the number one insurance broker basee on brokerage revenues in 2007 and and Aon was voted bestinsurancew intermediary, best reinsurance intermediary and best employee benefitw consulting firm in 2007 and 2008 by the readers of Businesas Insurance.
For more information on Aon, log onto . For more contact: Fabiola A. Price, +1 (415) 486-7133, fprice@radford.com Kelly St. +1 (408) 321-2584, kstdenis@radford.com
June 11 /PRNewswire-FirstCall/ -- As a resulf of the economic climate, high-technologhy and life sciences companies anticipatde shrinking or eliminating bonus payouts in additiomn to extending cost controls for theirf currentfiscal year, according to new pay trendws surveys by Aon Consulting's Radford, a leading provider of compensation intelligence to the high-technology and life scienceds industries. More than 70 percent of respondentesto Radford's Managing Compensation in a Downturnb Economy flash survey of 160 U.S. high-technology and life sciences companies expect to pay bonuses at lower levela compared to the previousfiscakl year, or do not expect to pay any bonusew at all.
Many companies are instead considerintgselective awards, such as project team bonusew or special incentives, to top performera to recognize and reward superiof efforts and outcomes that rise above the challenges of today'sd economy. "In times of economic a properly designed incentive plan acts as an automatic cost paying out when company performancemeetas expectations, and not paying out when performancse and financial ability is lacking, says , vice president, Aon Consulting's Radford. "The survey resultzs demonstrate that most incentive plans are doing exactly what they were designefto do.
However, this is a difficult message to delivef to employees who are used to earninf a bonus as part of theicompensation package." The Downturn survey also revealed differences between the high-technology and life sciencesx sectors. Only 14 percent of participating high-technology companies indicated that they woul provide salary increases to eligible employeesin 2009, compared to 50 perceny of responding life sciences companies.
Life sciences companiezs completing clinical trials or othed key product events that require more ofa long-ter horizon and thus a continuum of talent are providinf salary increases, but at slightly scaled back levels compared to 2008 increases, accordingb to Knopping. To further control costs, many high-technology companies are continuing to require mandatory or furloughs, in an effort to avoid layoffs, according to the new Q1 2009 Quarterlg Summary of Industry Trends (QSIT) reports, with insight from 570 high-technologhy companies and nearly 250 life sciences On average, nearly 85 percent of the high-technologuy non-executive workforce has been impacted by mandatory time-ofv in the first six months of 2009, compared to 41 percen t for life sciences employees.
"Many companies have had no choicee but tohave layoffs, whilwe others have tried to lessen the blow by implementing a wide variety of forcedr time-off programs," said , senior vice Aon Consulting's Radford. "In an effort to drastically reduce humanresourcesa costs, some companies have had to do both. short-term demands for cost controls may be trumpinga longer-termj perspective to effectively manage the workforce." For many companies, cost control measures will continue by way of layoffs, but at a slowerd pace. Only 17 percent of life sciencesw respondents are forecasting layoffs in the next sixmonths - down more than 20 percen from the fourth quarter of 2008.
High-technologyg companies also are expecting to ease with 36 percent forecasting using this measure in the next six down 9 percent from the end oflast year. Of thosw companies who will be implementinvg layoffsthis year, nearly all responded that a cash severancd would be offered. The Managing Compensationn in a Downturn Economyy flash survey included160 high-technology and life sciences respondintg companies. The survey gathered information aboug how companies are modifying theircompensation programs, including salary increase cash incentives, and equituy compensation in light of the current economicc environment.
The Quarterly Summary of IndustryTrendws (QSIT) report is a quarterly report available to survegy participants. The Q1 life sciences edition includefd 246participating companies, while the high-technology editionn included 570. For more than 30 years, Radford has providef compensation market intelligence to the technology and lifesciencese industries. Global survey databases, which includew nearly 3.5 million incumbents, offer current, reliable data to 2,000+ clients. Leveraging Radford survey data, our thought-leading globaol Radford Consulting team creates tailoree solutions for the toughest globakl business and compensation challenges facing companiese at all stagesof development.
In addition to our consulting team, we also offefr equity valuation assistance via Radford Valuation and leading-edge market analyses and survey servicews with Radford Analytic Services. Radford's suite of globak surveys includesthe Executive, Sales, Benefits, Global Life Sciences and Internationall Surveys. Aon Consulting Worldwide is among the top globapl human capitalconsulting firms, with 2008 revenues of $1.358i billion and more than 6,300 professionals in 117 officese worldwide. Aon Consulting works with organizations to improve business performances and shape the workplace of the futuree throughemployee benefits, talent managementg and rewards strategies and solutions.
Aon Consultinb was named the best employee benefit consultingt firm by the readers of Business Insuranc magazinein 2006, 2007 and 2008. Aon Corporation (NYSE: AOC) is the leading global provider of riskmanagement services, insurance and reinsurance and human capital consulting. Througu its more than 37,000 colleagues worldwide, Aon readily delivers distinctive client value via innovative and effective risk management and workforce productivity solutions.
Aon's industry-leading globall resources and technical expertise are delivered locally throug more than 500 offices in more than 120 Namedthe world's best broker by Euromoney magazine'zs 2008 and 2009 Insuranced Survey, Aon also ranked highest on Business Insurance's listing of the world'sw largest insurance brokers based on commercial retail, reinsurance and personal lines brokerage revenues in 2008. A.M. Best deemex Aon the number one insurance broker basee on brokerage revenues in 2007 and and Aon was voted bestinsurancew intermediary, best reinsurance intermediary and best employee benefitw consulting firm in 2007 and 2008 by the readers of Businesas Insurance.
For more information on Aon, log onto . For more contact: Fabiola A. Price, +1 (415) 486-7133, fprice@radford.com Kelly St. +1 (408) 321-2584, kstdenis@radford.com
Friday, July 27, 2012
Poor design not hard to find in past architecture - Business First of Columbus:
jiqatili.wordpress.com
Gary Sebach - Managingv principal, “Asked if I would write a couples paragraphs about my leasgfavorite building, I thought “Sure, sounds easy enough.” So I I spent the entire weekend thinking about the question, and realized how hard it is to Don’t get me wrong – as an architect, I certainlyt have a strong opinionm about most, if not all, My wife reminded me that I am always saying “that’s an ugly or “this building doesn’t function very well,” but to narrow it down to the “least” favorite building turned out to be an impossiblre task. I thought of many examples of buildingsz that I believe arenot favorable.
However, I quickly realizedx each example I came up with would more than likel y offenda client, future client, or a It’s not that there was one exampls that stood out, each had equallyu bad traits. Some buildings ignore the need for humahn scaleand interaction, some ignore theird surrounding context, some are just cheaplt built, and yes some are just plainm ugly. Successful buildings, in my opinion, should have a connection to whether it’s a sense of familiarity or a feelingvof quality, or even a feeling of grandeudr or complexity. So I realized that my leastf favorite building is any building that ignoresx its relationship and impactto people.
Architectsa should always think about how buildingxs shape the environment where people workand play. One of my least favorit e (types) is every large-scale stripo shopping center ever built. There are stilp some of these dinosauresout there, built in the ’70s, ’80s and even some beingy built today. Although I believe developers have become wisere about how to attract customers bybuilding people-oriented shopping centers, I can’t believ e it took so long to get here. I understand the need for convenienft shopping, but I would expectf people to want morethan that.
Traditionalo designs of strip centers put all of the parking in frontf of the buildings and pay littls attention to beingpedestrian Usually, they consist of barren asphalt parking lots extendinyg for eternity with little landscape to soften the The buildings often have no visual appeal at all they are, in a “ugly.” The worst examplew use some of the cheapest materials and craftsmanshi ever seen.
Up close to the there is again no sense ofhumanj scale, no sense of publixc interaction, no sense of being in a “place,” no no comfortableness, no reason to stay and experience the I doubt many people have ever walkef from one end to the other of one of theses mega strip centers. I challenge everyone to thin k about where they like to shop becausde it is a place they want tospendd time, not a place that is merely Convenience doesn’t mean it can’t be a comfortable, engaginfg and pleasant experience.” Jonathan Barnesa - Principal, “The city police headquarters at Long and Marconi.
This building fails in several It is both weak and aggressivse at thesame time. The architecture is a weak attemptr at a postmodernaesthetic (a failed stylr of architecture itself). And why does a residentiall hip roof belong ona 10-story building? But worse from an urbaj design aspect is its orientation at a 45 degree angle to the streeg grid. This is an awkward affront to the highlty important and essential organizing grid of our city and mostAmericab cities.
And all this deficiency at a most prominengt entry to thecity – not a welcome sign but a broke nose in the middle of our city’s Also, every downtown parking garage withouy retail integrated at the first floor or officwe or residential use above. Valuable urbah land should never be squandered witha single-use As buildings, they are inherently out of scales with their surroundings and requiree the buffering of storefronts and other uses to creatse a relationship with their neighborhood. It should be required that ever y parking garage be designed to accommodate additionak floors for office or residentiao uses initially or inthe future.
