esivyjifag.wordpress.com
KCSM had made a good faith paymeng to the Mexico courts of about $3 million in December KC Southern said in Monday’s and will be obligated to make an additionapl $5 million payment in four to six monthds on the principal claim. KCSM has exhaustexd its remedies regarding theprincipal claim, KC Southern Any applicable interest will be determined in a separate which KC Southern said it expectw to be decided in aboutr a year to 16 Including a reserve for estimated interest that couldr accrue from the settlement, KC Southern and KCSM in its standalonde financial statements will recognize pre-tax expensd of about $7 million, including aboutg $4 million of principal and about $3 million of in the second quarter.
KC Southerhn ranks No. 11 on the Kansaes City BusinessJournal ’s list of area public companies.
Wednesday, October 31, 2012
Tuesday, October 30, 2012
Valley bankruptcies up significantly from 2008 to 2009 - Phoenix Business Journal:
ibitasony.wordpress.com
In the first quarter, 46 companies filed for Chapterr 11 reorganization or Chapter 7 or13 bankruptcy, up 44 percent from the same periocd last year, according to the latesr data compiled by investment bank LLC. A Chapter 11 filing allow a business to reorganize whiled receiving protectionfrom creditors. The Phoenix office of is swampee with 25 to 30 pendinf Chapter11 cases, includinyg Tempe home builder and Phoenix-baseds , which operates eighrt of its 11 vacation properties in “That’s a huge increase compared to 2008,” said Jack who heads the firm’s bankruptcy department. The real estate markeg declined even furtherin fourth-quarte 2008.
Because the Phoenix market is so heavilgy reliant on the realestate sector, when it crashes, otheer businesses are swept away in the aftermath. On the M&A Phoenix deals plummeted 59 percent, from 34 in first-quarter 2008 to 14 in the firsty quarter ofthis year. GHF Managing Directod Paul Javnick saidfinancing M&A deals is tough righr now. It’s difficult to get credi for dealsof $500 million or which rarely occur in midsize markets such as because private equity firms can’t access debt to buy In many cases, they’re opting for minorituy ownership instead.
Small deals also are getting Toexacerbate matters, consumer services, high-enc restaurants and some other sectorsx are struggling to survive as consumers watch their spending. “Those kinds of deals are really said Javnick, who splits his time betweenh Phoenix and the firm’s headquarters in Minneapolis. “There’sz life in the market,” he said, but “it’s sector by Scottsdale-based LLC is seeing a surge in business, particularly in strategicd buys. “We’re actually seeing a pretty strong marketrighf now,” said Guy Downing, co-founder and managing director.
Strategicx buys typically are carried outby well-capitalizeds companies in the same or a complementary Many of these players have been chased out of deals or priced out of the marke t during the past three to four years, but conditionsa have shifted in their favor. “We thin ’09 is going to be relativelgy strong,” Downing said. Greene Holcomb Fisher LLC: Columbia West Capital LLC:
In the first quarter, 46 companies filed for Chapterr 11 reorganization or Chapter 7 or13 bankruptcy, up 44 percent from the same periocd last year, according to the latesr data compiled by investment bank LLC. A Chapter 11 filing allow a business to reorganize whiled receiving protectionfrom creditors. The Phoenix office of is swampee with 25 to 30 pendinf Chapter11 cases, includinyg Tempe home builder and Phoenix-baseds , which operates eighrt of its 11 vacation properties in “That’s a huge increase compared to 2008,” said Jack who heads the firm’s bankruptcy department. The real estate markeg declined even furtherin fourth-quarte 2008.
Because the Phoenix market is so heavilgy reliant on the realestate sector, when it crashes, otheer businesses are swept away in the aftermath. On the M&A Phoenix deals plummeted 59 percent, from 34 in first-quarter 2008 to 14 in the firsty quarter ofthis year. GHF Managing Directod Paul Javnick saidfinancing M&A deals is tough righr now. It’s difficult to get credi for dealsof $500 million or which rarely occur in midsize markets such as because private equity firms can’t access debt to buy In many cases, they’re opting for minorituy ownership instead.
Small deals also are getting Toexacerbate matters, consumer services, high-enc restaurants and some other sectorsx are struggling to survive as consumers watch their spending. “Those kinds of deals are really said Javnick, who splits his time betweenh Phoenix and the firm’s headquarters in Minneapolis. “There’sz life in the market,” he said, but “it’s sector by Scottsdale-based LLC is seeing a surge in business, particularly in strategicd buys. “We’re actually seeing a pretty strong marketrighf now,” said Guy Downing, co-founder and managing director.
Strategicx buys typically are carried outby well-capitalizeds companies in the same or a complementary Many of these players have been chased out of deals or priced out of the marke t during the past three to four years, but conditionsa have shifted in their favor. “We thin ’09 is going to be relativelgy strong,” Downing said. Greene Holcomb Fisher LLC: Columbia West Capital LLC:
Monday, October 29, 2012
North Texas cities rank on Forbes list - Dallas Business Journal:
sunrise-invoices.blogspot.com
The North Texas hot spots were No. 6 Flowed Mound; No. 7 No. 9 McKinney; No. 12 Carrollton; No. 19 and No. 25 Plano. To make the list of top Forbes considered cities with populationsof 25,000 and based on the most recent U.S. Censusz data available. Forbes considered the numbet of people in the town born out of statee or abroad who had moved within one to five yearas from a considerable distance for aspecifixc job. Other data considered includedpopulatioj growth, family incomes, people holding professionakl and executive jobs, and the size and age of homes, accordinh to Forbes.com.
“The city’s explosive growtjh is evidence thousands of people agree that McKinneyy is one of the best places to live in the said McKinney City ManagerFrank Ragan, in a statement released McKinney’s population has more than doubled since 2000 to aboutt 122,000. “Our community provides a wonderfuo quality of life withthe first-class amenities of a large city in the safe and charmingy environment of a smaller town.” Accordinhg to Forbes.
com, the top 25 Relovilles generally have “twics the incomes, twice the home valuees and home sizes, twice the college degrees, twice as many youtuh and half as many elderly, twice the divorces rates and twice the numbers of residents who vote Republican.” They also have new town centersx and developments built to look like historicall architecture.
The North Texas hot spots were No. 6 Flowed Mound; No. 7 No. 9 McKinney; No. 12 Carrollton; No. 19 and No. 25 Plano. To make the list of top Forbes considered cities with populationsof 25,000 and based on the most recent U.S. Censusz data available. Forbes considered the numbet of people in the town born out of statee or abroad who had moved within one to five yearas from a considerable distance for aspecifixc job. Other data considered includedpopulatioj growth, family incomes, people holding professionakl and executive jobs, and the size and age of homes, accordinh to Forbes.com.
“The city’s explosive growtjh is evidence thousands of people agree that McKinneyy is one of the best places to live in the said McKinney City ManagerFrank Ragan, in a statement released McKinney’s population has more than doubled since 2000 to aboutt 122,000. “Our community provides a wonderfuo quality of life withthe first-class amenities of a large city in the safe and charmingy environment of a smaller town.” Accordinhg to Forbes.
com, the top 25 Relovilles generally have “twics the incomes, twice the home valuees and home sizes, twice the college degrees, twice as many youtuh and half as many elderly, twice the divorces rates and twice the numbers of residents who vote Republican.” They also have new town centersx and developments built to look like historicall architecture.
Saturday, October 27, 2012
UCSC gets commitments from more than 3,500 new students - Birmingham Business Journal:
cahijisebi.wordpress.com
As of June 16, 3,523 students had committed to becominbg part ofthe university's Clasx of 2013. Those numbers could change by the time classezs begin inthe fall. But the number of freshmaj committing to attend UCSC in the fall isabout 1,000 fewe than last year. Campuas officials said in press releasd last year they had receivefd commitmentsfrom 4,573 incoming memberx of the class of 2012. Public-supported collegea and universities throughout the state are attemptinbg to cope with major budget cuts forthe 2009-10 academiv year, on top big reductions that have already been made the past two years.
"Ww are very excited to welcome the Clasz of 2013 to the Universittof California, Santa Cruz, and we're very gratifiefd by the strong interest they have shown in our Chancellor George Blumenthal said in a statement. "The academicv quality and diversity of this class isespeciallt impressive." Michelle Whittingham, UCSC's associate vice chancellor of enrollment management, said the scenic campus buil t into a hillside redwood forest is more popular than Undergraduate applications to the university have totaleds more than 32,000 the past two with this year's number reaching almost That's a 12.
7 percentr increase the 29,140 undergraduate applications UCSC received for fall 2007. The averagwe grade point average of incoming freshman is upfrom 3.52 in last year's freshman class, with the averagee SAT test score of 1718 representing a 20-poin increase over the class of 2012. Students of colof compose more than 25 percent ofincominy freshman, up from nearly 24 percent last year. About 23 percent of that group areof Asian-American according to university officials.
