http://rom-ukr.biz/despre-noi/ruts.html?lang=ro
Thursday, September 30, 2010
Tuesday, September 28, 2010
Air Methods asks NTSB to change crash report - Denver Business Journal:
http://executivetelephony.com/products/index.php?pid=54&name=Grandstream+IP+Video+Phone
Englewood-based Air Methods (NASDAQ: AIRM) on Mondat announced it filed a petition withthe NTSB, askinhg the agency to reconsider or change its probabled cause finding in the June 29, 2008, accident. The two helicoptersx — both Bell 407s — collidefd in the air while attempting to land at FlagstaffMedicalp Center. Six people were killed instantly; a seventuh later died of his injuries. Killer aboard the Air Methodes helicopter werethe pilot, flightr nurse and patient. The other flight was operatee by Classic Helicopters ofWoodz Cross, Utah. The paramedic and patient were killed, and the flight nurse criticallyh injured. The nurse latere died.
The NTSB report said “botj pilots failed to see and avoid the other helicoptere on approach tothe helipad.” Air Methods wanta the NTSB to delete from its reportr the finding that a contributing cause of the accident was “the failure of Air pilot to follow arrival and noise abatement Air Methods also wants added to the report mention that the piloy of the Classic helicopter had taken a prescriptiobn painkiller, and that the Classicv communications center failed to tell its pilot that an Air Methode flight was inbound to the hospitakl with the same estimatee arrival time as the Classic copter.
The NTSB told The Associatedc Press Mondayit wouldn’t comment on Air Methods’ “We are deeply troubled by what we consider to be critica l inaccuracies in the NTSB current Probable Causde Report and the inconsistencies between the findingsa in this case versus previous cases,” Aaron CEO of Air Methods, said in a
Englewood-based Air Methods (NASDAQ: AIRM) on Mondat announced it filed a petition withthe NTSB, askinhg the agency to reconsider or change its probabled cause finding in the June 29, 2008, accident. The two helicoptersx — both Bell 407s — collidefd in the air while attempting to land at FlagstaffMedicalp Center. Six people were killed instantly; a seventuh later died of his injuries. Killer aboard the Air Methodes helicopter werethe pilot, flightr nurse and patient. The other flight was operatee by Classic Helicopters ofWoodz Cross, Utah. The paramedic and patient were killed, and the flight nurse criticallyh injured. The nurse latere died.
The NTSB report said “botj pilots failed to see and avoid the other helicoptere on approach tothe helipad.” Air Methods wanta the NTSB to delete from its reportr the finding that a contributing cause of the accident was “the failure of Air pilot to follow arrival and noise abatement Air Methods also wants added to the report mention that the piloy of the Classic helicopter had taken a prescriptiobn painkiller, and that the Classicv communications center failed to tell its pilot that an Air Methode flight was inbound to the hospitakl with the same estimatee arrival time as the Classic copter.
The NTSB told The Associatedc Press Mondayit wouldn’t comment on Air Methods’ “We are deeply troubled by what we consider to be critica l inaccuracies in the NTSB current Probable Causde Report and the inconsistencies between the findingsa in this case versus previous cases,” Aaron CEO of Air Methods, said in a
Monday, September 27, 2010
Report: D.C. faces large development pipeline - Washington Business Journal:
http://aroundstars.com/r40/2/
Inching near 9 million square feet, D.C.’s development pipeline is the highest inthe U.S. and remains largely not leased and Out of those 22 office projects under constructiob and renovationin D.C. -- with estimated delivery datesw ranging from this quarter to earlgy2011 -- just 24 percen of the space has been leased. “However, the impac will likely be most pronouncedfor non-core marketes including Capitol Hill/NoMa, Southwestt and Ball Park/Navy Yard, where nearlh 80 percent of the speculativse projects are located,” said Sigrid Zialcita, research directord for Cushman & Wakefield.
Through the first quarter, only 20 perceng of those new projects had been Should the rest of those projects deliveremptyg -- a worse-case scenario -- the vacancy rate for non-corer markets could double over the next two years, said That rate stood at 9.7 percent as of last “In contrast, the addition of closwe to 2 million square feet in the central businesds district (CBD) and East End is less likel to pose a seriouzs threat to those markets, though only 30 percentt have been committed to private sector tenants,” said Zialcita, adding that if pre-leasinf remains low through the delivery of those the vacancy rate coulxd increase by 2 or 3 percentage pointa but still hover close to markegt equilibrium of 10 percent.
In D.C., four projecte in the CBD and Capitol Riverfront’s 100 M Street SE building deliverer in thefirst quarter. Those five projectsw totalling 1 million square feet arejust 27.6 percent Only one project -- 1000 Connecticuty Ave. NW -- is slated to start this year inthe CBD. The good news is that -designeds building is mostly pre-leased to law firm LLP. “Though we believwe no significant rebound in absorption will occur untilafter 2010, there are severapl factors that provide an upside potential to said Zialcita. Proposals to toughen regulation of the financial and insurance sectora might fuel the growth of regulatorh agenciesin D.C.