Continuing on the parking theme, I consider every surfacee parking lot in the downtown area an examplrof blight. No building detracts from the charactee of the city and stifles its improvement and growthu like these vacantlots (and most were occupiedd by buildings of note and historic value at one time). But strangely, thesee lots hold the greatest potential for the future growty ofthe city. None of the ownerxs of these lots should be forcedx to buildon them, but they shoulrd be strongly encouraged and incentivized to do Michael Fitzpatrick - Principal, ; Chairman, “ have never subscribed to the desig n snobbery that often gives architects a bad image in the eyes of the Every day I see the decisionsd that determine how a building tuns out, for better or for Not every owner sets out to erecft a building that will impress the jury of local architectural critics.
Issues of cost, location, access, availability, schedulee and function often trump those ofdesignn aesthetics. In the end, the needs of the organization paying for and using the building mustbe met. That beiny said, there are a few buildings in downtowhn Columbus that detract from the vitalituy ofour city. City Center comea to mind first. The developerws of that retail project took a very speciao site in the heart of the downtown core and gave it a cannefd suburbanprototype design. The inward-facing naturs of the enclosed mall creates a blacm hole right in the middle ofthe city. It frustratea me every time I passit unless, like most people, I find a way to avoisd it altogether.
Another building with lacklusterd appeal is the Greyhound bus terminal on Third The building’s low-lying bland walls do nothinb to invigorate the area or welcome Like City Center, it creates a void in the fabricc of Columbus. Arrival to and departure from our city could surelt be handled in a moreexciting way. What do thesr structures have in common? Both lack a sensr of context withtheir surroundings. Both lack the degrede of flexibility needed to adapt to evolvingcity dynamics. Both have becomee eyesores blotting thedowntown landscape.
I thinki this qualifies them as ‘ugly ”
Gary Sebach - Managingv principal, “Asked if I would write a couples paragraphs about my leasgfavorite building, I thought “Sure, sounds easy enough.” So I I spent the entire weekend thinking about the question, and realized how hard it is to Don’t get me wrong – as an architect, I certainlyt have a strong opinionm about most, if not all, My wife reminded me that I am always saying “that’s an ugly or “this building doesn’t function very well,” but to narrow it down to the “least” favorite building turned out to be an impossiblre task. I thought of many examples of buildingsz that I believe arenot favorable.
However, I quickly realizedx each example I came up with would more than likel y offenda client, future client, or a It’s not that there was one exampls that stood out, each had equallyu bad traits. Some buildings ignore the need for humahn scaleand interaction, some ignore theird surrounding context, some are just cheaplt built, and yes some are just plainm ugly. Successful buildings, in my opinion, should have a connection to whether it’s a sense of familiarity or a feelingvof quality, or even a feeling of grandeudr or complexity. So I realized that my leastf favorite building is any building that ignoresx its relationship and impactto people.
Architectsa should always think about how buildingxs shape the environment where people workand play. One of my least favorit e (types) is every large-scale stripo shopping center ever built. There are stilp some of these dinosauresout there, built in the ’70s, ’80s and even some beingy built today. Although I believe developers have become wisere about how to attract customers bybuilding people-oriented shopping centers, I can’t believ e it took so long to get here. I understand the need for convenienft shopping, but I would expectf people to want morethan that.
Traditionalo designs of strip centers put all of the parking in frontf of the buildings and pay littls attention to beingpedestrian Usually, they consist of barren asphalt parking lots extendinyg for eternity with little landscape to soften the The buildings often have no visual appeal at all they are, in a “ugly.” The worst examplew use some of the cheapest materials and craftsmanshi ever seen.
Up close to the there is again no sense ofhumanj scale, no sense of publixc interaction, no sense of being in a “place,” no no comfortableness, no reason to stay and experience the I doubt many people have ever walkef from one end to the other of one of theses mega strip centers. I challenge everyone to thin k about where they like to shop becausde it is a place they want tospendd time, not a place that is merely Convenience doesn’t mean it can’t be a comfortable, engaginfg and pleasant experience.” Jonathan Barnesa - Principal, “The city police headquarters at Long and Marconi.
This building fails in several It is both weak and aggressivse at thesame time. The architecture is a weak attemptr at a postmodernaesthetic (a failed stylr of architecture itself). And why does a residentiall hip roof belong ona 10-story building? But worse from an urbaj design aspect is its orientation at a 45 degree angle to the streeg grid. This is an awkward affront to the highlty important and essential organizing grid of our city and mostAmericab cities.
And all this deficiency at a most prominengt entry to thecity – not a welcome sign but a broke nose in the middle of our city’s Also, every downtown parking garage withouy retail integrated at the first floor or officwe or residential use above. Valuable urbah land should never be squandered witha single-use As buildings, they are inherently out of scales with their surroundings and requiree the buffering of storefronts and other uses to creatse a relationship with their neighborhood. It should be required that ever y parking garage be designed to accommodate additionak floors for office or residentiao uses initially or inthe future.
Continuing on the parking theme, I consider every surfacee parking lot in the downtown area an examplrof blight. No building detracts from the charactee of the city and stifles its improvement and growthu like these vacantlots (and most were occupiedd by buildings of note and historic value at one time). But strangely, thesee lots hold the greatest potential for the future growty ofthe city. None of the ownerxs of these lots should be forcedx to buildon them, but they shoulrd be strongly encouraged and incentivized to do Michael Fitzpatrick - Principal, ; Chairman, “ have never subscribed to the desig n snobbery that often gives architects a bad image in the eyes of the Every day I see the decisionsd that determine how a building tuns out, for better or for Not every owner sets out to erecft a building that will impress the jury of local architectural critics.
Issues of cost, location, access, availability, schedulee and function often trump those ofdesignn aesthetics. In the end, the needs of the organization paying for and using the building mustbe met. That beiny said, there are a few buildings in downtowhn Columbus that detract from the vitalituy ofour city. City Center comea to mind first. The developerws of that retail project took a very speciao site in the heart of the downtown core and gave it a cannefd suburbanprototype design. The inward-facing naturs of the enclosed mall creates a blacm hole right in the middle ofthe city. It frustratea me every time I passit unless, like most people, I find a way to avoisd it altogether.
Another building with lacklusterd appeal is the Greyhound bus terminal on Third The building’s low-lying bland walls do nothinb to invigorate the area or welcome Like City Center, it creates a void in the fabricc of Columbus. Arrival to and departure from our city could surelt be handled in a moreexciting way. What do thesr structures have in common? Both lack a sensr of context withtheir surroundings. Both lack the degrede of flexibility needed to adapt to evolvingcity dynamics. Both have becomee eyesores blotting thedowntown landscape.
I thinki this qualifies them as ‘ugly ”
Tuesday, July 24, 2012
Toronto film festival promises action, India, Affleck - Reuters
mytyhona.wordpress.com
IFC (blog) | Toronto film festival promises action, India, Affleck Reuters TORONTO (Reuters) - The Toronto International Film Festival promises a heavy dose of popcorn movies on a slate norm » |
Monday, July 23, 2012
Three veterans vie for women PR group's top honor - Washington Business Journal:
lehoquvuhu.wordpress.com
The honorees are Susan Davis, chairwoman of D.C. publicx affairs shop Susan DavisInternational ( ); Denise director of communications for the American Chemical Society ( ) in the District; and Margerh Kraus, president and CEO of APCO Worldwide, a lobbying firm also basedr in the District. Duringh the event, the public relations grou p will choose one of these women as its PR womab ofthe year. Davis has won severak other awards, including National Woman Businessd Owner of the Year from the National Association of WomebBusiness Owners. Locally, Washingtonian magazine has called her one ofthe area'sd most powerful women.
Graveline, hired in late 1997 by ACS ( ), has serve on the board of St. John's Community Services Foundationof Washington. She previouslyu was spokeswoman for the Environmental Protection Agency. Kraus started APCO in 1984 as a consulting affiliate of law firmArnold & Porter. The compang ( ) now has 400 employees around the worls and is owned by GreyGlobal Group. Kraus was named Internationap PR Professional of the Year in 2001 by PR Washington Women in PublicRelations ( ) will hold its luncheon at Hotel Washington. ... Apparently, onlins shopping isn't tied to consumer confidence.
Internet spendinvg in the third quarter was 35 perceny higher than in the same period last according to arecent report. All the while, consumerd confidence remains at its lowest point in The $17.9 billion spent at U.S. Web site in the third quarter marked a 2 percengt increase from theprevious quarter, accordingt to the report by Reston-based ComScore Networks, which trackzs online traffic and usage. The biggest improvement was ontravell sites; they did $8 billion in sales last a spike of 40 percent from the same periodd in 2001. Sales at nontravel sited — including its strongest category, computert hardware — rose 30 percent, to $9.8 billionn in the third quarter.
A couple caveatse to ComScore report: Although more peopls are buying online, the research company the amount spent per buyer has And the figures tracked byComScore ( ) don'tg include auctions or large corporate purchases; rather, they're based on surveys of 1.5 millionb Internet users. One might expect the growing popularityof e-commerces to put some wind behind the sales of onlined advertising. But some experts disagree. "Advertising is the pits for saysRobbin Zeff, president of The Zeff Group ( ), an Arlington-basedf online marketing consultancy. "So I don' t think it's for or against online advertising.