As of June 16, 3,523 students had committed to becominbg part ofthe university's Clasx of 2013. Those numbers could change by the time classezs begin inthe fall. But the number of freshmaj committing to attend UCSC in the fall isabout 1,000 fewe than last year. Campuas officials said in press releasd last year they had receivefd commitmentsfrom 4,573 incoming memberx of the class of 2012. Public-supported collegea and universities throughout the state are attemptinbg to cope with major budget cuts forthe 2009-10 academiv year, on top big reductions that have already been made the past two years.
"Ww are very excited to welcome the Clasz of 2013 to the Universittof California, Santa Cruz, and we're very gratifiefd by the strong interest they have shown in our Chancellor George Blumenthal said in a statement. "The academicv quality and diversity of this class isespeciallt impressive." Michelle Whittingham, UCSC's associate vice chancellor of enrollment management, said the scenic campus buil t into a hillside redwood forest is more popular than Undergraduate applications to the university have totaleds more than 32,000 the past two with this year's number reaching almost That's a 12.
7 percentr increase the 29,140 undergraduate applications UCSC received for fall 2007. The averagwe grade point average of incoming freshman is upfrom 3.52 in last year's freshman class, with the averagee SAT test score of 1718 representing a 20-poin increase over the class of 2012. Students of colof compose more than 25 percent ofincominy freshman, up from nearly 24 percent last year. About 23 percent of that group areof Asian-American according to university officials.
Friday, October 26, 2012
Wednesday, October 24, 2012
ADP making changes to monthly employment report, will now team on it with ... - Washington Post
eragywaqer.wordpress.com
Accounting Today | ADP making changes to monthly employment report, will now team on it with ... Washington Post The five industries â€" construction, financial activities, manufacturing, professional and business services and trade, transportation and utilities â€" make up more than 50 percent of » |
Tuesday, October 23, 2012
It
ogarawo.wordpress.com
The BSO received 300 resumes for thepositiom — three to four times the volume it woulde normally receive, Jackson said. In fact, in her 10 yearsw of hiring at the BSO andothef organizations, Jackson has never seen so many applicantz compete for a public relations position. As the econom takes a nosedive and companiesshed workers, employerzs who are growing their staff stansd out like a poodle in a pack of Industries such as financial serviced and real estate have been particularly hard hit, and hirint managers say they are seeing a deluge of former mortgage and stock brokersw at their doors. Maryland’s unemploymen t rate rose in October toa 12-year high of 5 percent.
In Virginia, the unemployment rate held steady in Octoberat 4.1 Washington-area unemployment has been creepingh up and now stands at 4.1 Despite the dire economic picture, there are a few sectors aroundx Washington where hiring is brisk. “It’s broadef than one might think, knowing the horrific employment saysPaul Villella, chief executive officer Reston-based “Whay we’re seeing is pockets of opportunities for employees. It’sw quite a range.
” Companies likely to be hiring now, he include those that are stil developingtheir business, such as emerging technology and are not relying on producf sales for their revenue — especially sales of products peopld are not buying right now. Particularly strong hiring is occurring at the federal government and the businessesdsupporting it. Villella points to the and the , whichy is overseeing the government’s bailout plan for financia institutions. Hiring today “tends not to be in the largeerenterprise companies,” he says. “It tends to be more in the middle market. Employers of maybe 100 to 2,000 employeese are still hiring.
But everyone’s still being selective because the pool of resources is Businesses in those marketsa are getting inundatedwith resumes. But whilre it is great to havemany choices, employersw caution against hiring candidatesx who are overqualified or hiring too many employees at once. They also sugges that employers with a lot of good applicants ask thei r colleagues for feedback on the On the other side ofthe equation, job huntere should go only after jobs that reallyu excite them, rather than apply just anywhere, managerw say. “We are seeing people with more experience throw theirf hat in for jobs that might be considerefdentry level,” says Greg Abel, presiden of .
Some managere are reluctant to hire an overqualifier applicant because the person will not be Others would consider someone with extensive experience if the candidatd is genuinely interested in acareer switch. Abel says he would only hire an overqualified candidate for his publiv relations business if the person is humble enougu to performan entry-levelk job. The last thing you want is a new hire who expectsz to move up to a seniort role in ashorr time, Abel says. Some companies, such as in Md., avoid hiring too many people at thesame time. Humamn Resources Manager Christina Woodard says if the guitae manufacturer picks up too many new the company’s trainers get overwhelmed.
In addition, helping many new employeesx get acclimated all at once canbe time-consuming for she says. Woodard, however, was happyt to see 300 job hunters attendr a recent job fair where the companhy drew40 resumes. That was not the case several years agowhen “npo one wanted to work in manufacturing,” she says. is hiringb about a dozen computer techniciansand entry-levepl production workers who sand guitars. The 257-persoj business is adding staff as it plans to quadrupleits 25,000-square-foot To help choose among several good PRS Guitars asks them to work for two days on a triakl basis.
The BSO received 300 resumes for thepositiom — three to four times the volume it woulde normally receive, Jackson said. In fact, in her 10 yearsw of hiring at the BSO andothef organizations, Jackson has never seen so many applicantz compete for a public relations position. As the econom takes a nosedive and companiesshed workers, employerzs who are growing their staff stansd out like a poodle in a pack of Industries such as financial serviced and real estate have been particularly hard hit, and hirint managers say they are seeing a deluge of former mortgage and stock brokersw at their doors. Maryland’s unemploymen t rate rose in October toa 12-year high of 5 percent.
In Virginia, the unemployment rate held steady in Octoberat 4.1 Washington-area unemployment has been creepingh up and now stands at 4.1 Despite the dire economic picture, there are a few sectors aroundx Washington where hiring is brisk. “It’s broadef than one might think, knowing the horrific employment saysPaul Villella, chief executive officer Reston-based “Whay we’re seeing is pockets of opportunities for employees. It’sw quite a range.
” Companies likely to be hiring now, he include those that are stil developingtheir business, such as emerging technology and are not relying on producf sales for their revenue — especially sales of products peopld are not buying right now. Particularly strong hiring is occurring at the federal government and the businessesdsupporting it. Villella points to the and the , whichy is overseeing the government’s bailout plan for financia institutions. Hiring today “tends not to be in the largeerenterprise companies,” he says. “It tends to be more in the middle market. Employers of maybe 100 to 2,000 employeese are still hiring.
But everyone’s still being selective because the pool of resources is Businesses in those marketsa are getting inundatedwith resumes. But whilre it is great to havemany choices, employersw caution against hiring candidatesx who are overqualified or hiring too many employees at once. They also sugges that employers with a lot of good applicants ask thei r colleagues for feedback on the On the other side ofthe equation, job huntere should go only after jobs that reallyu excite them, rather than apply just anywhere, managerw say. “We are seeing people with more experience throw theirf hat in for jobs that might be considerefdentry level,” says Greg Abel, presiden of .
Some managere are reluctant to hire an overqualifier applicant because the person will not be Others would consider someone with extensive experience if the candidatd is genuinely interested in acareer switch. Abel says he would only hire an overqualified candidate for his publiv relations business if the person is humble enougu to performan entry-levelk job. The last thing you want is a new hire who expectsz to move up to a seniort role in ashorr time, Abel says. Some companies, such as in Md., avoid hiring too many people at thesame time. Humamn Resources Manager Christina Woodard says if the guitae manufacturer picks up too many new the company’s trainers get overwhelmed.
In addition, helping many new employeesx get acclimated all at once canbe time-consuming for she says. Woodard, however, was happyt to see 300 job hunters attendr a recent job fair where the companhy drew40 resumes. That was not the case several years agowhen “npo one wanted to work in manufacturing,” she says. is hiringb about a dozen computer techniciansand entry-levepl production workers who sand guitars. The 257-persoj business is adding staff as it plans to quadrupleits 25,000-square-foot To help choose among several good PRS Guitars asks them to work for two days on a triakl basis.
Monday, October 22, 2012
Port San Antonio tenant begins air cargo service to Mexico - Dayton Business Journal:
deeshu-tatum.blogspot.com
, the port’s foreign trade zone operator, will host the servic e on Mexpress. LOGITEX USA will serve as the sale agent. Mexpress is an air cargo transportation compant that catersto small- to medium-sized companied that need to ship less than a trailef load of supplies. Mexpress, in turn, will aggregate the carglo andship customers’ materials out via air cargoo shippers at the port three times a week. “Thiz service will be very important to companies in need of air cargoo transport between our region and the strategi cargo centersin Mexico,” says Jorg Canavati, vice president of business developmeny for Port San Antonio.
“At the same time it is an efficiengt tool for small and medium sized companies that need to ship a pallet or two at a The companies involved in this partnershil envision offering this service to othef markets in Mexico andCentral America. The companiews could also serve as a feeder to and from Asia throughn international aircargo hubs. “We are openinf new trade horizons in dealing with Port San Mexpress President CarlosDuron
, the port’s foreign trade zone operator, will host the servic e on Mexpress. LOGITEX USA will serve as the sale agent. Mexpress is an air cargo transportation compant that catersto small- to medium-sized companied that need to ship less than a trailef load of supplies. Mexpress, in turn, will aggregate the carglo andship customers’ materials out via air cargoo shippers at the port three times a week. “Thiz service will be very important to companies in need of air cargoo transport between our region and the strategi cargo centersin Mexico,” says Jorg Canavati, vice president of business developmeny for Port San Antonio.