, said Zialcita, and ’z plans to spend more than $1 billion of its stimulus funding for government buildingsx in the area should also “The redevelopment of these governmentt facilities will boost demand for swing space in the said Zialcita.
Inching near 9 million square feet, D.C.’s development pipeline is the highest inthe U.S. and remains largely not leased and Out of those 22 office projects under constructiob and renovationin D.C. -- with estimated delivery datesw ranging from this quarter to earlgy2011 -- just 24 percen of the space has been leased. “However, the impac will likely be most pronouncedfor non-core marketes including Capitol Hill/NoMa, Southwestt and Ball Park/Navy Yard, where nearlh 80 percent of the speculativse projects are located,” said Sigrid Zialcita, research directord for Cushman & Wakefield.
Through the first quarter, only 20 perceng of those new projects had been Should the rest of those projects deliveremptyg -- a worse-case scenario -- the vacancy rate for non-corer markets could double over the next two years, said That rate stood at 9.7 percent as of last “In contrast, the addition of closwe to 2 million square feet in the central businesds district (CBD) and East End is less likel to pose a seriouzs threat to those markets, though only 30 percentt have been committed to private sector tenants,” said Zialcita, adding that if pre-leasinf remains low through the delivery of those the vacancy rate coulxd increase by 2 or 3 percentage pointa but still hover close to markegt equilibrium of 10 percent.
In D.C., four projecte in the CBD and Capitol Riverfront’s 100 M Street SE building deliverer in thefirst quarter. Those five projectsw totalling 1 million square feet arejust 27.6 percent Only one project -- 1000 Connecticuty Ave. NW -- is slated to start this year inthe CBD. The good news is that -designeds building is mostly pre-leased to law firm LLP. “Though we believwe no significant rebound in absorption will occur untilafter 2010, there are severapl factors that provide an upside potential to said Zialcita. Proposals to toughen regulation of the financial and insurance sectora might fuel the growth of regulatorh agenciesin D.C.
, said Zialcita, and ’z plans to spend more than $1 billion of its stimulus funding for government buildingsx in the area should also “The redevelopment of these governmentt facilities will boost demand for swing space in the said Zialcita.
Saturday, September 25, 2010
Moog 3Q earnings jump 18% - Business First of Buffalo:
http://www.hgllc.com/company/Click-n-Done/click-n-done.htm
Net earnings were $25.6 million, or 59 cents per share, compared to $21.2 million, or 50 centx per share, in the 2006 thir quarter. Sales improved to $404 million, up 21 percentg from $333 million last Analysts had forecast EPS of 59 cents on salesof $376 millionb for the East Aurora-based manufacturer (NYSE: MOG.A and MOG.B). "This was anothedr great quarter," said a statement from R. T. chairman and CEO. "Business is strong in all of our majoemarket areas." Aircraft segment sales were up 15 percent to $150 Space and Defense revenues climbed 32 percent to $48 milliobn , and the Components segment, gained 19 percenty to $73 million.
Full-year sales are expected to reacu $1.54 billion and net earnings $100.6 million. EPS is estimated at an 18 percent increasrover 2006. Moog also said 2008 sales are expecter to rangefrom $1.71 billiob to $1.73 billion, net earninge in the range of $115 million to $118 and earnings per share between $2.63 and
Net earnings were $25.6 million, or 59 cents per share, compared to $21.2 million, or 50 centx per share, in the 2006 thir quarter. Sales improved to $404 million, up 21 percentg from $333 million last Analysts had forecast EPS of 59 cents on salesof $376 millionb for the East Aurora-based manufacturer (NYSE: MOG.A and MOG.B). "This was anothedr great quarter," said a statement from R. T. chairman and CEO. "Business is strong in all of our majoemarket areas." Aircraft segment sales were up 15 percent to $150 Space and Defense revenues climbed 32 percent to $48 milliobn , and the Components segment, gained 19 percenty to $73 million.
Full-year sales are expected to reacu $1.54 billion and net earnings $100.6 million. EPS is estimated at an 18 percent increasrover 2006. Moog also said 2008 sales are expecter to rangefrom $1.71 billiob to $1.73 billion, net earninge in the range of $115 million to $118 and earnings per share between $2.63 and
Friday, September 24, 2010
Steel Defies Expectations With Summer Rally - TheStreet.com
http://homosphere76.com/index.php?file=razdel-10044
Steel Defies Expectations With Summer Rally TheStreet.com By ETF Database 09/24/10 - 07:00 AM EDT By Michael Johnston of ETFdb What was supposed to be a quiet summer in the steel industry has turned out to be ... |
Wednesday, September 22, 2010
Tuesday, September 21, 2010
Census Bureau: Cary, Raleigh among top 10 fastest-growing U.S. cities; Durham in top 20 - Washington Business Journal:
http://aworkingshoppingcart.com/index.php?productID=125
Raleigh, Cary and Durham ranked amonvg the 25 fastest growing large cities in the natiojn for the 12 months that endedrJuly 1, 2008, the said in its annuak population estimates released Wednesday. Cary, which saw its population increase by 6.9 percent, to as of July 1, 2008, was the nation’ s third fastest growing city. Raleigh’s population climbedr by 3.8 percent, to making North Carolina’s capital the eighth fastesft growing city. Durham was ranked 16th with a 3percent increase. Its populationn rose to 223,284. New Orleans experienced an 8.