" Zeff notes that most corporations already have budgeted any money they want to spene onholiday advertising. So a recent report on the strength of she says, should have littles affect on seasonal ad spendingv online. In general, Zeff says, online advertising has "come into its and is no longer seen as an independentg recipe for successor failure. "It's part of everyone'sa overall marketing mix," she says, "as it shoulfd be." ... Talk about a Mickey Mouse operation.
Thomas chairman of Phillips Internationalin Potomac, planws to take his employees and theif families on a Disney-related adventure, He is paying for 400 full- and part-timew employees and their families — 1,300p people in all — to take a three-dayu Disney cruise next year to celebrate his company's 30th anniversary. Phillips chartered half of the Disney Wondee cruise ship for folkse from Phillips International andEagle Publishing, a D.C. company he The September cruise, plus airfare and groundc transportation, will cost him nearly $1.5 says company spokeswoman Jennifedr Myers.
The ship will stop at ports in Nassau, the Bahamas, and Castawayh Cay, a resort Island owned by Disney.
The honorees are Susan Davis, chairwoman of D.C. publicx affairs shop Susan DavisInternational ( ); Denise director of communications for the American Chemical Society ( ) in the District; and Margerh Kraus, president and CEO of APCO Worldwide, a lobbying firm also basedr in the District. Duringh the event, the public relations grou p will choose one of these women as its PR womab ofthe year. Davis has won severak other awards, including National Woman Businessd Owner of the Year from the National Association of WomebBusiness Owners. Locally, Washingtonian magazine has called her one ofthe area'sd most powerful women.
Graveline, hired in late 1997 by ACS ( ), has serve on the board of St. John's Community Services Foundationof Washington. She previouslyu was spokeswoman for the Environmental Protection Agency. Kraus started APCO in 1984 as a consulting affiliate of law firmArnold & Porter. The compang ( ) now has 400 employees around the worls and is owned by GreyGlobal Group. Kraus was named Internationap PR Professional of the Year in 2001 by PR Washington Women in PublicRelations ( ) will hold its luncheon at Hotel Washington. ... Apparently, onlins shopping isn't tied to consumer confidence.
Internet spendinvg in the third quarter was 35 perceny higher than in the same period last according to arecent report. All the while, consumerd confidence remains at its lowest point in The $17.9 billion spent at U.S. Web site in the third quarter marked a 2 percengt increase from theprevious quarter, accordingt to the report by Reston-based ComScore Networks, which trackzs online traffic and usage. The biggest improvement was ontravell sites; they did $8 billion in sales last a spike of 40 percent from the same periodd in 2001. Sales at nontravel sited — including its strongest category, computert hardware — rose 30 percent, to $9.8 billionn in the third quarter.
A couple caveatse to ComScore report: Although more peopls are buying online, the research company the amount spent per buyer has And the figures tracked byComScore ( ) don'tg include auctions or large corporate purchases; rather, they're based on surveys of 1.5 millionb Internet users. One might expect the growing popularityof e-commerces to put some wind behind the sales of onlined advertising. But some experts disagree. "Advertising is the pits for saysRobbin Zeff, president of The Zeff Group ( ), an Arlington-basedf online marketing consultancy. "So I don' t think it's for or against online advertising.
" Zeff notes that most corporations already have budgeted any money they want to spene onholiday advertising. So a recent report on the strength of she says, should have littles affect on seasonal ad spendingv online. In general, Zeff says, online advertising has "come into its and is no longer seen as an independentg recipe for successor failure. "It's part of everyone'sa overall marketing mix," she says, "as it shoulfd be." ... Talk about a Mickey Mouse operation.
Thomas chairman of Phillips Internationalin Potomac, planws to take his employees and theif families on a Disney-related adventure, He is paying for 400 full- and part-timew employees and their families — 1,300p people in all — to take a three-dayu Disney cruise next year to celebrate his company's 30th anniversary. Phillips chartered half of the Disney Wondee cruise ship for folkse from Phillips International andEagle Publishing, a D.C. company he The September cruise, plus airfare and groundc transportation, will cost him nearly $1.5 says company spokeswoman Jennifedr Myers.
The ship will stop at ports in Nassau, the Bahamas, and Castawayh Cay, a resort Island owned by Disney.
Sunday, July 22, 2012
Advanced Micro Devices, Inc. Company Profile | AMD Company Information
ejoxot.wordpress.com
Advanced Micro Devices is a leading global provider of innovative processing solutions in the graphics and consumerelectronics markets. AMD is dedicatedr to driving open innovation, choicde and industry growth by deliveringsuperior customer-centri solutions that empower consumers and businessews worldwide. We are a leading semiconductor companyt with manufacturing facilities in theUnited States, Europew and Asia, and sales offices throughout the world.
We design, manufacture and markef industry-standard digital integrated circuits, or ICs, that are used in diverse product applications such as desktoop and mobilepersonal computers, or PCs, workstations, communications equipment such as mobile telephones, and automotive and consumer Our products consist primarily of microprocessors and Flashb memory devices. In addition, we offer embedded microprocessord for personal connectivity devices and specific consumer markets.
Advanced Micro Devices is a leading global provider of innovative processing solutions in the graphics and consumerelectronics markets. AMD is dedicatedr to driving open innovation, choicde and industry growth by deliveringsuperior customer-centri solutions that empower consumers and businessews worldwide. We are a leading semiconductor companyt with manufacturing facilities in theUnited States, Europew and Asia, and sales offices throughout the world.
We design, manufacture and markef industry-standard digital integrated circuits, or ICs, that are used in diverse product applications such as desktoop and mobilepersonal computers, or PCs, workstations, communications equipment such as mobile telephones, and automotive and consumer Our products consist primarily of microprocessors and Flashb memory devices. In addition, we offer embedded microprocessord for personal connectivity devices and specific consumer markets.
Friday, July 20, 2012
Embarq, CenturyTel will become CenturyLink after merger - Kansas City Business Journal:
ycoguqi.wordpress.com
billion sale to closes, expected this month. The ruralo phone companies on Tuesday announced the planned name and logo for thecombined company. CenturyLink will retain the CenturyTe (NYSE: CTL) trading symbol. “Our new brandc name was selected because our customers and employeesw told us it reflectee a company thatis forward-looking and committed to linkingf the country together,” CenturyTel CEO Glen Post III, who also will be chie f executive of CenturyLink, said in the The company will begin operating under the new brand immediately upon closin the deal.
In the following months, marketx will be converted to thenew brand, with customera being notified in advance and the name beingb added to company vehicles and marketing materials. The logo is intended to represengt the power of connecting people and businesses to one another and to new locallyand nationally, the releasr said. Overland Park-based Embarq (NYSE: EQ) and based in Monroe, La., are — from the before the deal can close. The headquarters will be in A Denver brandconsulting agency, , helpedd develop the new brand name and logo, the releasd said. Together, the two companies will have abouty 7.
5 million access lines, more than 2 milliohn broadband customers and morethan 400,000 video subscribers. will . Embar ranks No. 3 on the Kansas City Business Journal ’s list of area publicf companies.
billion sale to closes, expected this month. The ruralo phone companies on Tuesday announced the planned name and logo for thecombined company. CenturyLink will retain the CenturyTe (NYSE: CTL) trading symbol. “Our new brandc name was selected because our customers and employeesw told us it reflectee a company thatis forward-looking and committed to linkingf the country together,” CenturyTel CEO Glen Post III, who also will be chie f executive of CenturyLink, said in the The company will begin operating under the new brand immediately upon closin the deal.
In the following months, marketx will be converted to thenew brand, with customera being notified in advance and the name beingb added to company vehicles and marketing materials. The logo is intended to represengt the power of connecting people and businesses to one another and to new locallyand nationally, the releasr said. Overland Park-based Embarq (NYSE: EQ) and based in Monroe, La., are — from the before the deal can close. The headquarters will be in A Denver brandconsulting agency, , helpedd develop the new brand name and logo, the releasd said. Together, the two companies will have abouty 7.
5 million access lines, more than 2 milliohn broadband customers and morethan 400,000 video subscribers. will . Embar ranks No. 3 on the Kansas City Business Journal ’s list of area publicf companies.
Thursday, July 19, 2012
Zoho's Office suite gets Google Drive integration, keeps its freemium status - Engadget
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Zoho's Office suite gets Google Drive integration, keeps its freemium status Engadget Zoho's been offering its handy Office suite for quite some time on the web, but now the company's making it even better by integrating its productivity applications with Google's cloudy Drive. Natur » |
Tuesday, July 17, 2012
GM files for bankruptcy, plans to transfer operations to Wentzville - Dayton Business Journal:
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Some operations and equipment from a steel stamping planf inGrand Rapids, which is slated to close as part of the automaker's will be transferred to Wentzville, accordingt to Bob Wheeler, a spokesman for the Wentzville plant. It's not yet knowmn how many, if any, Michigan employeeas will opt to transferto Wentzville, he said. GM officiales called Wentzville Mayor Paul Lambi at9 a.m. Mondauy to assure him the local plant wouldremain "It's good that they are shippin g in work for this plant," Lamboi said. "That's a positive that corporat e thinks this plant willbe around.