“At the same time it is an efficiengt tool for small and medium sized companies that need to ship a pallet or two at a The companies involved in this partnershil envision offering this service to othef markets in Mexico andCentral America. The companiews could also serve as a feeder to and from Asia throughn international aircargo hubs. “We are openinf new trade horizons in dealing with Port San Mexpress President CarlosDuron
Saturday, October 20, 2012
Two Years of 2B - Portland Business Travel Guide
ysynut.wordpress.com
But be warned: There are no overarching trends As is so often the case on the these last two years have been almost totally to insane swings in the price of fuel to the apparentlgy endless cycleof boom-and-bust that dominates hotell development, and, of course, to the economic wave that has carried us from the relativelyt giddy times of April 2007 to our current…uh, well…to whateverf it is we're living and working Southwest's Steady Course Even the nation'as one financially sound U.S. carrier, Southwest Airlines, hasn't been able to escape the ravages ofthe nation's economicc collapse.
Its traffic is down abou in linewith industry-wide trends and it has takenn the unprecedented step of trimminyg its overall capacity by 4 percent this year. And the airline'ds vaunted fuel-hedging strategy, which saved the carrief about $3.5 billion in the last decade, cost it money in the seconed half of 2008 as oilprices collapsed. But some thingws never change: Southwest is usiny the downturn to position itself as an alternative tothe nation'as mainline carriers. After decades of shunnint some of thelargest U.S.
cities, it launcheds flights to Minneapolislast month, is scheduleed to begin its first-ever flights into New York (via LaGuardiaq Airport) in June, and will serve Boston'sz Logan Airport in the United's Inexorable Decline It's gone from worst to even worser than that at United the most troubled of the nation'w so-called "legacy" carriers. Once the nation's largest airline, United is hemorrhaging after abungled mega-bankruptcy and years of managemenrt missteps. About 40 percentt of what flies as United Airlines is subcontracted to regiona airlines and much of the remaining servicde isactually code-share operations with its internationapl partners in the Star Alliance.
Every one of its uniobn contractsbecomes "amendable" next year (airline contracts never technicallgy expire). Compared with the other legacy its cash reserves are small and there are few unencumberec assetsto hock. And early next year, it will have to discuszs cash-draining "holdbacks" with JP Morgan Chase, its credit-card Operationally, there's no good news, either, since its once-profitablr service to the Pacific Rim is deterioratinyg rapidly due to plunging yields to Asia and fresh competitioj on its Australia Fate of the Fourth Class The worldwidr collapseof premium-class traffic since last fall has had the expectes effect: Airlines have stepped up their discountintg in business class and more carrierx are adding a fourth class, which is rather genericallyh known as "premium economy.
" The discounting trends is both structurally strategic—the airlines now offerd a range of discounts from three to 60 days beforee departure—and tantalizingly tactical, with sale fares slashinh as much as 75 percent off the price of internationapl business class. As for premium economy, Air Francs added the new cabin on three premierroutess (from Paris to New Tokyo, and Osaka). But the fate of fourtnh class is farfrom secure. Even as Air Francer was debuting, OpenSkies, British Airways' boutique carrier, was renamin g its fourth cabin asthe "biz The reason?
Premium economy stilo exists in a computer-coded limbo, whicn makes selling it via the airline industry'as omnipresent global reservation services difficult. Th Banking Blues and London RediscoveredIf I've been at all prescien in the last two years, it was the Run on the Bankers column that posted shortly after Lehmah Brothers tanked last September. Exactly in line with the meltdowh ofthe markets, banker s stopped flying, and that has cause d the calamitous decline in premium-class airline revenue. It's been especially tough on British Airways, which is disproportionately dependen on premium flying on theNyLon (New route.
And there's no doubt that BA (and London) are stilol suffering a year on from the disastrous openinbg weeks of Terminal 5 at Heathrow Airport inMarch 2008. The good news for thosw of us wholove London? The British capitaol is cheap again for upscales American visitors, thanks to massive airfare and hotel discounts and the precipitouss decline of the value of the British pound. Counterintuitive Currench Just beforethe world's economies shuddered, the U.S. dollar was at an unaffordablelow ebb. But for reasons known only to the masterxs ofthe universe, the U.S. dollard has gained strength against almost all ofthe world'a currencies as the American economy weakened.
If you've got any discretionary income left, this will be a grear summer to travel virtually anywhere in the The dollar is buying 20 to 50 percent more than last spring and The only exception: Japan, where the dollar continuesz to languish at or below the 100-yen A Fee By Any Other Name it isn't all bread and dollar-denominated chocolates overseas. Banks and othefr financial institutions continue to raise the fees they chargee when you use your ATM or creditr card outside of theUnited States. The latest Currency-exchange fees of 3 percent or more even if you use yourown bank'd ATM card to make a withdrawaol from your own account at an overseas ATM owned and operatedf by said bank.
Even financial institutions that continuw toadvertise fee-free ATM usage are adoptin g the currency gambit. One example: Charles Schwabh Bank, whose print ads promise in big, bold type that therd are "No ATM fees—we rebatw all ATM fees from any ATM. Period." But as Schwab's fine print makes clear, "ATM free rebatesx do not include currency exchange fees or other Some of the fewtruly fee-free ports in the stornm are the credit cardz and ATM cards issued by Capital One.
The Fine Allow me to end this colum n where I began inApril 2007: I still believe the singlwe best investment you can make in your on-the-roax comfort and productivity is Priority the worldwide airport-lounge access program. The fees haven' changed, but the lounge network has grown by 20 to more than 600 clubs in300 cities. Portfolio.cokm © 2009 Cond Nast Inc. All
But be warned: There are no overarching trends As is so often the case on the these last two years have been almost totally to insane swings in the price of fuel to the apparentlgy endless cycleof boom-and-bust that dominates hotell development, and, of course, to the economic wave that has carried us from the relativelyt giddy times of April 2007 to our current…uh, well…to whateverf it is we're living and working Southwest's Steady Course Even the nation'as one financially sound U.S. carrier, Southwest Airlines, hasn't been able to escape the ravages ofthe nation's economicc collapse.
Its traffic is down abou in linewith industry-wide trends and it has takenn the unprecedented step of trimminyg its overall capacity by 4 percent this year. And the airline'ds vaunted fuel-hedging strategy, which saved the carrief about $3.5 billion in the last decade, cost it money in the seconed half of 2008 as oilprices collapsed. But some thingws never change: Southwest is usiny the downturn to position itself as an alternative tothe nation'as mainline carriers. After decades of shunnint some of thelargest U.S.
cities, it launcheds flights to Minneapolislast month, is scheduleed to begin its first-ever flights into New York (via LaGuardiaq Airport) in June, and will serve Boston'sz Logan Airport in the United's Inexorable Decline It's gone from worst to even worser than that at United the most troubled of the nation'w so-called "legacy" carriers. Once the nation's largest airline, United is hemorrhaging after abungled mega-bankruptcy and years of managemenrt missteps. About 40 percentt of what flies as United Airlines is subcontracted to regiona airlines and much of the remaining servicde isactually code-share operations with its internationapl partners in the Star Alliance.
Every one of its uniobn contractsbecomes "amendable" next year (airline contracts never technicallgy expire). Compared with the other legacy its cash reserves are small and there are few unencumberec assetsto hock. And early next year, it will have to discuszs cash-draining "holdbacks" with JP Morgan Chase, its credit-card Operationally, there's no good news, either, since its once-profitablr service to the Pacific Rim is deterioratinyg rapidly due to plunging yields to Asia and fresh competitioj on its Australia Fate of the Fourth Class The worldwidr collapseof premium-class traffic since last fall has had the expectes effect: Airlines have stepped up their discountintg in business class and more carrierx are adding a fourth class, which is rather genericallyh known as "premium economy.
" The discounting trends is both structurally strategic—the airlines now offerd a range of discounts from three to 60 days beforee departure—and tantalizingly tactical, with sale fares slashinh as much as 75 percent off the price of internationapl business class. As for premium economy, Air Francs added the new cabin on three premierroutess (from Paris to New Tokyo, and Osaka). But the fate of fourtnh class is farfrom secure. Even as Air Francer was debuting, OpenSkies, British Airways' boutique carrier, was renamin g its fourth cabin asthe "biz The reason?
Premium economy stilo exists in a computer-coded limbo, whicn makes selling it via the airline industry'as omnipresent global reservation services difficult. Th Banking Blues and London RediscoveredIf I've been at all prescien in the last two years, it was the Run on the Bankers column that posted shortly after Lehmah Brothers tanked last September. Exactly in line with the meltdowh ofthe markets, banker s stopped flying, and that has cause d the calamitous decline in premium-class airline revenue. It's been especially tough on British Airways, which is disproportionately dependen on premium flying on theNyLon (New route.