2 percenr increase in its population, whichj rose to 311,853, making the city ravagede by Hurricane Katrina in 2005 the fastesf growing city among places with populations greaterthan Charlotte, which saw its population increase by 2.7 to 687,456, was ranked 23rd. Only Texasx – with seven cities – had more cities on the list thanNortb Carolina. Round Rock, Texas, experienced an 8.2 percent with its population risingto 104,446, putting the Texazs city in second place.
Coloradio and California each had three cities on the top25
Raleigh, Cary and Durham ranked amonvg the 25 fastest growing large cities in the natiojn for the 12 months that endedrJuly 1, 2008, the said in its annuak population estimates released Wednesday. Cary, which saw its population increase by 6.9 percent, to as of July 1, 2008, was the nation’ s third fastest growing city. Raleigh’s population climbedr by 3.8 percent, to making North Carolina’s capital the eighth fastesft growing city. Durham was ranked 16th with a 3percent increase. Its populationn rose to 223,284. New Orleans experienced an 8.
2 percenr increase in its population, whichj rose to 311,853, making the city ravagede by Hurricane Katrina in 2005 the fastesf growing city among places with populations greaterthan Charlotte, which saw its population increase by 2.7 to 687,456, was ranked 23rd. Only Texasx – with seven cities – had more cities on the list thanNortb Carolina. Round Rock, Texas, experienced an 8.2 percent with its population risingto 104,446, putting the Texazs city in second place.
Coloradio and California each had three cities on the top25
Sunday, September 19, 2010
Adult education school changes hands - Sacramento Business Journal:
http://www.porot-assurances.com/article/The-car-is-the-LF-C---.html
Now, after selling the business, she’s learniny to let go. Duringv her tenure, the 32-year-old school offered fun and non-credit classes for adults, from “The Successfup Landlord” to “Beginning Blues to “Alternative Medicine for Pets.” Computere classes and classeson relationships, art, languages, danc and golf were also in the mix. “I felt like it was time to take it toanothet level,” she said, adding that she found a “dynami couple with (Internet) marketing experience” to take “Where I am in my life right now, I’mm looking to make thingsz simpler,” she said.
The new owners, Iren e and Jason Wu of bought the school for an undisclosed amountin August, leaving Greenberg to run a new division of the company, which provides corporate training at companuy work sites during or after businessx hours. The Wus plan to creats a more interactiveWeb site, with teacheer blogs for example, and links that will enablew students to provide feedback and offer ideaes for classes. “The more of that informationj wecan collect, the more targeted we can to make sure students get what they Irene Wu said.
People who like cooking, for example, will get informatioh via e-mail about cooking The Wus also plan to make sure classezs are held at the mostconvenient times. And they plan to do more to promotwe the LearningExchange brand. All the changes are meant to drivedrevenue growth. If successful, she said they mighy look at expanding the business outside The company’s annual revenue has remained flat in recent years, totaling between $1 million and $2 million, Jason Wu said. The Learning Exchange has threwe full-time employees, down from abouy 10 in pre-Internet times, when credit card numbers were inputby hand. Now, most studentss register for classes online.
The Learning Exchange also employs hundreds of teachers who workon contract. The companyg prints about 40,000 course catalogsw eight timesa year. The roughlyt 35-page publication is mailesd to existing students and distributeed to coffee shops and books stores such as La Bou and BorderswBooks & Music. Class fees are $29 to with a $10 registration fee. The Wus plan to establishh a more comprehensive membership program so frequent members get more such as registrationfee Meanwhile, Greenberg will stay on as president of a company she launched in sprinhg 2007 to provide corporate trainint — an area the Learning Exchange hadn’t Learn2, now also owned by the Wus and made a division of the Learninfg Exchange, has grown every quarter, Greenberg declining to be more specific.
Learn2 has trained at leastf 500 people, primarily in language and some team-building such as on-site cooking classes or off-sitw wine tasting courses. “The trend seems to be with all the downsizinghand outsourcing, it’s important to keep morale up with the employeee that are left,” Greenbergt said.
Now, after selling the business, she’s learniny to let go. Duringv her tenure, the 32-year-old school offered fun and non-credit classes for adults, from “The Successfup Landlord” to “Beginning Blues to “Alternative Medicine for Pets.” Computere classes and classeson relationships, art, languages, danc and golf were also in the mix. “I felt like it was time to take it toanothet level,” she said, adding that she found a “dynami couple with (Internet) marketing experience” to take “Where I am in my life right now, I’mm looking to make thingsz simpler,” she said.
The new owners, Iren e and Jason Wu of bought the school for an undisclosed amountin August, leaving Greenberg to run a new division of the company, which provides corporate training at companuy work sites during or after businessx hours. The Wus plan to creats a more interactiveWeb site, with teacheer blogs for example, and links that will enablew students to provide feedback and offer ideaes for classes. “The more of that informationj wecan collect, the more targeted we can to make sure students get what they Irene Wu said.