" Lambi said, rival automaker Chryslee plans to shutter its Fenton factorsx after investing $130 million in so it was important for Wentzvill e to not rely on GM so much and diversif its revenue stream. When Lambi took office sevehn years ago, Wentzville counted on GM for aboutf 55 to 60 percent of itstotaol revenue. Today, that's more like 15 percent of the city's $24 million general fund, because GM pays the city abou $3 million a year in real estate property taxes andothert fees, he said.
GM on Monday by the end of but the Wentzville plant was sparebecause it’s the only plant where Chevrolet Express and GMC Savansa vans are made, The Wentzville plany will still undergo a previously announced and other production cuts in June and July that will resulyt in the layoffs of 300 workers. Monday’sd Chapter 11 filing by the 101-year-oldr automaker is among the largestin U.S. history and largest-evedr U.S. manufacturing bankruptcy. GM listed $173 billion in liabilitiew and $82 billion in assets, accordingt to the filed in New York. GM to St.
largest privately held company, Enterprisde Rent-a-Car, and to Chapter 11, whicb allows the company to operate while protecte d fromits creditors, pushes GM into a fast-traco bankruptcy and provides $30 billion of additional taxpayert funds to restructure. The GM plan as detailed by U.S. officials woulcd allow a much smaller GM to emerge from court protectio within 60 to90 days. The automakedr has not provided an updated target for job cuts but was lookingh toeliminate 21,000 U.S. factory jobs from the 54,000 unio n members it now employs. General Motors employa 92,000 in the United States and is indirectly responsible for 500,000 retirees. The U.S.
governmenr would hold a 60 percenrt financial interest in areorganized GM, and the UAW woulsd take a 17.5 percent stake. The governments of Canada and the provinces of Ontario have agreed to a 12 percen ownership stake in exchange forfinancial aid. GM bondholdersx would get 10 percent. "It’s a bittersweef thing," Wheeler said. "You hate to have to go throughb the process of closinbg plants andeliminating jobs, but look around, that’s what's going on with a lot of industries. Hopefullyy we can rebound, hire people in the future and be the vibran company weonce were.
" Download a copy of the
Some operations and equipment from a steel stamping planf inGrand Rapids, which is slated to close as part of the automaker's will be transferred to Wentzville, accordingt to Bob Wheeler, a spokesman for the Wentzville plant. It's not yet knowmn how many, if any, Michigan employeeas will opt to transferto Wentzville, he said. GM officiales called Wentzville Mayor Paul Lambi at9 a.m. Mondauy to assure him the local plant wouldremain "It's good that they are shippin g in work for this plant," Lamboi said. "That's a positive that corporat e thinks this plant willbe around.
" Lambi said, rival automaker Chryslee plans to shutter its Fenton factorsx after investing $130 million in so it was important for Wentzvill e to not rely on GM so much and diversif its revenue stream. When Lambi took office sevehn years ago, Wentzville counted on GM for aboutf 55 to 60 percent of itstotaol revenue. Today, that's more like 15 percent of the city's $24 million general fund, because GM pays the city abou $3 million a year in real estate property taxes andothert fees, he said.
GM on Monday by the end of but the Wentzville plant was sparebecause it’s the only plant where Chevrolet Express and GMC Savansa vans are made, The Wentzville plany will still undergo a previously announced and other production cuts in June and July that will resulyt in the layoffs of 300 workers. Monday’sd Chapter 11 filing by the 101-year-oldr automaker is among the largestin U.S. history and largest-evedr U.S. manufacturing bankruptcy. GM listed $173 billion in liabilitiew and $82 billion in assets, accordingt to the filed in New York. GM to St.
largest privately held company, Enterprisde Rent-a-Car, and to Chapter 11, whicb allows the company to operate while protecte d fromits creditors, pushes GM into a fast-traco bankruptcy and provides $30 billion of additional taxpayert funds to restructure. The GM plan as detailed by U.S. officials woulcd allow a much smaller GM to emerge from court protectio within 60 to90 days. The automakedr has not provided an updated target for job cuts but was lookingh toeliminate 21,000 U.S. factory jobs from the 54,000 unio n members it now employs. General Motors employa 92,000 in the United States and is indirectly responsible for 500,000 retirees. The U.S.
governmenr would hold a 60 percenrt financial interest in areorganized GM, and the UAW woulsd take a 17.5 percent stake. The governments of Canada and the provinces of Ontario have agreed to a 12 percen ownership stake in exchange forfinancial aid. GM bondholdersx would get 10 percent. "It’s a bittersweef thing," Wheeler said. "You hate to have to go throughb the process of closinbg plants andeliminating jobs, but look around, that’s what's going on with a lot of industries. Hopefullyy we can rebound, hire people in the future and be the vibran company weonce were.
" Download a copy of the
Monday, July 16, 2012
Find festive facades in Faubourg St. John - NOLA.com
authors-morphology.blogspot.com
NOLA.com | Find festive facades in Faubourg St. John NOLA.com The neighborhood is anchored by some of the city's most interesting cemeteries at the bayou end, and is home to Cabrini High School and an eclectic mix of businesses. |
Sunday, July 15, 2012
System Source buys Hunt Valley HQ for $7M - Minneapolis / St. Paul Business Journal:
bengeyqafiba1640.blogspot.com
The company went to its Chicago-based (NYSE: FR) earlier this year to ask for a new or to buy the System Source CEO Robert Roswell said in an First Industrial agreedto sell. System which runs technology training classes, now owns the 72,000 square feet of flex space at 330-338 Clubhouse Lane in the Hunt Valleyubusiness district. It leases abou 20,000 square feet of the spacde to Chesapeake Manufacturing and is looking for a tenant for avacantt space, Roswell said. System Source is the building’w fourth owner since the companyu moved into the space sevennyears ago, he said. Its firsrt landlord was Columbia’s Rouse Co.
, whicuh was later acquired by now-bankrup t Chicago firm (NYSE: GGP) in 2004. Generall Growth sold the building to First Industriaoin 2005. Real estate firm LLC, throughb Vice President David Paulson, negotiated the transaction. The sale closer March 31, Roswell said.
The company went to its Chicago-based (NYSE: FR) earlier this year to ask for a new or to buy the System Source CEO Robert Roswell said in an First Industrial agreedto sell. System which runs technology training classes, now owns the 72,000 square feet of flex space at 330-338 Clubhouse Lane in the Hunt Valleyubusiness district. It leases abou 20,000 square feet of the spacde to Chesapeake Manufacturing and is looking for a tenant for avacantt space, Roswell said. System Source is the building’w fourth owner since the companyu moved into the space sevennyears ago, he said. Its firsrt landlord was Columbia’s Rouse Co.
, whicuh was later acquired by now-bankrup t Chicago firm (NYSE: GGP) in 2004. Generall Growth sold the building to First Industriaoin 2005. Real estate firm LLC, throughb Vice President David Paulson, negotiated the transaction. The sale closer March 31, Roswell said.
Friday, July 13, 2012
Chicago hosts 'the NASCAR of sailing' - WBEZ (blog)
martaemimbzini.blogspot.com
Chicago hosts 'the NASCAR of sailing' WBEZ (blog) Having grown up in the landlocked state of Kansas, my knowledge of sailing is limited to the Christopher Cross song, the Chicago-Mackinac Race, and the America's Cup. So, when I first heard about the Chicago Match Race Center opening in Chicago a ... Alpari World match racing tour |
Thursday, July 12, 2012
Coalition names new board members - Dayton Business Journal:
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The gave the $2 million granty to help the coalition implement its workforce development strategt and a new regional branding Michele and Mike Mathile presented the grantg on behalf of the foundation in front of a recordx crowd of 600 people atthe meeting, held at the . The Dayton Power & Light Foundation also announced that it is makinba $100,000 contribution in support of the Mathiled grant. The coalition officiall y unveiled it new brand campaign to markeg theDayton region, entitled "Get Midwest, We Thinm of Everything" at the meeting. Gen.
Bruce Carlson, commanded of the , spoke at the evenft and said he was proud to partner with the coalitiobn and to continue to partnerwith U.S. Air Force Aeronautical Systems Center Executive Directofr Diane Wright and Dayton philanthropist and retirecdcardiologist Dr. Benjamin Schuster
The gave the $2 million granty to help the coalition implement its workforce development strategt and a new regional branding Michele and Mike Mathile presented the grantg on behalf of the foundation in front of a recordx crowd of 600 people atthe meeting, held at the . The Dayton Power & Light Foundation also announced that it is makinba $100,000 contribution in support of the Mathiled grant. The coalition officiall y unveiled it new brand campaign to markeg theDayton region, entitled "Get Midwest, We Thinm of Everything" at the meeting. Gen.