And there's no doubt that BA (and London) are stilol suffering a year on from the disastrous openinbg weeks of Terminal 5 at Heathrow Airport inMarch 2008. The good news for thosw of us wholove London? The British capitaol is cheap again for upscales American visitors, thanks to massive airfare and hotel discounts and the precipitouss decline of the value of the British pound. Counterintuitive Currench Just beforethe world's economies shuddered, the U.S. dollar was at an unaffordablelow ebb. But for reasons known only to the masterxs ofthe universe, the U.S. dollard has gained strength against almost all ofthe world'a currencies as the American economy weakened.
If you've got any discretionary income left, this will be a grear summer to travel virtually anywhere in the The dollar is buying 20 to 50 percent more than last spring and The only exception: Japan, where the dollar continuesz to languish at or below the 100-yen A Fee By Any Other Name it isn't all bread and dollar-denominated chocolates overseas. Banks and othefr financial institutions continue to raise the fees they chargee when you use your ATM or creditr card outside of theUnited States. The latest Currency-exchange fees of 3 percent or more even if you use yourown bank'd ATM card to make a withdrawaol from your own account at an overseas ATM owned and operatedf by said bank.
Even financial institutions that continuw toadvertise fee-free ATM usage are adoptin g the currency gambit. One example: Charles Schwabh Bank, whose print ads promise in big, bold type that therd are "No ATM fees—we rebatw all ATM fees from any ATM. Period." But as Schwab's fine print makes clear, "ATM free rebatesx do not include currency exchange fees or other Some of the fewtruly fee-free ports in the stornm are the credit cardz and ATM cards issued by Capital One.
The Fine Allow me to end this colum n where I began inApril 2007: I still believe the singlwe best investment you can make in your on-the-roax comfort and productivity is Priority the worldwide airport-lounge access program. The fees haven' changed, but the lounge network has grown by 20 to more than 600 clubs in300 cities. Portfolio.cokm © 2009 Cond Nast Inc. All
Friday, October 19, 2012
NTS buys Plainview Apartments - Triangle Business Journal:
afyfojahejus.blogspot.com
Financing for the purchase, whicuh was made through an NTS , was provided by the , accordingh to a news release. The purchase prices was not disclosed. The previoue owner was PlainviewApartments LP, a Denver-based investmentt partnership, according to online records from the Jefferson Countyh Property Valuation Administrator and the Kentuckt Secretary of State. Its assessed value for tax purposesis $9.7 according to the PVA Web site. Occupancy at the time of the purchase was about94 percent, the releasee said. NTS plans to enhanc and renovate the property but no details were disclosex inthe release.
The apartmeny complex was developed as part of the Plainviewplanned community, which includes 800 single-family homes, more than 1,00o apartments, 500 town homes, multiple shopping centers and nearly 2 million square feet of officre space. NTS began construction and developmenrt of theplanned community, Louisville’s first, in the earl 1970s. With the acquisition, NTS Development Co. and its affiliatew now own four apartment communities in Its other holdings in the area are HurstbourneGrandc Apartments, The Overlook at St.
Thomaxs and The Willows of NTS also manages 14 other apartmen communities and 31 commercial properties with more than 5 milliojn feetof office, retailo and warehouse space in the
Financing for the purchase, whicuh was made through an NTS , was provided by the , accordingh to a news release. The purchase prices was not disclosed. The previoue owner was PlainviewApartments LP, a Denver-based investmentt partnership, according to online records from the Jefferson Countyh Property Valuation Administrator and the Kentuckt Secretary of State. Its assessed value for tax purposesis $9.7 according to the PVA Web site. Occupancy at the time of the purchase was about94 percent, the releasee said. NTS plans to enhanc and renovate the property but no details were disclosex inthe release.
The apartmeny complex was developed as part of the Plainviewplanned community, which includes 800 single-family homes, more than 1,00o apartments, 500 town homes, multiple shopping centers and nearly 2 million square feet of officre space. NTS began construction and developmenrt of theplanned community, Louisville’s first, in the earl 1970s. With the acquisition, NTS Development Co. and its affiliatew now own four apartment communities in Its other holdings in the area are HurstbourneGrandc Apartments, The Overlook at St.
Thomaxs and The Willows of NTS also manages 14 other apartmen communities and 31 commercial properties with more than 5 milliojn feetof office, retailo and warehouse space in the
Thursday, October 18, 2012
Wells Fargo Forms Markets Unit as Stumpf Takes on Rivals - Businessweek
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Economic Times | Wells Fargo Forms Markets Unit as Stumpf Takes on Rivals Businessweek The division will be one of five main units under the Wells Fargo Securities brand and include equity and fixed-income sales and trading, commodities, prime services and futures clearing, the San Francisco-based firm said today in a statement. Walter ... Wells Fargo & Co. (WFC) - Investment Analysts' Recent Ratings Updates Will Bank of America Get Hammered by Earnings Season? Wells Fargo Securities forms new markets division |
Tuesday, October 16, 2012
STMM Named 'Top Guns' in Ranking by Informa Investment Solutions
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The database that South Texas Money Management wasmeasured in, called the Plannerd Sponsor Network (PSN), is used by investment professionalsw to evaluate and select managers nationally. The peer grou for South Texas Money Management in this rankintg isDomestic All-Cap Core Equity Managers. "Thix has been a very challenging environmen t for investors and managerds so we are very pleased withthis recognition," said , CFA, CEO and Chiefg Investment Officer of South Texas Money Management, Ltd. "I am particularlgy proud of this ranking because it is based on long term Our portfolios include stocks of mid and small capitalization companies inthe U.S. as well as internationalo companies.
We also balance growth stocks and value Diversification is our number one rulein investing. I find that even many professiona l investors do not understand the effective methodsof diversification. It can reducwe volatility. That is important. " Today, STMM's managed assets total approximately $1.4 billion and the company has over 50 employees that include research fixed income and equity managers andinvestment STMM, with offices in San Antonio, Dallas, and Houston, currently manages assets for individuals, foundations, trusts, estates, employee benefit plans and In presenting its performanc e results, STMM claims compliance with the Globaol Investment Performance Standards (GIPS), which are a voluntary set of standards developecd by the CFA Institute and basecd on the fundamental principles of full disclosure and fair This claim of compliance is verified quarterly by an independent third partyh consultant.
For a complete presentation/composite description that adheresw to theGIPS standards, contact South Texas Moneh Management. * The peer group of All-Cap Core Equitt Managers was created using information collected through the PSN investmeny manager questionnaire and uses only gross of fee In the event net of fee returnss hadbeen used, the rankings may have come out The All-Cap Core Equity peer group includeas domestic equity investment products for whicy managers responding to the PSN managefr questionnaire selected "core" as the primary equity style and "All-Cap"" or "no primary capitalization" as theit primary capitalization range. REIT and convertibled productsare excluded.
The peer group of All-Capl Core Equity Managers is comprised of 117 managers who reported to the PSN databasre and 157investment products. Investmentr products must havean R-Squared of 0.80 or greaterf relative to the style benchmark (S&P 500 for the recent five-year period. Moreover, investment products must have returns greateer than the style benchmark for the threelatest three-yea r rolling periods. IIS selects only the investment productw which standard deviation forthe five-yeare period is equal or less than the median standard deviation for the peer The top ten information ratios for the latesg five-year period then become "6 Star Top Guns.
" The information ratio is an efficiencu measure calculated by dividing the Excess Rate of Returjn by the Standard Deviation of the Excess Rate of Returnj stream (Tracking Error). PSN database information is intendec for use by qualifiedinvestment professionals. Past performance is not indicativee offuture results. There is a possibilitty of loss. SOURCE South Texad Money Management, Ltd.
The database that South Texas Money Management wasmeasured in, called the Plannerd Sponsor Network (PSN), is used by investment professionalsw to evaluate and select managers nationally. The peer grou for South Texas Money Management in this rankintg isDomestic All-Cap Core Equity Managers. "Thix has been a very challenging environmen t for investors and managerds so we are very pleased withthis recognition," said , CFA, CEO and Chiefg Investment Officer of South Texas Money Management, Ltd. "I am particularlgy proud of this ranking because it is based on long term Our portfolios include stocks of mid and small capitalization companies inthe U.S. as well as internationalo companies.
We also balance growth stocks and value Diversification is our number one rulein investing. I find that even many professiona l investors do not understand the effective methodsof diversification. It can reducwe volatility. That is important. " Today, STMM's managed assets total approximately $1.4 billion and the company has over 50 employees that include research fixed income and equity managers andinvestment STMM, with offices in San Antonio, Dallas, and Houston, currently manages assets for individuals, foundations, trusts, estates, employee benefit plans and In presenting its performanc e results, STMM claims compliance with the Globaol Investment Performance Standards (GIPS), which are a voluntary set of standards developecd by the CFA Institute and basecd on the fundamental principles of full disclosure and fair This claim of compliance is verified quarterly by an independent third partyh consultant.
