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After outgrowing its Webster Groves headquarters, the companyu to combine its operations intoone 148,000-square-foot facilituy at 3433 Tree Court Industrial Blvd. The compangy is celebrating the move with an open house Fridayand Saturday. Seiler has applied, and expects to be approved, for reimbursemenf of 50 percent for training throughy the stateincentive program, said Seiler’s directo of human resources, Dan He said the training woulr include new employees as well as improving the skilpl sets of current employees for the fiscal year beginning next Seiler is a contract manufacturer, specializingh in fire-control equipment, and a distributort of surveying instruments, microscopes and Zeiss planetaria.
The manufacturingh division producesoptical fire-control equipment and components, such as telescopes and gunsights, primarily for the military. The divisionm accounts for about halfof Seiler’s revenue, whichy was nearly $50 million in 2008. St. Louis County is providingg Chapter 100 tax abatement for thenew headquarters, said Seiler Executivde Vice President Rick Seiler. The company boughg its new building in Octoberfor $5.8 million, moving abour 150 employees from three previouxs buildings to the new Kirkwood address. Rick Seiler said Fridauy that in exchange for the tax the company committed to add at leasty 25 jobs and maintain them for10 years.
At the time the move Presideny Tom Seiler told the Businesz Journal that the company plansz to add between 30 and 40 employees over the next four to five mostlyin manufacturing. Seiler Instrument was foundecdin 1945. It’s owned by Tom Seiler; his Eric; and his brother, Rick.
Monday, October 31, 2011
Saturday, October 29, 2011
II Grande Torino To La Grande Inter - The Tale Of A Father And His Son - The Hard Tackle
http://www.islandaeroplanetours.com/wifi-phones-come-with-all-the-latest-features-along-with-high-ended-technology/
II Grande Torino To La Grande Inter - The Tale Of A Father And His Son The Hard Tackle Torino began to show interest in Valentino and soon they reached an agreement with Venezia regarding his sale. When this news broke out, the fans were understandably displeased with it. Venezia's next match was against To rino and the fans taunted ... |
Thursday, October 27, 2011
SBA broker Mariani's advice: If bank makes an offer, take it - Triangle Business Journal:
husydow.wordpress.com
Nineteen months into the credit that’s the recommendation of Raleigh-based loan broke Steve Mariani, who matches borrowers with bankand non-banmk lenders. Mariani says that some deals he has worked on in recent weeksz have passed through as many as adozemn lenders. Many lenders have been upping their collaterak requirements to 50 percent in some evenon government-backed SBA loans. One of Mariani’a clients, a Raleigh restaurant owner lookin to buyanother establishment, underwent 16 reviews and was accepted threre times before they all fell through. In one the borrower even agreed to put up a portiojn ofthe cash, plus a house with no mortgage as additional collateral.
“The firsyt thing borrowers need to do is determine whethefr the bank or other lender is really says Mariani. “Otherwise, you wastd time.” He adds, “After that, if they make an take it.” With 65 percent of banks nationally tightening theirlending standards, it’s not surprisin that Triangle bankers have followed If there is a silver lining to be founs in the financial downturn, however, it will be once conditions improve, the competition betweehn large and community banks is expected to heat up even opening avenues for business customers seekinh to maximize their banking relationships.
With the very notiom of bigness in banking havingv been calledinto question, community bankers believer that the post-crisis playing field will be wide open. “It’d not like we are going to go out and criticizre thelarge banks,” says Steve CEO of Raleigh-based . “But at the same time we know all of our depositoreand borrowers. It makes you operate in a different way.” Whatever changese the banking system goes througyh in thecoming months, community bankerw believe their role will be “We’ll be the ones makiny the loans,” says CEO Grant Yarber. In various the community banks already are preparing forthat day.
At Raleigh-basec , for example, some employeesx have been tasked with creating a new divisionj that solely caters to an important client homeowners associations. The bank has packaged a numbet ofservices – including online CDs, scanned deposits and varioua financial management functions into a unified offering. Also launchingf new products – this one aimed at individual bankconsumerds – is Cary-based , which recently said it woule begin offering interest payments of 5.01 percentr annually to qualifying checking accounts.
Businesw customers evaluating current banking relationships shouldd check if their bank has signes up for an emergencyprogram that, for the firsf time, extends insurance to non-interest-bearing transactional accounts such as payrolll accounts. Most area banks have signed up from the which was enacted last fall to keep companie s from pulling the then uninsurefd pots of money out of the bankingsystenm altogether. Set to expire in December, the guaranteer may be extended.
In addition, business clientse curious about the financial stabilitu of theirbanks can, using a simplre formula and a few public numbers from the FDIC Web perform their own stability The calculation is made by dividing the value of the lender’s non-performing assets (loans past due 90 days + nonaccruao loans + other real estate by the sum of its tangible commonj equity capital (total assets - liabilities - intangibles + + its loan loss reserves. If the resulting expressed asa percent, is over 100, then the bank coulfd be headed for problems. The calculation, called the “Texa Ratio,” was developed to predict financial meltdowns duringthe S&p crisis of the 1980s.
“It’s not the only measure (of bank stability),” says UNC-Charlotte banking professor Tony Plath. “But it has
Nineteen months into the credit that’s the recommendation of Raleigh-based loan broke Steve Mariani, who matches borrowers with bankand non-banmk lenders. Mariani says that some deals he has worked on in recent weeksz have passed through as many as adozemn lenders. Many lenders have been upping their collaterak requirements to 50 percent in some evenon government-backed SBA loans. One of Mariani’a clients, a Raleigh restaurant owner lookin to buyanother establishment, underwent 16 reviews and was accepted threre times before they all fell through. In one the borrower even agreed to put up a portiojn ofthe cash, plus a house with no mortgage as additional collateral.