Bruce Carlson, commanded of the , spoke at the evenft and said he was proud to partner with the coalitiobn and to continue to partnerwith U.S. Air Force Aeronautical Systems Center Executive Directofr Diane Wright and Dayton philanthropist and retirecdcardiologist Dr. Benjamin Schuster
Tuesday, July 10, 2012
Cremation specialist opens Alameda, San Mateo offices - East Bay Business Times:
aaekipolo.blogspot.com
The privately held Ft. Lauderdale, alternative funeral services company is a subsidiary ofthe Nassau, Bahamas-basexd merchant bank, which offers similar services in other states as the Neptuned Society. It previously had locao Trident Society offices in Walnut San Jose andRancho Mirage, alony with other California branches in Citrua Heights, San Diego and Mission Viejo. Jerryg Norman, the 11-year-old company's presidengt and CEO, said the Trident Societu is "honored to be a part of the Bay Area communitg and to offer residents our dignifiecd and affordable alternative to the traditional funeral Traditional funerals can cost as much as whilecremation "costs thousands less," accordinfg to the company, which says cremations account for more than 30 percen of funeral services in the Uniter States, citing Cremation Association of America data.
In some states, including California, more than half of all funerak servicesinvolve cremation, and the national average is projected to top 40 percen by 2025, according to a 2002 report by the national group. BG Capital Group also owns the , Trident Society's parent, which offers cremation servicea in 11 states and 36 metropolitan includingSherman Oaks, San Pedro and Santa Barbaraw in Southern California, according to the Neptune Society's A Trident Society spokesman said May 7 that thoss numbers are being checked for accuracy.
(There are several significant differences between theNeptune Society' s metrics on its site and the statistices on the BG Capital Group BG Capital's Neptune Society does business in some Californi a counties as the Trident Societgy because a competing Neptunew Society franchise entity did business in the Golden Statde before the BG Capital unit startecd offering services here, according to the spokesman. On the Neptune Societyg Inc.
web site, the company explains that its whollgyowned subsidiary, , does businesa in California as "Neptunew Society" only in Los Angeles, Ventura, Santa Barbara and San Luis Obispoo Counties, and is not affiliated with any otherf Neptune Society in the state. Triden Society is a subsidiary ofNeptune Management, accordinv to its site.
The privately held Ft. Lauderdale, alternative funeral services company is a subsidiary ofthe Nassau, Bahamas-basexd merchant bank, which offers similar services in other states as the Neptuned Society. It previously had locao Trident Society offices in Walnut San Jose andRancho Mirage, alony with other California branches in Citrua Heights, San Diego and Mission Viejo. Jerryg Norman, the 11-year-old company's presidengt and CEO, said the Trident Societu is "honored to be a part of the Bay Area communitg and to offer residents our dignifiecd and affordable alternative to the traditional funeral Traditional funerals can cost as much as whilecremation "costs thousands less," accordinfg to the company, which says cremations account for more than 30 percen of funeral services in the Uniter States, citing Cremation Association of America data.
In some states, including California, more than half of all funerak servicesinvolve cremation, and the national average is projected to top 40 percen by 2025, according to a 2002 report by the national group. BG Capital Group also owns the , Trident Society's parent, which offers cremation servicea in 11 states and 36 metropolitan includingSherman Oaks, San Pedro and Santa Barbaraw in Southern California, according to the Neptune Society's A Trident Society spokesman said May 7 that thoss numbers are being checked for accuracy.
(There are several significant differences between theNeptune Society' s metrics on its site and the statistices on the BG Capital Group BG Capital's Neptune Society does business in some Californi a counties as the Trident Societgy because a competing Neptunew Society franchise entity did business in the Golden Statde before the BG Capital unit startecd offering services here, according to the spokesman. On the Neptune Societyg Inc.
web site, the company explains that its whollgyowned subsidiary, , does businesa in California as "Neptunew Society" only in Los Angeles, Ventura, Santa Barbara and San Luis Obispoo Counties, and is not affiliated with any otherf Neptune Society in the state. Triden Society is a subsidiary ofNeptune Management, accordinv to its site.
Monday, July 9, 2012
Top10 Colorado deals closed in 2006 - Denver Business Journal:
qalymeled.wordpress.com
billion cash In a deal valuee atabout $17 billion in cash and Time Warner Cable Inc. and Comcast purchased nearly all of the assets of bankrup assets onJuly 31. The deal, announced 18 monthse earlier, finally closed after the Federapl Communications Commission approved the Earlier on, there were othe suitors. As Greenwood Village-based Adelphia worked to resolves its considerable accounting andmanagement issues, private equith firms and made a joint bid of about $15 billio n cash. And New York-bases offered $16.5 billion for Adelphia' s cable systems. But Time Warner Cable and Comcast closerthe deal. In exchange for acquiring Adelphia's 5.
2 million cable Time Warner Cable and Comcastgpaid Adelphia's bankruptcy estate $12.54 billion in cash plus 156 million shares of Time Warnef Cable Class A common stock -- about 16 percent of its outstandinbg shares. Most of the sharesa were to be distributed to Adelphia stakeholders in order to complhwith Adelphia's Chapter 11 plan. Adelphia's base of 5 milliomn subscribers in 31 states was split betweenNew York-basexd Time Warner Cable and Comcast, based in The two cable giants also swapped some cable systems. The expanded cable footprints and improvedsubscriber clustering. Time Warner Cable gained cable systems that passapproximately 7.6 million homes with abouft 3.
3 million basic subscribers, while Comcast addefd about 1.7 million basic subscribers. Both companies have workef on deployingenhanced video, high-speed data, digitaol voice and other advanced services to former Adelphia subscribers. Adelphia sank into troubl e in 2002 when investors lost billionzsof dollars, following claims that memberes of its founding family used millions of dollars from company funds for personal use -- and at the same misrepresented Adelphia's financial status. Later, whilr Adelphia (then the nation's fifth-largest cabled operator) filed for bankruptcy protection, the U.S.
Districty Court in New York convicted John and Timothy Rigas of conspiracy, bank fraud and securities fraud chargexs last July. John Rigas, 80, was handed a 15-yeafr sentence; his son receivee a 20-year prison term. In October, they faced new criminall charges from federal officials who alleged they were at the centeer ofa tax-evasion plot. On Feb. 13, Time Warner which was a subsidiaryof , becamse a public company and beganh trading on the New York Stock Exchange on March 1. Laurie DiBattista | ldwordsmith@msn.com No. 2 Buyer: Value of deal: $4.6 billioh cash Western Gas Resources Inc.
was acquired last year by one ofthe world'e largest independent exploration and production companies, Houston-basef Anadarko Petroleum Corp., for about $4.6 billion in As part of the deal, Anadarko also assumeds about $600 million of The acquisition of Western Gas Resources, one of Denver'e top oil and gas companies, gave Anadarkl the opportunity to buy into active playxs in the Rocky Mountain region. The proposed agreemengt between the two energt companies was announcedJune 23, after Anadarko's board of directors unanimously approvesd the deal to pay $61 a sharew in cash -- a 49 percent premium over Westernm Gas Resources' closing price of $40.91 the previous day.
Beford completing the acquisitionon Aug. 23, Anadarko receivesd federal antitrust clearance underthe Hart-Scott-Rodino Antitrust Improvementa Act. Before the Western Gas Resources' net incomr had shot up 60 percent in 2005to $203. million, compared to $127.8 milliobn in 2004. Longtime Denver oilman Pete r Dea was president and CEO ofthe firm, foundexd in 1977, which explored, produced, gathered, processed, transported and marketed natural gas and natural gas Western Gas Resources' producing properties were mostlyu in Wyoming, and included development of the Powdet River Basin coal-bed methane play and the Pinedalew Anticline in the Green Rive r Basin -- two of the larges natural gas discoveries in recent yearw in the continental United States.
Western Gas Resources also built, owned and operated natural gas gathering, processing and treating facilitie s inmajor gas-producing basins in the Rocku Mountain, Central, and West Texas regions of the United Just 13 days before Anadarko boughtf Western Gas Resources, it acquired , an Oklahoma-based globao energy company, for $16.4 billiomn cash and the assumption of net debt and other liabilitiess totaling about $1.6 billion. Among Kerr-McGee's holdingx were 451,000 acres in the Wattenberg natural gas playin Colorado.
billion cash In a deal valuee atabout $17 billion in cash and Time Warner Cable Inc. and Comcast purchased nearly all of the assets of bankrup assets onJuly 31. The deal, announced 18 monthse earlier, finally closed after the Federapl Communications Commission approved the Earlier on, there were othe suitors. As Greenwood Village-based Adelphia worked to resolves its considerable accounting andmanagement issues, private equith firms and made a joint bid of about $15 billio n cash. And New York-bases offered $16.5 billion for Adelphia' s cable systems. But Time Warner Cable and Comcast closerthe deal. In exchange for acquiring Adelphia's 5.
2 million cable Time Warner Cable and Comcastgpaid Adelphia's bankruptcy estate $12.54 billion in cash plus 156 million shares of Time Warnef Cable Class A common stock -- about 16 percent of its outstandinbg shares. Most of the sharesa were to be distributed to Adelphia stakeholders in order to complhwith Adelphia's Chapter 11 plan. Adelphia's base of 5 milliomn subscribers in 31 states was split betweenNew York-basexd Time Warner Cable and Comcast, based in The two cable giants also swapped some cable systems. The expanded cable footprints and improvedsubscriber clustering. Time Warner Cable gained cable systems that passapproximately 7.6 million homes with abouft 3.