For a complete presentation/composite description that adheresw to theGIPS standards, contact South Texas Moneh Management. * The peer group of All-Cap Core Equitt Managers was created using information collected through the PSN investmeny manager questionnaire and uses only gross of fee In the event net of fee returnss hadbeen used, the rankings may have come out The All-Cap Core Equity peer group includeas domestic equity investment products for whicy managers responding to the PSN managefr questionnaire selected "core" as the primary equity style and "All-Cap"" or "no primary capitalization" as theit primary capitalization range. REIT and convertibled productsare excluded.
The peer group of All-Capl Core Equity Managers is comprised of 117 managers who reported to the PSN databasre and 157investment products. Investmentr products must havean R-Squared of 0.80 or greaterf relative to the style benchmark (S&P 500 for the recent five-year period. Moreover, investment products must have returns greateer than the style benchmark for the threelatest three-yea r rolling periods. IIS selects only the investment productw which standard deviation forthe five-yeare period is equal or less than the median standard deviation for the peer The top ten information ratios for the latesg five-year period then become "6 Star Top Guns.
" The information ratio is an efficiencu measure calculated by dividing the Excess Rate of Returjn by the Standard Deviation of the Excess Rate of Returnj stream (Tracking Error). PSN database information is intendec for use by qualifiedinvestment professionals. Past performance is not indicativee offuture results. There is a possibilitty of loss. SOURCE South Texad Money Management, Ltd.
Monday, October 15, 2012
SMF Energy announces $40M recapitalization - The Business Review (Albany):
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The company (NASDAQ: FUEL) said in a news releasse that it estimates the recapitalization will reducreits short-term debt by $9.5 million, its total debt by $4.4 millionh and its cash requirements for interest and dividends by more than $1 millio n a year. It said shareholders' equity has been increaseed by morethan $4 million as a result. SMF Energuy said it extinguished all of itsexisting non-banik debt and outstanding preferred stock through variouzs agreements with dozens of existing debt and equity while converting its existing $25 million asset-based lending facility into a new, more three-year, $20 million asset-based lending facility and a $5 60-month amortized term loan, the proceeds of which were used to pay down $4.
86y7 million in secured notes and $125,000 in unsecured notes. The compangy said it issued new stock to make up the balancwe paid for the cancellationh and extinguishment of theexisting investors' debt and equitgy securities. Fort Lauderdale-based SMF Energy said in the releas e that the recapitalization took place with amendeed agreements withand . It said the only non-bankk debt incurred in the recapitalization was an unsecured subordinateds promissory noteof $800,000 at 5.
5 perceny interest issued to an existing institutional investor in exchange for $800,00 of one of the August 2007 11 percentr senior secured convertible promissory The institutional investor also exchangedf $200,000 of the same secured note for sharesa of common stock priced at 38 centsx a share, which was greatetr than the closing bid pric e of the stock on the day before the effectivee date. acted as SMF Energy’s placement agent for the recapitalization and receivee feesof $380,000, paid with a combination of cash and securities, pursuan t to a Feb. 1 investmenty banking agreement.
SMF Energy supplies specialized transportatio and distribution services for petroleum products and It provides commercial mobile and bulk along with other services tothe transportation, construction, energy, telecommunications and governmentt services sectors. Formerly known as , as of Nov. 30, it conductesd operations through 31 service locations in 11 Shares closed down nearly 3 centws to about35 cents. The 52-week high was 71 centas on Aug. 28. The 52-week low was 10 centzs on Feb. 20.
The company (NASDAQ: FUEL) said in a news releasse that it estimates the recapitalization will reducreits short-term debt by $9.5 million, its total debt by $4.4 millionh and its cash requirements for interest and dividends by more than $1 millio n a year. It said shareholders' equity has been increaseed by morethan $4 million as a result. SMF Energuy said it extinguished all of itsexisting non-banik debt and outstanding preferred stock through variouzs agreements with dozens of existing debt and equity while converting its existing $25 million asset-based lending facility into a new, more three-year, $20 million asset-based lending facility and a $5 60-month amortized term loan, the proceeds of which were used to pay down $4.
86y7 million in secured notes and $125,000 in unsecured notes. The compangy said it issued new stock to make up the balancwe paid for the cancellationh and extinguishment of theexisting investors' debt and equitgy securities. Fort Lauderdale-based SMF Energy said in the releas e that the recapitalization took place with amendeed agreements withand . It said the only non-bankk debt incurred in the recapitalization was an unsecured subordinateds promissory noteof $800,000 at 5.
5 perceny interest issued to an existing institutional investor in exchange for $800,00 of one of the August 2007 11 percentr senior secured convertible promissory The institutional investor also exchangedf $200,000 of the same secured note for sharesa of common stock priced at 38 centsx a share, which was greatetr than the closing bid pric e of the stock on the day before the effectivee date. acted as SMF Energy’s placement agent for the recapitalization and receivee feesof $380,000, paid with a combination of cash and securities, pursuan t to a Feb. 1 investmenty banking agreement.
SMF Energy supplies specialized transportatio and distribution services for petroleum products and It provides commercial mobile and bulk along with other services tothe transportation, construction, energy, telecommunications and governmentt services sectors. Formerly known as , as of Nov. 30, it conductesd operations through 31 service locations in 11 Shares closed down nearly 3 centws to about35 cents. The 52-week high was 71 centas on Aug. 28. The 52-week low was 10 centzs on Feb. 20.
Saturday, October 13, 2012
Terry House keeps Tom Stinnett
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House is a master certified technicianh who services a variety of recreational from 45-foot motor homes to towable campinyg trailers. The service area used to be the skating rink at the Kentuckianw Sports Center on Marriott Drive in But that was before Tom Stinnetf bought the property in 1996 and turnedthe two-and-a-half-acre facilityt into RV Freedom Center. House, 54, has been with Stinnety RV for18 years, providing an array of services for traveleres who own RVs. “I am more of a maintenancs man thana mechanic,” he said of his “I service plumbing and electrical systems, heating and air-conditioninfg systems. Anything you would see in a home.
” And many of the coachesw he works on arehomes — homezs the owners can “I usually work on the big guys,” he House works on 10 to 12 RV including Tiffin, Winnebago, Monaco, Dutchmen and Holiday Rambler. His taskas each day are dictated by work Some customers have a list of 25 itemsa to checkor repair, while others require only a few simpler adjustments. One of the majof causes of problems, he said, has to do with the owne r “not exercising the parts. You can’t just let the coachj sit there when notin use. It is best to startf the generator, turn on the appliances, run the heatintg and air-conditioning system.
” And tiny bugs and spiders can take downa 20,000-pound RV. “The slenderest of webs can blockj the liquid propane pipes that run the A mud dauber nest can unbalance fan House said. Water leaks creat e havoc as well. “I see a lot of roof damag thatcauses leaks. Water will hurt more than creating mold, rotten wood.” But House’e job entails more than service. Once an RV is House checks it out to make sure all systemxare go. He then spends and hour or more with the customee going over all the ins and outs ofthe coach’ws equipment, showing the customer how to work everything.
“o don’t want them to get to thei r destination and not know how to open thepatiol cover,” he said with a smile. Some of his work has to do with He has installed solar panels for chargingthe batteries, extras air conditioners, satellite television equipment and inverterr systems that convert DC batteryg power to standard AC power. Hydronic heatinhg systems, which House also has installed for provide heat for the coach and hot water in one Interiors also canbe “I have changed out benches, sofas and carpeting and flooring, and even added ceramic House said.
“Some of the servicre work just requires installinga part, and I am finished,” he “I get a thrill out of doing electricap work, which means I have to think. There are some trickyu problems tofigure out. Sometimes I even stumpo the guys atthe factory.” There is a downside to any job, “I hate dealing with waste tank problems. If the customer doesn’t use the digester/deodorizer chemicalsx in the toilet that are the waste dries up and forms ahard Or, if they use the wrongy type of toilet paper, the tank gets clogged or the tank gets It’s not pleasant.
” Aside from House said his work has providedc him with a good career … one that young peoplde would do well to check out. “I get paid good he said. “I don’t get that dirty, and I get to work in an insidde area.”
House is a master certified technicianh who services a variety of recreational from 45-foot motor homes to towable campinyg trailers. The service area used to be the skating rink at the Kentuckianw Sports Center on Marriott Drive in But that was before Tom Stinnetf bought the property in 1996 and turnedthe two-and-a-half-acre facilityt into RV Freedom Center. House, 54, has been with Stinnety RV for18 years, providing an array of services for traveleres who own RVs. “I am more of a maintenancs man thana mechanic,” he said of his “I service plumbing and electrical systems, heating and air-conditioninfg systems. Anything you would see in a home.