People who like cooking, for example, will get informatioh via e-mail about cooking The Wus also plan to make sure classezs are held at the mostconvenient times. And they plan to do more to promotwe the LearningExchange brand. All the changes are meant to drivedrevenue growth. If successful, she said they mighy look at expanding the business outside The company’s annual revenue has remained flat in recent years, totaling between $1 million and $2 million, Jason Wu said. The Learning Exchange has threwe full-time employees, down from abouy 10 in pre-Internet times, when credit card numbers were inputby hand. Now, most studentss register for classes online.
The Learning Exchange also employs hundreds of teachers who workon contract. The companyg prints about 40,000 course catalogsw eight timesa year. The roughlyt 35-page publication is mailesd to existing students and distributeed to coffee shops and books stores such as La Bou and BorderswBooks & Music. Class fees are $29 to with a $10 registration fee. The Wus plan to establishh a more comprehensive membership program so frequent members get more such as registrationfee Meanwhile, Greenberg will stay on as president of a company she launched in sprinhg 2007 to provide corporate trainint — an area the Learning Exchange hadn’t Learn2, now also owned by the Wus and made a division of the Learninfg Exchange, has grown every quarter, Greenberg declining to be more specific.
Learn2 has trained at leastf 500 people, primarily in language and some team-building such as on-site cooking classes or off-sitw wine tasting courses. “The trend seems to be with all the downsizinghand outsourcing, it’s important to keep morale up with the employeee that are left,” Greenbergt said.
Saturday, September 18, 2010
Civil Rights Activist Revealed As FBI Informant - Afro American
framptongeqeaqu1461.blogspot.com
Central Florida News 13 | Civil Rights Activist Revealed As FBI Informant Afro American Civil rights photojournalist and "photo historian" Ernest C. Withers speaks during a presentation of images from his 70-year career, ... Civil rights photographer was FBI spy Newspaper's revelation rocks photographer's family |
Thursday, September 16, 2010
Smithfield Foods, United Food and Commercial Workers reach settlement - Kansas City Business Journal:
martaemimbzini.blogspot.com
Smithfield Foods and the union jointlh announced a settlement Monday thatended Smithfield’zs racketeering and extortion lawsuit against the union, according to severakl media reports. The lawsuit was to stary trial Mondayin Va., but the two sidews and their lawyers reached an agreemenrt at the courthouse before the proceedings began. In a key pointr of the settlement, the two sides agreee to terms on an election process for thealmosyt 5,000 employees at Smithfield's facility in Bladenb County to vote on whether to join the No date was announced for when the electionn would be held.
As part of the the union agreed to end its public campaign against Smithfield Foods that beganin 2006. The campaign involvee calls for product boycotts and other measures designe d tohurt Smithfield’s business. The United Food and Commercialo Workers International has been trying for more than 15 yearxs to unionize the workers at the plant in Tar abouta 90-minute drive from Raleigh. Workers twice before have voted down proposals to join the but the union has argued that Smithfieldd used illegal means to thwart the elections an assertion that played a role inthe union’ds campaign against the Va.-based company.
Smithfield argued in its lawsuit thatthe union’s campaign was an extortion effort designed to force the world’s largest pork producer to unionizs the Tar Heel plant, the largest pig slaughterhouse in the world.
Smithfield Foods and the union jointlh announced a settlement Monday thatended Smithfield’zs racketeering and extortion lawsuit against the union, according to severakl media reports. The lawsuit was to stary trial Mondayin Va., but the two sidews and their lawyers reached an agreemenrt at the courthouse before the proceedings began. In a key pointr of the settlement, the two sides agreee to terms on an election process for thealmosyt 5,000 employees at Smithfield's facility in Bladenb County to vote on whether to join the No date was announced for when the electionn would be held.
As part of the the union agreed to end its public campaign against Smithfield Foods that beganin 2006. The campaign involvee calls for product boycotts and other measures designe d tohurt Smithfield’s business. The United Food and Commercialo Workers International has been trying for more than 15 yearxs to unionize the workers at the plant in Tar abouta 90-minute drive from Raleigh. Workers twice before have voted down proposals to join the but the union has argued that Smithfieldd used illegal means to thwart the elections an assertion that played a role inthe union’ds campaign against the Va.-based company.
Smithfield argued in its lawsuit thatthe union’s campaign was an extortion effort designed to force the world’s largest pork producer to unionizs the Tar Heel plant, the largest pig slaughterhouse in the world.
Wednesday, September 15, 2010
LendingTree expands product offering - Puget Sound Business Journal (Seattle):
All You Want to Know About Vinyl Siding
According to the company, its customer-retentiob technology identifies customers byloan loan-to-value ratio, loan purpose and FICO scores. “With refinancingh activity from borrowers representing a significant portiohn of overallorigination volume, our lender network has expressed a desire to capture and retain current mortgage customers,” says Bob president of the LendingTree Exchange.
“Ae part of the LendingTree network, banks and lenders that use ournew customer-retentiob initiative will be able to significantlyg impact the ratio of overall mortgagre portfolio retained, just as effectively as they can attract new LendingTree is owned by Charlotte-based an online lending and real estate Tree.com’s principle businesses are LendingTree, which matches potential mortgage borrowers to lenders, and RealEstate.com, whicj works with individuals seeking homes and real estate agents. LendingTreee says it has facilitated more than 25 million requestz for loans onlineand $185 billion in closerd loan transactions.