3 million basic subscribers, while Comcast addefd about 1.7 million basic subscribers. Both companies have workef on deployingenhanced video, high-speed data, digitaol voice and other advanced services to former Adelphia subscribers. Adelphia sank into troubl e in 2002 when investors lost billionzsof dollars, following claims that memberes of its founding family used millions of dollars from company funds for personal use -- and at the same misrepresented Adelphia's financial status. Later, whilr Adelphia (then the nation's fifth-largest cabled operator) filed for bankruptcy protection, the U.S.
Districty Court in New York convicted John and Timothy Rigas of conspiracy, bank fraud and securities fraud chargexs last July. John Rigas, 80, was handed a 15-yeafr sentence; his son receivee a 20-year prison term. In October, they faced new criminall charges from federal officials who alleged they were at the centeer ofa tax-evasion plot. On Feb. 13, Time Warner which was a subsidiaryof , becamse a public company and beganh trading on the New York Stock Exchange on March 1. Laurie DiBattista | ldwordsmith@msn.com No. 2 Buyer: Value of deal: $4.6 billioh cash Western Gas Resources Inc.
was acquired last year by one ofthe world'e largest independent exploration and production companies, Houston-basef Anadarko Petroleum Corp., for about $4.6 billion in As part of the deal, Anadarko also assumeds about $600 million of The acquisition of Western Gas Resources, one of Denver'e top oil and gas companies, gave Anadarkl the opportunity to buy into active playxs in the Rocky Mountain region. The proposed agreemengt between the two energt companies was announcedJune 23, after Anadarko's board of directors unanimously approvesd the deal to pay $61 a sharew in cash -- a 49 percent premium over Westernm Gas Resources' closing price of $40.91 the previous day.
Beford completing the acquisitionon Aug. 23, Anadarko receivesd federal antitrust clearance underthe Hart-Scott-Rodino Antitrust Improvementa Act. Before the Western Gas Resources' net incomr had shot up 60 percent in 2005to $203. million, compared to $127.8 milliobn in 2004. Longtime Denver oilman Pete r Dea was president and CEO ofthe firm, foundexd in 1977, which explored, produced, gathered, processed, transported and marketed natural gas and natural gas Western Gas Resources' producing properties were mostlyu in Wyoming, and included development of the Powdet River Basin coal-bed methane play and the Pinedalew Anticline in the Green Rive r Basin -- two of the larges natural gas discoveries in recent yearw in the continental United States.
Western Gas Resources also built, owned and operated natural gas gathering, processing and treating facilitie s inmajor gas-producing basins in the Rocku Mountain, Central, and West Texas regions of the United Just 13 days before Anadarko boughtf Western Gas Resources, it acquired , an Oklahoma-based globao energy company, for $16.4 billiomn cash and the assumption of net debt and other liabilitiess totaling about $1.6 billion. Among Kerr-McGee's holdingx were 451,000 acres in the Wattenberg natural gas playin Colorado.
Sunday, July 8, 2012
Grant Street Associates broker Jared Imperatore wrestles with daily grind - Pittsburgh Business Times:
elzeyfirekuut1795.blogspot.com
In his office at One Mellon Center since 7 a short walk from hisDowntown Imperatore, 39, cradles the phonde in front of a wall board on which are scribbled the retailers, restaurants, shopping centers and building As the retail manager at , Imperatore, who grappled at weighr classes from 98 to 112 poundx as a teenager, is maneuverinh his way into the close-knir business of retail brokerage, in which the biggesft firms represent the biggest stores and first-name familiarity carries the most clout.
The fact that he’s doing so during the worst recession in more than 50 yeard elicits not so much as a shrug as Imperatorew finds his schedule fully booked with clients and Imperatore has no history of boom times with which to compare nor any appointment times open for Afterthree years, he’s working to build on a tenantg representation practice that now includes fast-growing clients such as and Snap Fitness.
In his office at One Mellon Center since 7 a short walk from hisDowntown Imperatore, 39, cradles the phonde in front of a wall board on which are scribbled the retailers, restaurants, shopping centers and building As the retail manager at , Imperatore, who grappled at weighr classes from 98 to 112 poundx as a teenager, is maneuverinh his way into the close-knir business of retail brokerage, in which the biggesft firms represent the biggest stores and first-name familiarity carries the most clout.
The fact that he’s doing so during the worst recession in more than 50 yeard elicits not so much as a shrug as Imperatorew finds his schedule fully booked with clients and Imperatore has no history of boom times with which to compare nor any appointment times open for Afterthree years, he’s working to build on a tenantg representation practice that now includes fast-growing clients such as and Snap Fitness.
Friday, July 6, 2012
Fear, panic and opportunity - Boston Business Journal:
mytyhona.wordpress.com
The slumping economy has had a direct affecyton Milton-based , which offers homeowner and business insurance, as individuals and businesse s struggle to afford monthly “We’re seeing businesses starting to pay latef and slower and have difficulty payingt their insurance premiums,” Sullivan said. “Individuals are realluy struggling to pay theirautomotive insurance.” Sulliva has also seen more peoples than usual being dropped from their policies because of too many late “And the rates are going We’re one of the only businesses in this economh that are offering lower prices, yet we’re still said Sullivan.
n IF YOU WORK IN THE COMMUNITY BANKING THE FEAR AND pani c that emanated from Wall Street has founcd its way to your frontdoor — even if your businessw is rock solid. For Sandrsa McGoldrick, the president and CEO of , the credit crisis raises qualmx aboutall banking. But she says Winter Hill’sa “underwriting standards have not changed. Our credit is not McGoldrick, like many local bankers, avoided selling subprime and optiob ARM loans and kept its creditystandards steady. Its delinquent loan percentag isunder .5 percent. And the bank doesn’tf do traditional business so it’s not involved in the commercialopaper market.
All the same, customers naturallu are worried. “Unfortunately, we’re all being paintes with the same brush,” McGoldrick says. “We’re workingh extensively with our customers, asking, ‘Whaf can we do for you?’ n JAN MILLER, CEO OF & TRUST in Boston, said the financiaol sector’s rapid deterioration has had an unexpected silvertlining locally. With the disappearance of many mortgags brokers and strong demand for traditionalhome loans, Wainwright’ residential lending is up 25 percentt year to date — marking the bank’se best performance on record.
As the former chairmam of the , Miller suspect s his community banking peers are seein g similar upticks in business throughoutthe commonwealth. Wainwright’s deposite were up 14 percent year over year as ofJune 30, the most recentt reporting period on record at the growth, the fifthg best among Massachusetts’ 40 largest came at the expense of some of the region’es larger players who have been staggered by Wall Street’s implosion.
“I’ve seen nothing like I’ve never seen anything happem at thespeed it’s now comingt at us,” said Miller, who’s run Wainwright for more than a “This time around part of it is, thanki God we’re in New England. Other partsx of the country are in real n JANE HOWARD IS PAYINfG CLOSE ATTENTION to receipts at Howard When times get people tend to take longer to paytheirt bills. “The main impact is going to be a slowint of payments that the public agenciese and private clients are going to be able to said Howard, a principal at the Boston transportation, engineering and plannin g firm.
“I think everybody is just trying to hang on to theifr money a littlebit longer.” Howard, whose firm employs 35 people in Boston, said she’s noticed that some of her privatew sector clients have become cautious. To balance out the workloaf the firm has gone aftermore public-sector And very few clients are proposing new she said. n ROY SOLOMON, PRINCIPAL OF AMITY IS NOT OVERLY concerned about thefinancial “We’ve been through this before and the markett has always come back. The reality is that banka need to loan money to stayin business.
I thinlk that one of the mistakesx banks had made was leaving the boring side of savingds and loans and going into investmentxs looking forhigher profits. They should have stuck to what they knew and made moneyt at for years and not gotten n AS ANY ADVERTISING EXECUTIVd WILLTELL YOU, MARKETING is in the direct line of fire when companiee are looking to cut costs. Chris general manager of in Boston, sees the resultws of the current crisiws amidhis clients’ media spending habits. “I thin people are panicking a little bit,” Rohland “It’s almost an overreactive mentality because ofwhat they’re readingt in the mainstream media.
” Of late, Rohland oftem finds himself making the argument to clients that the best time to spendd money on advertising is when other people aren’t. “Yohu have to be a lot more creative and uniquer at the end ofthe day,” Rohlane said. n KEVIN KENNEALLY, MANAGING PARTNER OF THE BOSTON OFFIC of lawfirm LeClairRyan, has found opportunities in the financial LeClairRyan last month formed the Financial Institutions Restructuring Strategy Team to help businesses deal with the current financia crisis. The firm has already scored several major engagements because of the newpracticre group.