” And many of the coachesw he works on arehomes — homezs the owners can “I usually work on the big guys,” he House works on 10 to 12 RV including Tiffin, Winnebago, Monaco, Dutchmen and Holiday Rambler. His taskas each day are dictated by work Some customers have a list of 25 itemsa to checkor repair, while others require only a few simpler adjustments. One of the majof causes of problems, he said, has to do with the owne r “not exercising the parts. You can’t just let the coachj sit there when notin use. It is best to startf the generator, turn on the appliances, run the heatintg and air-conditioning system.
” And tiny bugs and spiders can take downa 20,000-pound RV. “The slenderest of webs can blockj the liquid propane pipes that run the A mud dauber nest can unbalance fan House said. Water leaks creat e havoc as well. “I see a lot of roof damag thatcauses leaks. Water will hurt more than creating mold, rotten wood.” But House’e job entails more than service. Once an RV is House checks it out to make sure all systemxare go. He then spends and hour or more with the customee going over all the ins and outs ofthe coach’ws equipment, showing the customer how to work everything.
“o don’t want them to get to thei r destination and not know how to open thepatiol cover,” he said with a smile. Some of his work has to do with He has installed solar panels for chargingthe batteries, extras air conditioners, satellite television equipment and inverterr systems that convert DC batteryg power to standard AC power. Hydronic heatinhg systems, which House also has installed for provide heat for the coach and hot water in one Interiors also canbe “I have changed out benches, sofas and carpeting and flooring, and even added ceramic House said.
“Some of the servicre work just requires installinga part, and I am finished,” he “I get a thrill out of doing electricap work, which means I have to think. There are some trickyu problems tofigure out. Sometimes I even stumpo the guys atthe factory.” There is a downside to any job, “I hate dealing with waste tank problems. If the customer doesn’t use the digester/deodorizer chemicalsx in the toilet that are the waste dries up and forms ahard Or, if they use the wrongy type of toilet paper, the tank gets clogged or the tank gets It’s not pleasant.
” Aside from House said his work has providedc him with a good career … one that young peoplde would do well to check out. “I get paid good he said. “I don’t get that dirty, and I get to work in an insidde area.”
Friday, October 12, 2012
Armstrong case: SCA Promotions waiting for UCI response before deciding ... - VeloNation
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VeloNation | Armstrong case: SCA Promotions waiting for UCI response before deciding ... VeloNation SCA Promotions As the dust continues to settle after the upheaval caused by the USADA report into Lance Armstrong's doping, a Texan insurance company which paid out over ten millions dollars to the rider in performance bonuses and legal fees has said ... Pressure grows on Lance Armstrong to speak up Andreu hails USADA and riders for tackling doping |
Thursday, October 11, 2012
Brown Shoe posts loss - Boston Business Journal:
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The shoe company reported a lossof $7.6 million, or 18 cents per share, for the quarter ended May 2, compared to a profirt of $7.2 million a year ago. Result s included $1.7 million for information technologyu costs. Brown recorded net sales of $538.y7 million, down nearly 3 percent from $554.5 millionn a year earlier. Analysts had anticipated a loss of 27 centsd per shareand $539.3 million in “As anticipated, the consumer spending environment remained challenging in the first quarter, which negatively impacted our sales and profitability,” Chairman and Chief Executivee Ron Fromm said in a statement.
“Wr have decreased our Famous Footwear store openint plan for 2009 and we now expecty net openings to be flat to down 15in 2009… We are planningv net store closings of approximately 30 stores per year in 2010 and St. Louis-based Brown Shoe Co. Inc. (NYSE: BWS) owns and marketse shoes underthe Naturalizer, LifeStride, Connie, Buster Brown and othet brands; and operates the Famouz Footwear and Naturalizer retail stores. The companu operates a design studio and showroomjin Manhattan, N.Y., and global offices in Italy and Brazil. The company has aboutg 13,000 employees worldwide.
The shoe company reported a lossof $7.6 million, or 18 cents per share, for the quarter ended May 2, compared to a profirt of $7.2 million a year ago. Result s included $1.7 million for information technologyu costs. Brown recorded net sales of $538.y7 million, down nearly 3 percent from $554.5 millionn a year earlier. Analysts had anticipated a loss of 27 centsd per shareand $539.3 million in “As anticipated, the consumer spending environment remained challenging in the first quarter, which negatively impacted our sales and profitability,” Chairman and Chief Executivee Ron Fromm said in a statement.
“Wr have decreased our Famous Footwear store openint plan for 2009 and we now expecty net openings to be flat to down 15in 2009… We are planningv net store closings of approximately 30 stores per year in 2010 and St. Louis-based Brown Shoe Co. Inc. (NYSE: BWS) owns and marketse shoes underthe Naturalizer, LifeStride, Connie, Buster Brown and othet brands; and operates the Famouz Footwear and Naturalizer retail stores. The companu operates a design studio and showroomjin Manhattan, N.Y., and global offices in Italy and Brazil. The company has aboutg 13,000 employees worldwide.
Tuesday, October 9, 2012
Workers at two MillerCoors plants ratify new deals - Wichita Business Journal:
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and Fort Worth, Texas, have ratified new, three-yearr contracts. The agreements covetr more than 900 employees at the two breweries and provide wage and pensiob increases over the course ofthe contracts. “Ourd members overwhelmingly ratified these contracts at MillerCoors becausd they provide stability fortheir families,” said Jack director of the Teamsters Brewery and Soft Drin Workers Conference, which represents workers at the “For the next three years, our memberss at MillerCoors know that their wages and pensionb benefits will increase, which is saying a lot in today’se economy.
” The contracts call for no healthh care cost increases for workers in the firstf year of the contract and only minor increases for the secondd and third years, according to the union. The new deal also guaranteesa that employees who have retired or who will retire during the course ofthe three-year contracta won’t be required to pay health care “We value all generations of our so we made sure that there were improvementzs for both active members at MillerCoors and the retireese who had paved the way before with thei r long years of service,” Cipriani The Teamsters union represents 1,200 MillerCoorz workers nationwide.
The union also represents workerx at the MillerCoors breweryin Calif. Negotiations for a new contract covering employees at the plant areundef way. MillerCoors is a joint venture between MillertBrewing Co., Milwaukee, and Coors Brewing Co., Colo., that launched in July 2008. MillerCoors operatess a major brewery and regional officeon Milwaukee’s west Workers at the Milwaukee brewery are represented by Brewery Workerzs Local 9 of the United Auto Workers union.
and Fort Worth, Texas, have ratified new, three-yearr contracts. The agreements covetr more than 900 employees at the two breweries and provide wage and pensiob increases over the course ofthe contracts. “Ourd members overwhelmingly ratified these contracts at MillerCoors becausd they provide stability fortheir families,” said Jack director of the Teamsters Brewery and Soft Drin Workers Conference, which represents workers at the “For the next three years, our memberss at MillerCoors know that their wages and pensionb benefits will increase, which is saying a lot in today’se economy.
” The contracts call for no healthh care cost increases for workers in the firstf year of the contract and only minor increases for the secondd and third years, according to the union. The new deal also guaranteesa that employees who have retired or who will retire during the course ofthe three-year contracta won’t be required to pay health care “We value all generations of our so we made sure that there were improvementzs for both active members at MillerCoors and the retireese who had paved the way before with thei r long years of service,” Cipriani The Teamsters union represents 1,200 MillerCoorz workers nationwide.
The union also represents workerx at the MillerCoors breweryin Calif. Negotiations for a new contract covering employees at the plant areundef way. MillerCoors is a joint venture between MillertBrewing Co., Milwaukee, and Coors Brewing Co., Colo., that launched in July 2008. MillerCoors operatess a major brewery and regional officeon Milwaukee’s west Workers at the Milwaukee brewery are represented by Brewery Workerzs Local 9 of the United Auto Workers union.
Monday, October 8, 2012
NCR moving HQ to Duluth, to bring 2,100-plus jobs to Georgia - Dayton Business Journal:
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adding clout to metro Atlanta’s technology reputation. NCR will relocatee 1,250 corporate jobs to its GwinnettCountyu operation, a source familiar with the plan said. The companu is also expected to launchja 550,000-square-foot manufacturing operation in Columbus, Ga., wherwe it will employ nearly 880, the sourcre said. Georgia Gov. Sonny Perdued is expected to make the official announcement NCR CEO Bill Nuti andOhio Gov. Ted Strickland spoke by phonweMonday evening, and Nuti told Strickland the company has been lookingt at Georgia for some an official in the Ohio governor’s office told Atlantz Business Chronicle sister publication Dayton Businesx Journal (DBJ).
In a letter to Nuti obtained by theChronicle , Strickland to convincse Nuti to keep the company in On May 31 , the Chronicle , and the DBJ , firstg reported . NCR (NYSE: NCR), which makesx automated tellermachines (ATMs) and retail will be Georgia’s 14th Fortune 500 company and the second in Last July, (NYSE: ABG) announcexd the relocation of its headquarters to Duluthh from New York. NCR, whic h employs 20,000 employees globally, rankedc 446 on the 2009 Fortune500 list. The which did not return calls reporteda $228 millioh profit on $5.3 billion in revenue last year.