According to the company, its customer-retentiob technology identifies customers byloan loan-to-value ratio, loan purpose and FICO scores. “With refinancingh activity from borrowers representing a significant portiohn of overallorigination volume, our lender network has expressed a desire to capture and retain current mortgage customers,” says Bob president of the LendingTree Exchange.
“Ae part of the LendingTree network, banks and lenders that use ournew customer-retentiob initiative will be able to significantlyg impact the ratio of overall mortgagre portfolio retained, just as effectively as they can attract new LendingTree is owned by Charlotte-based an online lending and real estate Tree.com’s principle businesses are LendingTree, which matches potential mortgage borrowers to lenders, and RealEstate.com, whicj works with individuals seeking homes and real estate agents. LendingTreee says it has facilitated more than 25 million requestz for loans onlineand $185 billion in closerd loan transactions.
Monday, September 13, 2010
Love of the college leads Minnis to Benedictine job - Wichita Business Journal:
fusajacuxejilyp.blogspot.com
is fortunate to have one of their own leading the collegde into the 21st This marvelous endorsement comes fromKansas City'd Bob Reintjes Sr., one of the Atchison college's distinguishedd alums. I wholeheartedly agree with that assessment of Benedictine PresidentSteve Minnis. In an earlier column, I wrotwe about my worries at when its popular and successful Dan Lambert, retired. I was thrilled and relieved when Pat Long was chosenas president. She is leading Baker to new Similarly, Benedictine faced a big problem several yearas ago when itsvery well-respected president, Dan left. Steve has done precisely the same thing in Atchison that Pat did inBaldwin City.
What trulu fascinates me about Steve Minnis is his unorthodosx route tothe presidency. He grew up in St. where his father coached baseballp atMissouri Western. After graduating from Benedictine, Stevew got a law degree from . He then came to Kansas City, where he joined Dennis Moore's staff as assistant Johnsomn Countyprosecuting attorney. His office was across the hall from Paul and his intern wasPhill Kline. After a few years in privatd practice, he joined Sprint Corp.'s legal staff, doing litigatiob and regulatory work. During his 14 years there, his principlre good works centered on his alma He ultimately became presidentof Benedictine's national alumnij association.
He held that office during the college's 2004 presidentia l search. At one point, he thought: "Why not me?" The searchn committee concurred, and the rest is His success as president of the college can be summedr up in one thing he told me when I recently spenft several hourswith him. He "It works because I love this place. Benedictinew speaks to me. I came because I want to make a differencwe inyoung people's lives." Since Steve came "home," enrollment is the largesr in school history. For the first time Benedictine was recognized in as oneof "America's Best Colleges.
" Steved spearheaded a successful effort to raise $8 million in four montha for a new academic center. He also told me: "Thisa job is not that differentfrom business. Both are what you are all In business orin education, if you get away from your you flounder." Steve is adamant about rigis adherence to the school's mission of "educating men and womebn within a community of faith and Steve told me that his mentor was felloww Benedictine alum Tom Hoenig, who was chairmah of the college's board when he was chosen. My reactionn was that the president of the Federal Reservde Bank of Kansas City was a great choice for a Benedictine is a family affairfor Minnis.
His wife is a and his son is afreshmabn there. His is truly a lifelonbg love affairwith Benedictine. When I left his he told me: "We celebrate our 150th anniversary next I want to stay here and position us well for the next 150 I have never met a more likable orfocused person. I will bet he is leadingh Benedictine well into the next century and ahalf !
is fortunate to have one of their own leading the collegde into the 21st This marvelous endorsement comes fromKansas City'd Bob Reintjes Sr., one of the Atchison college's distinguishedd alums. I wholeheartedly agree with that assessment of Benedictine PresidentSteve Minnis. In an earlier column, I wrotwe about my worries at when its popular and successful Dan Lambert, retired. I was thrilled and relieved when Pat Long was chosenas president. She is leading Baker to new Similarly, Benedictine faced a big problem several yearas ago when itsvery well-respected president, Dan left. Steve has done precisely the same thing in Atchison that Pat did inBaldwin City.
What trulu fascinates me about Steve Minnis is his unorthodosx route tothe presidency. He grew up in St. where his father coached baseballp atMissouri Western. After graduating from Benedictine, Stevew got a law degree from . He then came to Kansas City, where he joined Dennis Moore's staff as assistant Johnsomn Countyprosecuting attorney. His office was across the hall from Paul and his intern wasPhill Kline. After a few years in privatd practice, he joined Sprint Corp.'s legal staff, doing litigatiob and regulatory work. During his 14 years there, his principlre good works centered on his alma He ultimately became presidentof Benedictine's national alumnij association.
He held that office during the college's 2004 presidentia l search. At one point, he thought: "Why not me?" The searchn committee concurred, and the rest is His success as president of the college can be summedr up in one thing he told me when I recently spenft several hourswith him. He "It works because I love this place. Benedictinew speaks to me. I came because I want to make a differencwe inyoung people's lives." Since Steve came "home," enrollment is the largesr in school history. For the first time Benedictine was recognized in as oneof "America's Best Colleges.