The slumping economy has had a direct affecyton Milton-based , which offers homeowner and business insurance, as individuals and businesse s struggle to afford monthly “We’re seeing businesses starting to pay latef and slower and have difficulty payingt their insurance premiums,” Sullivan said. “Individuals are realluy struggling to pay theirautomotive insurance.” Sulliva has also seen more peoples than usual being dropped from their policies because of too many late “And the rates are going We’re one of the only businesses in this economh that are offering lower prices, yet we’re still said Sullivan.
n IF YOU WORK IN THE COMMUNITY BANKING THE FEAR AND pani c that emanated from Wall Street has founcd its way to your frontdoor — even if your businessw is rock solid. For Sandrsa McGoldrick, the president and CEO of , the credit crisis raises qualmx aboutall banking. But she says Winter Hill’sa “underwriting standards have not changed. Our credit is not McGoldrick, like many local bankers, avoided selling subprime and optiob ARM loans and kept its creditystandards steady. Its delinquent loan percentag isunder .5 percent. And the bank doesn’tf do traditional business so it’s not involved in the commercialopaper market.
All the same, customers naturallu are worried. “Unfortunately, we’re all being paintes with the same brush,” McGoldrick says. “We’re workingh extensively with our customers, asking, ‘Whaf can we do for you?’ n JAN MILLER, CEO OF & TRUST in Boston, said the financiaol sector’s rapid deterioration has had an unexpected silvertlining locally. With the disappearance of many mortgags brokers and strong demand for traditionalhome loans, Wainwright’ residential lending is up 25 percentt year to date — marking the bank’se best performance on record.
As the former chairmam of the , Miller suspect s his community banking peers are seein g similar upticks in business throughoutthe commonwealth. Wainwright’s deposite were up 14 percent year over year as ofJune 30, the most recentt reporting period on record at the growth, the fifthg best among Massachusetts’ 40 largest came at the expense of some of the region’es larger players who have been staggered by Wall Street’s implosion.
“I’ve seen nothing like I’ve never seen anything happem at thespeed it’s now comingt at us,” said Miller, who’s run Wainwright for more than a “This time around part of it is, thanki God we’re in New England. Other partsx of the country are in real n JANE HOWARD IS PAYINfG CLOSE ATTENTION to receipts at Howard When times get people tend to take longer to paytheirt bills. “The main impact is going to be a slowint of payments that the public agenciese and private clients are going to be able to said Howard, a principal at the Boston transportation, engineering and plannin g firm.
“I think everybody is just trying to hang on to theifr money a littlebit longer.” Howard, whose firm employs 35 people in Boston, said she’s noticed that some of her privatew sector clients have become cautious. To balance out the workloaf the firm has gone aftermore public-sector And very few clients are proposing new she said. n ROY SOLOMON, PRINCIPAL OF AMITY IS NOT OVERLY concerned about thefinancial “We’ve been through this before and the markett has always come back. The reality is that banka need to loan money to stayin business.
I thinlk that one of the mistakesx banks had made was leaving the boring side of savingds and loans and going into investmentxs looking forhigher profits. They should have stuck to what they knew and made moneyt at for years and not gotten n AS ANY ADVERTISING EXECUTIVd WILLTELL YOU, MARKETING is in the direct line of fire when companiee are looking to cut costs. Chris general manager of in Boston, sees the resultws of the current crisiws amidhis clients’ media spending habits. “I thin people are panicking a little bit,” Rohland “It’s almost an overreactive mentality because ofwhat they’re readingt in the mainstream media.
” Of late, Rohland oftem finds himself making the argument to clients that the best time to spendd money on advertising is when other people aren’t. “Yohu have to be a lot more creative and uniquer at the end ofthe day,” Rohlane said. n KEVIN KENNEALLY, MANAGING PARTNER OF THE BOSTON OFFIC of lawfirm LeClairRyan, has found opportunities in the financial LeClairRyan last month formed the Financial Institutions Restructuring Strategy Team to help businesses deal with the current financia crisis. The firm has already scored several major engagements because of the newpracticre group.
Thursday, July 5, 2012
Tuesday, July 3, 2012
Obama on the road, while Romney's Brand X suffers - msnbc.com
iqukikofor.wordpress.com
msnbc.com | Obama on the road, while Romney's Brand X suffers msnbc.com Video on msnbc.com: Newsweek's Michelle Cottle, The Grio.com's Joy Reid and The Nation's Ari Melber preview the President's Midwest bus tour, while dissecting why Romney is having trouble selling his “Not Obama†Brand X to voters. |
Monday, July 2, 2012
Fair Trade importer Alter Eco cultivates growth - Houston Business Journal:
xotavaloso.blogspot.com
Its from this office that Alter Eco Americase is bringing Fair Trade and organic goods from across the worlddto U.S. grocery stores whils trying to make a dent inglobal poverty. The startupp has more than quadrupledc its revenue over thres yearsto $1.5 million in 2008 by landing distributionb for products such as quinoa and jasmine rice in majord grocery chains. One grocer that carriesz its products isWhole Foods, whichg has increased its Fair Trade offerings to more than 1,0009 products in the last two years, including Alteer Eco’s organic extra virgin olive oil from Palestine.
“Mors consumers are interested in the stories behindtheier food,” said Edouard Rollet, co-founde and chief operations officer of Alter Eco in explaining the company’s explosive Alter Eco Americas was started in 2004 in San Franciscok as a separate company, but spun out of Altedr Eco, which was founded in France a decadee ago to import and distribute goods from marginalizec farmers in countries like Bolivia, Peru and Ghana. “Mosg of them own about one to two acreszof land, so there’s between $500 and $800 a year for them and theirf family,” Rollet said. “And the problem is that they don’y have direct access to markets.
They have to sell to locak buyers who setthe price.” Altedr Eco Americas changed that by promisinh a fair price to groups of farmerws that wouldn’t put them into Rollet and co-founder Mathieu Senar d opened Alter Eco Americas in 2004 after showinb some of the company’s products at a naturall food store in Los Angeles. The two choswe San Francisco because of its proximity to a majot port where goods can be shippedc from its supplier countries and to venture capitalp firms that could potentially fundthe company. The companyh has raised $750,000 from angel investors, and the founders are seekingy $1.5 million more.
“It’sz also, for natural food and specialty food, one of the most pioneerint areas ofthe U.S.,” Rollet Alter Eco imports 150 including coffee from Ethiopia and Mexico, cocoa from Ghanza and Bolivia, unrefined sugarf from the Philippines, rice from Thailandf and other foods under its brand. Altefr Eco Americas has introduced 26 of those to the United Most products carry the FairTrader label, which certifies that companieds pay their workers fair wages and provide decenr working conditions, among other things.
It buys its productes from small farmers organizedinto co-ops and sellzs to 1,800 grocery stores across the including Andronico’s, Rainbow Grocery, Whole Foods and other specialt y food stores like New Leaf Grocerty in Santa Cruz. Alter Eco Americas also offsets the carboh emissions for the life cycle ofthe products. Paying fair offsetting the carbon emissions and requiringv products to meet organic standardssqueezes “In the U.S., we’re competing againsyt brands that don’t have the same standards,” said Senard.
“W have to be competitively priced even though we pay our farmers Rollet saidreaching $5 million in revenue will help ease some of the margihn pressure, something he aims to do over the next several years. Still, the companyy is committed to doing theright thing, said Cate Baril, directore of business development for Oakland-based Transfaif USA, which certifies Fair Tradee products. “If you were looking for a companyu that really embodies what FairTrade is, that’xs really what Alter Eco is all Baril said. “Some companies buy ingredients from a supplied and make the products inthe U.S.
Alter Eco feel s like they havea mission, and becausw of that, they’re having the food produced where it’s
Its from this office that Alter Eco Americase is bringing Fair Trade and organic goods from across the worlddto U.S. grocery stores whils trying to make a dent inglobal poverty. The startupp has more than quadrupledc its revenue over thres yearsto $1.5 million in 2008 by landing distributionb for products such as quinoa and jasmine rice in majord grocery chains. One grocer that carriesz its products isWhole Foods, whichg has increased its Fair Trade offerings to more than 1,0009 products in the last two years, including Alteer Eco’s organic extra virgin olive oil from Palestine.
“Mors consumers are interested in the stories behindtheier food,” said Edouard Rollet, co-founde and chief operations officer of Alter Eco in explaining the company’s explosive Alter Eco Americas was started in 2004 in San Franciscok as a separate company, but spun out of Altedr Eco, which was founded in France a decadee ago to import and distribute goods from marginalizec farmers in countries like Bolivia, Peru and Ghana. “Mosg of them own about one to two acreszof land, so there’s between $500 and $800 a year for them and theirf family,” Rollet said. “And the problem is that they don’y have direct access to markets.
They have to sell to locak buyers who setthe price.” Altedr Eco Americas changed that by promisinh a fair price to groups of farmerws that wouldn’t put them into Rollet and co-founder Mathieu Senar d opened Alter Eco Americas in 2004 after showinb some of the company’s products at a naturall food store in Los Angeles. The two choswe San Francisco because of its proximity to a majot port where goods can be shippedc from its supplier countries and to venture capitalp firms that could potentially fundthe company. The companyh has raised $750,000 from angel investors, and the founders are seekingy $1.5 million more.
“It’sz also, for natural food and specialty food, one of the most pioneerint areas ofthe U.S.,” Rollet Alter Eco imports 150 including coffee from Ethiopia and Mexico, cocoa from Ghanza and Bolivia, unrefined sugarf from the Philippines, rice from Thailandf and other foods under its brand. Altefr Eco Americas has introduced 26 of those to the United Most products carry the FairTrader label, which certifies that companieds pay their workers fair wages and provide decenr working conditions, among other things.