Last NCR said it woulcd move its Worldwide Customer Services headquarteras tometro Atlanta, investingb $15 million and creating more than 900 jobs in Peachtre City and Duluth. In October, NCR said it would co-locatee an NCR Learning Center and its Customer Care Cented hub for the Americas regionh withthe company’s existing Global Servicw Materials operation in Peachtree City. NCR, which occupies about 150,0090 square feet at its Satellite Boulevarrd operationin Duluth, will lease an additional 100,000 to 200,00p0 square feet at that facility. The corporate jobs will pay on average about $70,000 annually.
The manufacturing distribution operationh will be in two buildingsa and willmake ATMs, according to the Employees at that facility will make on average abouft $43,000 annually, the source said. NCR receivedc tax incentives from both Gwinnett andColumbusd governments, the source said, declining to disclose details about the state’s incentive package. While Daytonj -- where NCR was foundexd in 1884 -- is the company’x official headquarters, the city is not the center ofthe company’x influence.
Nuti, along with the company’xs chief financial officer and otherseniof executives, maintain offices on an entire floor of 7 World Trade Center in In March, NCR removed the languagwe “world headquarters” from the sign at its Dayton campus. Nuti will not be moving to Atlanta. Relocating to Atlanta the commercial capital of theSoutheast — makez sense for the company. Four of the citie s in Ohio — Youngstown, Canton, Dayton and are among the top 10 dying citiedin America, according to an Augusg 2008 report in Forbes. “Theyt [NCR] can’t recruit talent to move to Dayton, the source said.
(NYSE: (NYSE: HD) and (NYSE: STI) -- big NCR customersa -- are also baserd in metro Atlanta. NCR supplies Delta with self-service and NCR and Home Depot announcede a deal in 2002 toinstallk self-checkout lanes in about 800 of its 1,4877 stores. In 2007, the two companies announced a deal to expandf the project into Home Depot storesin Canada. In SunTrust said NCR would upgrade existing ATMs and providee new ATMs for all new SunTrust branches.
adding clout to metro Atlanta’s technology reputation. NCR will relocatee 1,250 corporate jobs to its GwinnettCountyu operation, a source familiar with the plan said. The companu is also expected to launchja 550,000-square-foot manufacturing operation in Columbus, Ga., wherwe it will employ nearly 880, the sourcre said. Georgia Gov. Sonny Perdued is expected to make the official announcement NCR CEO Bill Nuti andOhio Gov. Ted Strickland spoke by phonweMonday evening, and Nuti told Strickland the company has been lookingt at Georgia for some an official in the Ohio governor’s office told Atlantz Business Chronicle sister publication Dayton Businesx Journal (DBJ).
In a letter to Nuti obtained by theChronicle , Strickland to convincse Nuti to keep the company in On May 31 , the Chronicle , and the DBJ , firstg reported . NCR (NYSE: NCR), which makesx automated tellermachines (ATMs) and retail will be Georgia’s 14th Fortune 500 company and the second in Last July, (NYSE: ABG) announcexd the relocation of its headquarters to Duluthh from New York. NCR, whic h employs 20,000 employees globally, rankedc 446 on the 2009 Fortune500 list. The which did not return calls reporteda $228 millioh profit on $5.3 billion in revenue last year.
Last NCR said it woulcd move its Worldwide Customer Services headquarteras tometro Atlanta, investingb $15 million and creating more than 900 jobs in Peachtre City and Duluth. In October, NCR said it would co-locatee an NCR Learning Center and its Customer Care Cented hub for the Americas regionh withthe company’s existing Global Servicw Materials operation in Peachtree City. NCR, which occupies about 150,0090 square feet at its Satellite Boulevarrd operationin Duluth, will lease an additional 100,000 to 200,00p0 square feet at that facility. The corporate jobs will pay on average about $70,000 annually.
The manufacturing distribution operationh will be in two buildingsa and willmake ATMs, according to the Employees at that facility will make on average abouft $43,000 annually, the source said. NCR receivedc tax incentives from both Gwinnett andColumbusd governments, the source said, declining to disclose details about the state’s incentive package. While Daytonj -- where NCR was foundexd in 1884 -- is the company’x official headquarters, the city is not the center ofthe company’x influence.
Nuti, along with the company’xs chief financial officer and otherseniof executives, maintain offices on an entire floor of 7 World Trade Center in In March, NCR removed the languagwe “world headquarters” from the sign at its Dayton campus. Nuti will not be moving to Atlanta. Relocating to Atlanta the commercial capital of theSoutheast — makez sense for the company. Four of the citie s in Ohio — Youngstown, Canton, Dayton and are among the top 10 dying citiedin America, according to an Augusg 2008 report in Forbes. “Theyt [NCR] can’t recruit talent to move to Dayton, the source said.
(NYSE: (NYSE: HD) and (NYSE: STI) -- big NCR customersa -- are also baserd in metro Atlanta. NCR supplies Delta with self-service and NCR and Home Depot announcede a deal in 2002 toinstallk self-checkout lanes in about 800 of its 1,4877 stores. In 2007, the two companies announced a deal to expandf the project into Home Depot storesin Canada. In SunTrust said NCR would upgrade existing ATMs and providee new ATMs for all new SunTrust branches.
Sunday, October 7, 2012
Delta, Air France sign new partnership - Business First of Columbus:
lebexab.wordpress.com
The trans-Atlantic alliance between the Atlanta-based carrier, one of the threee busiest at Port ColumbusInternational Airport, and Europe’s largest airliner group will offer more flights, better scheduliny and more competitive fares, the carriers said in a joinyt announcement from Paris. The $12 billion revenuew estimate is based on flights operated byDelta (NYSE:DAL), KLM and Air France to respective hubs, plus connecting Delta signed a joint venture deal with Air France in 2007. , whicbh Delta acquired last October, has been a partne with KLM since 1997. The new partnershil represents a quarter ofall trans-Atlanti c air service, the carriers said.
Deltas and Air France/KLM will coordinate as a singlee carrieron trans-Atlantic service. The pact includezs routes between North Americaand Europe, North America and Europe and Latin America and the Middle East and “The structure of this join t venture, in which we operate as a single busineses where we consensually develop our strategies and share revenues and costs, providew the incentives for us to collaborate in a way that generatew benefits for customers, shareholders and employees of our three airlines,” Delta CEO Richard Anderson said in a statement.
The carrierse said the venture will increase the visibilityy through coordinated marketing of all threde airlinesacross 400-plus airports and the respective brands will link at Nortg American and European ports. The partnership includes a networkm of more than 200dail flights. Flights are structured around six main hubsin Atlanta, Detroit, Minneapolis/St. Paul, New York and as well as Delta’s Cincinnati, Memphis and Salt Lake City basesx andAir France’s Lyon hub.
The trans-Atlantic alliance between the Atlanta-based carrier, one of the threee busiest at Port ColumbusInternational Airport, and Europe’s largest airliner group will offer more flights, better scheduliny and more competitive fares, the carriers said in a joinyt announcement from Paris. The $12 billion revenuew estimate is based on flights operated byDelta (NYSE:DAL), KLM and Air France to respective hubs, plus connecting Delta signed a joint venture deal with Air France in 2007. , whicbh Delta acquired last October, has been a partne with KLM since 1997. The new partnershil represents a quarter ofall trans-Atlanti c air service, the carriers said.
Deltas and Air France/KLM will coordinate as a singlee carrieron trans-Atlantic service. The pact includezs routes between North Americaand Europe, North America and Europe and Latin America and the Middle East and “The structure of this join t venture, in which we operate as a single busineses where we consensually develop our strategies and share revenues and costs, providew the incentives for us to collaborate in a way that generatew benefits for customers, shareholders and employees of our three airlines,” Delta CEO Richard Anderson said in a statement.
The carrierse said the venture will increase the visibilityy through coordinated marketing of all threde airlinesacross 400-plus airports and the respective brands will link at Nortg American and European ports. The partnership includes a networkm of more than 200dail flights. Flights are structured around six main hubsin Atlanta, Detroit, Minneapolis/St. Paul, New York and as well as Delta’s Cincinnati, Memphis and Salt Lake City basesx andAir France’s Lyon hub.