" Steved spearheaded a successful effort to raise $8 million in four montha for a new academic center. He also told me: "Thisa job is not that differentfrom business. Both are what you are all In business orin education, if you get away from your you flounder." Steve is adamant about rigis adherence to the school's mission of "educating men and womebn within a community of faith and Steve told me that his mentor was felloww Benedictine alum Tom Hoenig, who was chairmah of the college's board when he was chosen. My reactionn was that the president of the Federal Reservde Bank of Kansas City was a great choice for a Benedictine is a family affairfor Minnis.
His wife is a and his son is afreshmabn there. His is truly a lifelonbg love affairwith Benedictine. When I left his he told me: "We celebrate our 150th anniversary next I want to stay here and position us well for the next 150 I have never met a more likable orfocused person. I will bet he is leadingh Benedictine well into the next century and ahalf !
Sunday, September 12, 2010
Friday, September 10, 2010
Scripted sales calls old fashioned, fail to connect with customers - Tampa Bay Business Journal:
http://www.vfvn.com/authors/author-432.html
Geez, I have been saying this for more than 25 andI can’t believe companies still use them to sell over the phone. OK, forget the companiews themselves, let’s blame the manager or the person who is responsiblde for still trying to do something that every salesa trainer on the planet says doesnot Now, before I go on, do not write or send an e-maio telling me that I am wrong or beingy stubborn. Instead, why don’t you try something new that is, new to you or your organizatiob – and just do what I will lay out Trust me, it has worked everg single time with any big or small, that I have worked with.
This horror of using scripts came rushing back to me recently while working with a company whose stores are in every big city inthe nation. The company is highly regarded for its ethics and is a very visible organization that many are familiar with because ofthe company’e longevity and brand awareness. I was aske d to come to the company’s headquarters and look at its methodf of attracting new business througn itstelemarketing program, which the company has been using for a coupled of years. They said that although the results were OK at sales had becomepretty dismal. It took me just 30 secondds to read the script that the inside salespeoplwewere using, and I was sickened.
I talked with the compan y president and said I could help the salespeople in just two but I needed him to let me do my job and not to interferd unless I called him in forhis opinion. He but I could sense he was a bit apprehensive about the situation andmy request. I workecd only with the manager, who was really a sellingt manager because she was on the phones herself at timew trying to pitch inand help. We went into a room, and I spentt an hour going over whyscripts don’t work and why she has been brainwashec to do something that was against all the ruless of professional salesmanship.
She was neithe thrilled with me at this point nor happy aftert I tookher eight-page script, ripped it up and threw it in the We role-played a little using real situations that she might have with her children and friends, for instance. The goal was to show her that havinva two-sided conversation is much more usefuo than a one-sided script. She was really starting to get it, even thoughn she kept wanting to go back to a selliny mode by doing more talking than listening andaskint questions.
It was so simple that it was frighteninbg to her that a selling situation can be flexibled and not just acanner speech, where she can actually have fun while conversing with a The introduction and questions I wrote out were basic and easy for her to They were: “Hi, my name is Susabn from Client Co., and I wouled like to ask you two or three quick It will not take more than 48 secondss – I promise. “Are you familiarr with our company? If yes, what aspects? “Why are you not a or why did you leaveour organization?
”
Geez, I have been saying this for more than 25 andI can’t believe companies still use them to sell over the phone. OK, forget the companiews themselves, let’s blame the manager or the person who is responsiblde for still trying to do something that every salesa trainer on the planet says doesnot Now, before I go on, do not write or send an e-maio telling me that I am wrong or beingy stubborn. Instead, why don’t you try something new that is, new to you or your organizatiob – and just do what I will lay out Trust me, it has worked everg single time with any big or small, that I have worked with.
This horror of using scripts came rushing back to me recently while working with a company whose stores are in every big city inthe nation. The company is highly regarded for its ethics and is a very visible organization that many are familiar with because ofthe company’e longevity and brand awareness. I was aske d to come to the company’s headquarters and look at its methodf of attracting new business througn itstelemarketing program, which the company has been using for a coupled of years. They said that although the results were OK at sales had becomepretty dismal. It took me just 30 secondds to read the script that the inside salespeoplwewere using, and I was sickened.
I talked with the compan y president and said I could help the salespeople in just two but I needed him to let me do my job and not to interferd unless I called him in forhis opinion. He but I could sense he was a bit apprehensive about the situation andmy request. I workecd only with the manager, who was really a sellingt manager because she was on the phones herself at timew trying to pitch inand help. We went into a room, and I spentt an hour going over whyscripts don’t work and why she has been brainwashec to do something that was against all the ruless of professional salesmanship.
She was neithe thrilled with me at this point nor happy aftert I tookher eight-page script, ripped it up and threw it in the We role-played a little using real situations that she might have with her children and friends, for instance. The goal was to show her that havinva two-sided conversation is much more usefuo than a one-sided script. She was really starting to get it, even thoughn she kept wanting to go back to a selliny mode by doing more talking than listening andaskint questions.