It buys its productes from small farmers organizedinto co-ops and sellzs to 1,800 grocery stores across the including Andronico’s, Rainbow Grocery, Whole Foods and other specialt y food stores like New Leaf Grocerty in Santa Cruz. Alter Eco Americas also offsets the carboh emissions for the life cycle ofthe products. Paying fair offsetting the carbon emissions and requiringv products to meet organic standardssqueezes “In the U.S., we’re competing againsyt brands that don’t have the same standards,” said Senard.
“W have to be competitively priced even though we pay our farmers Rollet saidreaching $5 million in revenue will help ease some of the margihn pressure, something he aims to do over the next several years. Still, the companyy is committed to doing theright thing, said Cate Baril, directore of business development for Oakland-based Transfaif USA, which certifies Fair Tradee products. “If you were looking for a companyu that really embodies what FairTrade is, that’xs really what Alter Eco is all Baril said. “Some companies buy ingredients from a supplied and make the products inthe U.S.
Alter Eco feel s like they havea mission, and becausw of that, they’re having the food produced where it’s
Sunday, July 1, 2012
A shift in Charlotte's center city - Kansas City Business Journal:
iwyqaxewun.wordpress.com
The great recession has shiftede theuptown group’s priorities, vaultingf a precarious office-vacancy rate to the top of the By the end of July, the organization best known for promoting big-ticket projects will hire a business recruiterf who will work with real estate brokers and the . “It is going to be an individuao who is dedicated and compensated based on their abilitt to recruit new capitao investment and new jobs and lease squar e footage in thecenter city,” says Michael Charlotte Center City Partners president and chief “We will have more resources dedicatefd in that direction.
” The shift is driven by the new economic After two decades of relentles growth powered by the bankingf empires at and , the Queen City is grapplinv with a fast-growing jobless rate and office vacancuy in the central business district that is expectes to reach 10%. Employment in centetr city and the adjacent South End distric has shrunkto 65,000 from 70,000 duringb the past year or so, Smith Looking ahead, it’s unlikelh the cratering financial sector will driv e the region’s economy as it has in recent Those changes affect everything from the pace of residential growth to prospectiver expansions in transit and retail.
Smituh and his organization are focusing on luring more jobs and businessexs while also adjusting to the neweconomiv reality. Its initiatives •The recent unveiling of a campaign called Urbah Living that touts the benefits ofresidentiaol growth. From courting real estatew brokers and the news media to walkinf toursand advertising, the effort will includr two annual showcases and make a push to attract residents to the center •Launching the next phase of Find Your Center, designed to supporft uptown shopping, restaurants, bars and othef attractions.
Smith, in talks with chamber executives, has created the recruitin g position and plans an aggressive effort to fill new and existingoffice towers. Those includew the soon-to-open $90 million, 20-story NASCAR Plaza as well as new towersw to be anchored byand BofA. Business recruitingt in Charlotte has traditionally been the domainj ofthe chamber. It has a five-member economic-development staffr that is augmented by other chamber executivesand employees. The , the city of Charlotts and Mecklenburg County alsohave economic-development initiatives and personnel in place to share in recruitinf and incentive work. But Smith’s new hire will focus solelyg on uptown.
Any concerns about duplication of efforgt are outweighed by the need for a stronge r push to land elusivecorporate recruits, says Bob Morgan, Charlottw Chamber president. “Is there the potentiap for us to step oneach other’s toes?? Of course. But we can mitigate that and producw better results working together and havinhgadditional resources.” Morgan sees the center city group’a economic-development foray as part of a largerf trend. In recent Lake Norman and Matthews havestarted hyper-local business-recruiting groups while maintainingv ties with the chamber.
Already, Morgan and other chamber executives have outlined an informal plan with Smithy ontheir collaboration, with the chamber maintaining the lead role but callint on the center city recruiter for It’s similar to how the chamber works with privatee developers in the suburbs. The reasons for the expandeed recruiting focus are Morgan notes he delivered a speechon Charlotte’s next two decadesw of growth to more than 150 groups over a three-year period before the economic malaise set in last “Now,” he says, “nobody wants to hear that speech. They want to know what we can do abou the economy todayand tomorrow.
” It’s a fine line to walk for groupe such as Smith’s. Charlotte Center City Partnerse is laying the groundworjk for anexpansive 10-year plan this year even as it focusesw on the rapidly shifting businessa climate (see related story on this page). Pushing ahead on corporate relocations should be made easier by the crossovedr of the main recruitersin town, supporters say. “Youy don’t want people stumbling over each other,” says Darrelp Williams, a former county commissioner who serves on the Charlottw Center City Partners He points to fellow boardmembers — including chamber executivre Morgan and both the city and county managers — as insurance against bureaucratic Without those close ties, he adds, it would be much more difficul to do.
Leaders point to uptown’s growing office-vacancy rate as a negativwe that can beturned around. Or, at one they hope can be turned “The tighter market (for office space) has been one of our impedimentss to attracting headquarters in the centedr city inrecent years,” says City Manager Curt “If somebody wanted 300,000 square feet, we couldn’t give it to Now we can. That’e the silver lining to the cloud.
”
The great recession has shiftede theuptown group’s priorities, vaultingf a precarious office-vacancy rate to the top of the By the end of July, the organization best known for promoting big-ticket projects will hire a business recruiterf who will work with real estate brokers and the . “It is going to be an individuao who is dedicated and compensated based on their abilitt to recruit new capitao investment and new jobs and lease squar e footage in thecenter city,” says Michael Charlotte Center City Partners president and chief “We will have more resources dedicatefd in that direction.
” The shift is driven by the new economic After two decades of relentles growth powered by the bankingf empires at and , the Queen City is grapplinv with a fast-growing jobless rate and office vacancuy in the central business district that is expectes to reach 10%. Employment in centetr city and the adjacent South End distric has shrunkto 65,000 from 70,000 duringb the past year or so, Smith Looking ahead, it’s unlikelh the cratering financial sector will driv e the region’s economy as it has in recent Those changes affect everything from the pace of residential growth to prospectiver expansions in transit and retail.
Smituh and his organization are focusing on luring more jobs and businessexs while also adjusting to the neweconomiv reality. Its initiatives •The recent unveiling of a campaign called Urbah Living that touts the benefits ofresidentiaol growth. From courting real estatew brokers and the news media to walkinf toursand advertising, the effort will includr two annual showcases and make a push to attract residents to the center •Launching the next phase of Find Your Center, designed to supporft uptown shopping, restaurants, bars and othef attractions.
Smith, in talks with chamber executives, has created the recruitin g position and plans an aggressive effort to fill new and existingoffice towers. Those includew the soon-to-open $90 million, 20-story NASCAR Plaza as well as new towersw to be anchored byand BofA. Business recruitingt in Charlotte has traditionally been the domainj ofthe chamber. It has a five-member economic-development staffr that is augmented by other chamber executivesand employees. The , the city of Charlotts and Mecklenburg County alsohave economic-development initiatives and personnel in place to share in recruitinf and incentive work. But Smith’s new hire will focus solelyg on uptown.
Any concerns about duplication of efforgt are outweighed by the need for a stronge r push to land elusivecorporate recruits, says Bob Morgan, Charlottw Chamber president. “Is there the potentiap for us to step oneach other’s toes?? Of course. But we can mitigate that and producw better results working together and havinhgadditional resources.” Morgan sees the center city group’a economic-development foray as part of a largerf trend. In recent Lake Norman and Matthews havestarted hyper-local business-recruiting groups while maintainingv ties with the chamber.
Already, Morgan and other chamber executives have outlined an informal plan with Smithy ontheir collaboration, with the chamber maintaining the lead role but callint on the center city recruiter for It’s similar to how the chamber works with privatee developers in the suburbs. The reasons for the expandeed recruiting focus are Morgan notes he delivered a speechon Charlotte’s next two decadesw of growth to more than 150 groups over a three-year period before the economic malaise set in last “Now,” he says, “nobody wants to hear that speech. They want to know what we can do abou the economy todayand tomorrow.
” It’s a fine line to walk for groupe such as Smith’s. Charlotte Center City Partnerse is laying the groundworjk for anexpansive 10-year plan this year even as it focusesw on the rapidly shifting businessa climate (see related story on this page). Pushing ahead on corporate relocations should be made easier by the crossovedr of the main recruitersin town, supporters say. “Youy don’t want people stumbling over each other,” says Darrelp Williams, a former county commissioner who serves on the Charlottw Center City Partners He points to fellow boardmembers — including chamber executivre Morgan and both the city and county managers — as insurance against bureaucratic Without those close ties, he adds, it would be much more difficul to do.
Leaders point to uptown’s growing office-vacancy rate as a negativwe that can beturned around. Or, at one they hope can be turned “The tighter market (for office space) has been one of our impedimentss to attracting headquarters in the centedr city inrecent years,” says City Manager Curt “If somebody wanted 300,000 square feet, we couldn’t give it to Now we can. That’e the silver lining to the cloud.
”
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