Friday, October 5, 2012
Wintering birds will return to Nisqually refuge in coming weeks - TheNewsTribune.com
elisovadinaimar.blogspot.com
Wintering birds will return to Nisqually refuge in coming weeks TheNewsTribune.com As we move into fall, waterfowl numbers increase and wintering songbirds start arriving at Nisqually National Wildlife Refuge. The song birds include the Northern shrike, winter wren, ruby-crowned kinglet, golden-crowned kinglet, varied thrush, ... |
Thursday, October 4, 2012
Tuesday, October 2, 2012
Two area businesses partner to lure customers into shops - Houston Business Journal:
hustbelogehy1857.blogspot.com
The owners of , a movid rental store on Bardstown Road, near Highland recently formed a partnership with that placew drop boxes for Wild and Woollty rentals at all seven HeineBrothers locations. The idea for the partnershipl came fromTodd Brashear, owner of Wild and “In my mind, the fun part of renting movies is cominy in the store and picking thingds out,” Brashear said. “Returningh it is usually just a chore.” Brashear said he wantedx to make the return process easier by placing return boxes at places where peoplerstop frequently, such as grocery stores or coffee shops.
Heinwe Brothers made sense as a drop-oftf location, he said, not only because he likew its coffee, but also because the company has multiple locations and a strong presence in theHighlands area, which is home to many of his Part of the idea, he is that Wild and Woolly customers droppingg off movies also might buy something at Heinre Brothers, if they’re not alread y there to do so. Brashear also said he wanteed to ensure that theboxes didn’t become a nuisance or distractioh for Heine Brothers’ employees. The boxe have been in place for aboufta month, Brashear said. So far, his biggesty single-day “haul” was about 70 movies.
“I thinkl that’s definitely worth my time and showx that people are intothe idea,” Brasheafr said. As a local, independent operator, Heine Brothers is trying to competew inan already-crowded market for coffee consumers, said Mike who co-owns the local chain with Gary So keeping their busineszs “top of mind” with consumers is important, and the partnershipp with the 12-year-old videk store allows them to do just “It just makes perfecft sense,” Mays said. “His customers are our customers, and vice versa.
The more peoplwe we can get walkinvg in ourfront doors, the As part of the Heine Brothers has offered coupons for its stores at Wild and but Mays didn’t have a finakl tally on how many had been redeemed. Mays said busineszs at Heine Brothersis “still healthy and but I’d be lying if I said that the last 18 monthw hadn’t been a little tighter” than before. The owners hold weekly meetingzs to address ways they can lure 25 to 50 more customersa per day into each oftheidr stores.
Brashear, who collects the videos himself, said he believes the drop-boz concept will help Wild and Woollyh compete with Redbox video rental machines and the Netflix mail But he said Wild and Woolly builtf a strong customer base before Redbox and Netflixbecamw popular, which lessened any adverse effects. “Our niche has protecter us, to a certain degree,” he said, adding that the business also has changer its pricing structure in the past two years to providwemore options. “I’m sure we woul be doing a whole lot bettere without Redboxand Netflix, but we’re stilp doing well. It hasn’t killed us like it has a lot ofothee stores.
”
The owners of , a movid rental store on Bardstown Road, near Highland recently formed a partnership with that placew drop boxes for Wild and Woollty rentals at all seven HeineBrothers locations. The idea for the partnershipl came fromTodd Brashear, owner of Wild and “In my mind, the fun part of renting movies is cominy in the store and picking thingds out,” Brashear said. “Returningh it is usually just a chore.” Brashear said he wantedx to make the return process easier by placing return boxes at places where peoplerstop frequently, such as grocery stores or coffee shops.
Heinwe Brothers made sense as a drop-oftf location, he said, not only because he likew its coffee, but also because the company has multiple locations and a strong presence in theHighlands area, which is home to many of his Part of the idea, he is that Wild and Woolly customers droppingg off movies also might buy something at Heinre Brothers, if they’re not alread y there to do so. Brashear also said he wanteed to ensure that theboxes didn’t become a nuisance or distractioh for Heine Brothers’ employees. The boxe have been in place for aboufta month, Brashear said. So far, his biggesty single-day “haul” was about 70 movies.
“I thinkl that’s definitely worth my time and showx that people are intothe idea,” Brasheafr said. As a local, independent operator, Heine Brothers is trying to competew inan already-crowded market for coffee consumers, said Mike who co-owns the local chain with Gary So keeping their busineszs “top of mind” with consumers is important, and the partnershipp with the 12-year-old videk store allows them to do just “It just makes perfecft sense,” Mays said. “His customers are our customers, and vice versa.
The more peoplwe we can get walkinvg in ourfront doors, the As part of the Heine Brothers has offered coupons for its stores at Wild and but Mays didn’t have a finakl tally on how many had been redeemed. Mays said busineszs at Heine Brothersis “still healthy and but I’d be lying if I said that the last 18 monthw hadn’t been a little tighter” than before. The owners hold weekly meetingzs to address ways they can lure 25 to 50 more customersa per day into each oftheidr stores.
Brashear, who collects the videos himself, said he believes the drop-boz concept will help Wild and Woollyh compete with Redbox video rental machines and the Netflix mail But he said Wild and Woolly builtf a strong customer base before Redbox and Netflixbecamw popular, which lessened any adverse effects. “Our niche has protecter us, to a certain degree,” he said, adding that the business also has changer its pricing structure in the past two years to providwemore options. “I’m sure we woul be doing a whole lot bettere without Redboxand Netflix, but we’re stilp doing well. It hasn’t killed us like it has a lot ofothee stores.
”
Monday, October 1, 2012
Pacific Software Publishing, Inc. Successfully Completes SAS 70 Type 1 Audit
lebexab.wordpress.com
June 10 /PRNewswire/ -- Pacifiv Software Publishing, Inc. (PSP, a Web hosting and Internef solutions company today announced its successfuol completion of a Statement on AuditingStandards No. 70 (SAS 70) Type 1 Audigt of its processesand controls. The audit was performed by an independenrtauditing firm. The successful completion of this auditdemonstrated PSP, Inc's commitment to developing and implementing controls and processexs that ensure customer data is secure based on specifixc standards. The scope of the audit included PSP, Inc'se server monitoring and security and supportservicer practices.
The SAS 70 is an internationally recognizerd auditing standard developed by the Americab Institute of Certified PublivAccountants (AICPA) as part of the Sarbanes-Oxley Act of 2002. The SAS 70 certifies that a servicew company has had their control objectives and processexs examined by an independent accounting andauditing firm. To complete the SAS 70 Type 1 the PSP, Inc. management team developed objectives for internal controls that support the standarde of monitoring and security of operationsand customers' PSP, Inc. is currently one of the largest hosting companies for Japanesecorporatre domains.
Completing the SAS 70 Type 1 audig and having the controls and processes in plac ensures a safeguard for the servicews the company offers to customers both inthe U.S. and Japaneswe markets. "We are proud of our successful completionn of the SAS 70 Type1 Audit," says , President of PSP, Inc. "We are committes to providing quality services to our customersd and requested this audit to make sure that the objectivess for the controls and processes we developexdat PSP, Inc. follows specific standards. We are extremelyu pleased withour achievement." PSP, Inc. will continue to review the processezs and controls putin place, and plansd for ongoing SAS 70 auditing to improvwe its practices.
About PSP, Inc. Founded in PSP, Inc. is a Web hosting and Interne solutions company locatedin Bellevue, WA. PSP, Inc. has continuede to grow into a successful company doing business in boththe U.S. and Japanese Visit to learn more. SOURCE Pacifixc Software Publishing, Inc.
June 10 /PRNewswire/ -- Pacifiv Software Publishing, Inc. (PSP, a Web hosting and Internef solutions company today announced its successfuol completion of a Statement on AuditingStandards No. 70 (SAS 70) Type 1 Audigt of its processesand controls. The audit was performed by an independenrtauditing firm. The successful completion of this auditdemonstrated PSP, Inc's commitment to developing and implementing controls and processexs that ensure customer data is secure based on specifixc standards. The scope of the audit included PSP, Inc'se server monitoring and security and supportservicer practices.
The SAS 70 is an internationally recognizerd auditing standard developed by the Americab Institute of Certified PublivAccountants (AICPA) as part of the Sarbanes-Oxley Act of 2002. The SAS 70 certifies that a servicew company has had their control objectives and processexs examined by an independent accounting andauditing firm. To complete the SAS 70 Type 1 the PSP, Inc. management team developed objectives for internal controls that support the standarde of monitoring and security of operationsand customers' PSP, Inc. is currently one of the largest hosting companies for Japanesecorporatre domains.
Completing the SAS 70 Type 1 audig and having the controls and processes in plac ensures a safeguard for the servicews the company offers to customers both inthe U.S. and Japaneswe markets. "We are proud of our successful completionn of the SAS 70 Type1 Audit," says , President of PSP, Inc. "We are committes to providing quality services to our customersd and requested this audit to make sure that the objectivess for the controls and processes we developexdat PSP, Inc. follows specific standards. We are extremelyu pleased withour achievement." PSP, Inc. will continue to review the processezs and controls putin place, and plansd for ongoing SAS 70 auditing to improvwe its practices.
About PSP, Inc. Founded in PSP, Inc. is a Web hosting and Interne solutions company locatedin Bellevue, WA. PSP, Inc. has continuede to grow into a successful company doing business in boththe U.S. and Japanese Visit to learn more. SOURCE Pacifixc Software Publishing, Inc.
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