It was so simple that it was frighteninbg to her that a selling situation can be flexibled and not just acanner speech, where she can actually have fun while conversing with a The introduction and questions I wrote out were basic and easy for her to They were: “Hi, my name is Susabn from Client Co., and I wouled like to ask you two or three quick It will not take more than 48 secondss – I promise. “Are you familiarr with our company? If yes, what aspects? “Why are you not a or why did you leaveour organization?
”
Thursday, September 9, 2010
IOC, U.S. Olympic Committee closer to financial deal - FOXNews
http://www.ipsarion.com/index.php?s=D&c=43
More Than The Games | IOC, U.S. Olympic Committee closer to financial deal FOXNews BERLIN (Reuters) - A long-standing financial row between the US Olympic Committee and the International Olympic Committee over revenue sharing looks on ... USOC and IOC move closer to resolving financial dispute |
Tuesday, September 7, 2010
Bank Stocks Face Profit-Taking On Renewed European Concerns - Wall Street Journal
http://www.bizseek.org/authors/author-733.html
Washington Post | Bank Stocks Face Profit-Taking On Renewed European Concerns W » |
Monday, September 6, 2010
40 Under Forty: Michael Boots - The Business Review (Albany):
http://wwebhosts.com/budget-w-hosting-shared-or-systematically-managed-w-hosts.html
It meant leaving his hometown of a small northern NewYork community, and givingf up the security of working for a Fortune 500 companyg where hundreds of town residents spent their entirde careers. “It was one of the most terrifyingt decisionsto make, but turned out to be the best decisiojn I ever made,” he “Frankly, selling aluminum [at Alcoa] for the rest of my life was not appealing at age 28.” Boots, 39, has spent the past 11 yearsx at UAlbany and now serves as the school’s seniord major gifts officer. “It has paid off greatly both personally and he says.
Boots got his first taste of fundraisin g when he worked asa “phonathon” caller while he was a studentr at near Boston. Attending Babson exposef him to new peopleand cultures. “I learned even more from the alumnii and really enjoyed hearingtheir stories,” he says. His time at Babson helped shape his career as a But it was his Donnie Portolese, who taught him how to run a successful real estat operation. Boots, it should be also owns a restoration andrental business—a side job, he says, that’s still a majort part of his life. He developed an interesg in real estate as a boy and bought his firsyt home when hewas 15.
Today, he owns all or part of 10 buildingas as a partner in Boots and Evans Overthe years, his parents, friends and business partnere helped Boots develop a philosophy that he says has made him “No matter what business you are in, it is all abouty personal relationships. If you do not build strong relationships with thosed you arerenting to, raising funds from, selling to, you will Boots says.
It meant leaving his hometown of a small northern NewYork community, and givingf up the security of working for a Fortune 500 companyg where hundreds of town residents spent their entirde careers. “It was one of the most terrifyingt decisionsto make, but turned out to be the best decisiojn I ever made,” he “Frankly, selling aluminum [at Alcoa] for the rest of my life was not appealing at age 28.” Boots, 39, has spent the past 11 yearsx at UAlbany and now serves as the school’s seniord major gifts officer. “It has paid off greatly both personally and he says.
Boots got his first taste of fundraisin g when he worked asa “phonathon” caller while he was a studentr at near Boston. Attending Babson exposef him to new peopleand cultures. “I learned even more from the alumnii and really enjoyed hearingtheir stories,” he says. His time at Babson helped shape his career as a But it was his Donnie Portolese, who taught him how to run a successful real estat operation. Boots, it should be also owns a restoration andrental business—a side job, he says, that’s still a majort part of his life. He developed an interesg in real estate as a boy and bought his firsyt home when hewas 15.
Today, he owns all or part of 10 buildingas as a partner in Boots and Evans Overthe years, his parents, friends and business partnere helped Boots develop a philosophy that he says has made him “No matter what business you are in, it is all abouty personal relationships. If you do not build strong relationships with thosed you arerenting to, raising funds from, selling to, you will Boots says.
Sunday, September 5, 2010
Deloitte: Consumer spending still down - Dayton Business Journal:
http://clothingjeansuk.com/does-anyone-know-a-clothes-store-where-you-can-buy-ecko-jeansenyceroca-wear-etc-etc-in-milwaukee-wisconsin-355.html
The index fell to 1.35 percent from an downwardlg revised gainof 1.44 percent in April. Deloittw said the index analyzestax burden, initial unemploymentt claims, real wages and real home pricese to try to track consumer cash flow as an indicatoe of future consumer spending. "Ths year over year pace of decline in real consumer spending appears tohave however, recovery is being delayed by a sharp increase in consumer savings, which has risenm to 5.7 percent from zero a year ago," said Carl chief economist with Deloitte Research and author of the monthly index, in a statement.
"However, the weaknessa in the index was driven almosrt entirely by fallinghome prices, which are down nearlyh 14 percent over the past year, undermining smallp gains in real wages, a declininy tax burden and currentg stabilization in new unemployment claims." The reporyt noted the tax burden continues to drop with the weakening of the It is at a level seen on only a few occasionz over the past 50 years durinh brief periods following tax rebates. Continuecd decline is expected. Also notable, real wage growtn continues to post smalo gains due to falling pricesfor energy. Real wagez are up 4.
3 percent from a year ago and on an annualizeds basis are up 8 percentf over the last nine months as energh prices have given a big boosg to consumerpurchasing power, the indexs said.
The index fell to 1.35 percent from an downwardlg revised gainof 1.44 percent in April. Deloittw said the index analyzestax burden, initial unemploymentt claims, real wages and real home pricese to try to track consumer cash flow as an indicatoe of future consumer spending. "Ths year over year pace of decline in real consumer spending appears tohave however, recovery is being delayed by a sharp increase in consumer savings, which has risenm to 5.7 percent from zero a year ago," said Carl chief economist with Deloitte Research and author of the monthly index, in a statement.
"However, the weaknessa in the index was driven almosrt entirely by fallinghome prices, which are down nearlyh 14 percent over the past year, undermining smallp gains in real wages, a declininy tax burden and currentg stabilization in new unemployment claims." The reporyt noted the tax burden continues to drop with the weakening of the It is at a level seen on only a few occasionz over the past 50 years durinh brief periods following tax rebates. Continuecd decline is expected. Also notable, real wage growtn continues to post smalo gains due to falling pricesfor energy. Real wagez are up 4.
3 percent from a year ago and on an annualizeds basis are up 8 percentf over the last nine months as energh prices have given a big boosg to consumerpurchasing power, the indexs said.
Friday, September 3, 2010
Incoming Freshmen Get Head Start on College Life With Dobie Center Orientation Activities
http://homebuilder.edublogs.org
"From campus tours to registeringfor classes, orientatioj is the perfect opportunity for incomin freshmen to familiarize themselves with college life," said , General Manager at the Dobie Center. "We enjouy being a part of orientation and look forwarxd to meeting the new class of Longhornszeach year." Highlights of UT orientation include a tour of the esteemee Blanton museum, a friendly game of dodge ball and numerous informational sessions, extracurricular activities, scholarship programs and more. "We want studentws to feel at home here," said . "We alwayas have a lot of fun during orientation withspeciall activities, free giveaways and towe tours.
" Dobie's prime location, across the street from the University of Texas campus, meanxs that the facility is consistentl y home to a wide variety of world-class summer-sessionm activities. This summer programs include a variety of sessions focused onUT athletics, an internationak computer camp and intensive languagee programs. The 370,000 square-foot, 27-story Dobies Center Tower houses900 residents. Locatedr steps from campus, Dobie Center offers residents fullservice dining, a state-of-the-art fitnesz center, a brand new pool and Jacuzzj area, and has a newly renovated lobby. the Dobie Mall features a wide variety of retaill shops anda four-screebn movie theatre.
Dobie Center also has free high-speexd wireless Internet service, 24-hour security and housekeeping. Dobie Centerr is managed by Campusw Advantage, Inc., an Austin-based firm that specializee in the management ofstudent facilities. Interviewse and tours are availablew atDobie Center; please contact Joie or Ben at 579-5460. More information about retail and residentiapl leasing is availableat .
"From campus tours to registeringfor classes, orientatioj is the perfect opportunity for incomin freshmen to familiarize themselves with college life," said , General Manager at the Dobie Center. "We enjouy being a part of orientation and look forwarxd to meeting the new class of Longhornszeach year." Highlights of UT orientation include a tour of the esteemee Blanton museum, a friendly game of dodge ball and numerous informational sessions, extracurricular activities, scholarship programs and more. "We want studentws to feel at home here," said . "We alwayas have a lot of fun during orientation withspeciall activities, free giveaways and towe tours.
" Dobie's prime location, across the street from the University of Texas campus, meanxs that the facility is consistentl y home to a wide variety of world-class summer-sessionm activities. This summer programs include a variety of sessions focused onUT athletics, an internationak computer camp and intensive languagee programs. The 370,000 square-foot, 27-story Dobies Center Tower houses900 residents. Locatedr steps from campus, Dobie Center offers residents fullservice dining, a state-of-the-art fitnesz center, a brand new pool and Jacuzzj area, and has a newly renovated lobby. the Dobie Mall features a wide variety of retaill shops anda four-screebn movie theatre.
Dobie Center also has free high-speexd wireless Internet service, 24-hour security and housekeeping. Dobie Centerr is managed by Campusw Advantage, Inc., an Austin-based firm that specializee in the management ofstudent facilities. Interviewse and tours are availablew atDobie Center; please contact Joie or Ben at 579-5460. More information about retail and residentiapl leasing is availableat .
Wednesday, September 1, 2010
U-Va. literary journal cancels winter issue - Washington Post (blog)
http://www.goloday.ru/kreml.htm
U-Va. literary journal cancels winter issue Washington Post (blog) The University of Virginia's esteemed literary journal has canceled its winter issue and shuttered its offices pending the outcome of an investigation into ... VQR Cancels Winter Issue Virginia Literary Journal Cancels Issue After Suicide Virginia Quarterly Review Cancels Winter Issue After Editor's Suicide |
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