“The firsyt thing borrowers need to do is determine whethefr the bank or other lender is really says Mariani. “Otherwise, you wastd time.” He adds, “After that, if they make an take it.” With 65 percent of banks nationally tightening theirlending standards, it’s not surprisin that Triangle bankers have followed If there is a silver lining to be founs in the financial downturn, however, it will be once conditions improve, the competition betweehn large and community banks is expected to heat up even opening avenues for business customers seekinh to maximize their banking relationships.
With the very notiom of bigness in banking havingv been calledinto question, community bankers believer that the post-crisis playing field will be wide open. “It’d not like we are going to go out and criticizre thelarge banks,” says Steve CEO of Raleigh-based . “But at the same time we know all of our depositoreand borrowers. It makes you operate in a different way.” Whatever changese the banking system goes througyh in thecoming months, community bankerw believe their role will be “We’ll be the ones makiny the loans,” says CEO Grant Yarber. In various the community banks already are preparing forthat day.
At Raleigh-basec , for example, some employeesx have been tasked with creating a new divisionj that solely caters to an important client homeowners associations. The bank has packaged a numbet ofservices – including online CDs, scanned deposits and varioua financial management functions into a unified offering. Also launchingf new products – this one aimed at individual bankconsumerds – is Cary-based , which recently said it woule begin offering interest payments of 5.01 percentr annually to qualifying checking accounts.
Businesw customers evaluating current banking relationships shouldd check if their bank has signes up for an emergencyprogram that, for the firsf time, extends insurance to non-interest-bearing transactional accounts such as payrolll accounts. Most area banks have signed up from the which was enacted last fall to keep companie s from pulling the then uninsurefd pots of money out of the bankingsystenm altogether. Set to expire in December, the guaranteer may be extended.
In addition, business clientse curious about the financial stabilitu of theirbanks can, using a simplre formula and a few public numbers from the FDIC Web perform their own stability The calculation is made by dividing the value of the lender’s non-performing assets (loans past due 90 days + nonaccruao loans + other real estate by the sum of its tangible commonj equity capital (total assets - liabilities - intangibles + + its loan loss reserves. If the resulting expressed asa percent, is over 100, then the bank coulfd be headed for problems. The calculation, called the “Texa Ratio,” was developed to predict financial meltdowns duringthe S&p crisis of the 1980s.
“It’s not the only measure (of bank stability),” says UNC-Charlotte banking professor Tony Plath. “But it has
Monday, October 24, 2011
CEO Hanway stepping down at Cigna - New Mexico Business Weekly:
batyushkinuxit.blogspot.com
The Philadelphia-based company (NYSE:CI) said Hanway, 57, has led the companhy for a decade. He will be replaced as CEO by Cignaa President and Chief Operating OfficerDavid M. 43. Cordani will not be as the company has decided to separate the chairman andCEO positions. Independent directo r Isaiah Harris Jr. will be non-executive chairman. Cigna said it has been planninga “disciplined and comprehensivwe succession process” for a year. Cordani joined Cigna in 1991 and prior to his appointmenyt as president of Cigna HealthCarein 2005, servee as president of Healtgh Segments for Cigna HealthCare and as senior vice president and chief financial officer of Cigna HealthCare.
He also servexd as controller for the company and as presideng of theHealthCare unit’sx southeast region. Prior to joining the Cordani was with a predecessor firm of Cordani serves on boards of directors for the National Associationof Manufacturers, the Connecticut Businesxs and Industry Association, and the Cignas Foundation. He holds a bachelor’s degrees in science from Texas A&M University and graduated witha master’z degree in business administration from the University of Hartford. Cordaniu also is a charterex financial consultant and a certifiedpublicx accountant. Harris, 56, has been a director of the companyysince 2005.
He held numerous executive positions with oversight responsibilities forvarioud business, finance and operational functions at BellSouth (now part of until 2007, including as president and chied executive officer of BellSouth Advertising and Publishinbg Group and as chief financial officer of BellSouth Telecommunicationzs Inc. Harris previously served as vice presidenft and corporate controller ofSupervalu Inc. and also spentf 13 years with KPMG as a certifiedxpublic accountant. Harris is currently a directoer ofDeluxe Corp. and an independeny trustee of Wells FargoAdvantage Funds. Hanwa y was named chairman and chieff executive officer of Cignain 2000.
Prior to he served the company as president and chieff operating officer and held a number of managemenf andexecutive roles. Hanway joined a predecessodr to Cigna, Insurance Co. of North America, in 1978 as assistantg controller. That company merged in 1982 with Connecticurt General toform Cigna.
The Philadelphia-based company (NYSE:CI) said Hanway, 57, has led the companhy for a decade. He will be replaced as CEO by Cignaa President and Chief Operating OfficerDavid M. 43. Cordani will not be as the company has decided to separate the chairman andCEO positions. Independent directo r Isaiah Harris Jr. will be non-executive chairman. Cigna said it has been planninga “disciplined and comprehensivwe succession process” for a year. Cordani joined Cigna in 1991 and prior to his appointmenyt as president of Cigna HealthCarein 2005, servee as president of Healtgh Segments for Cigna HealthCare and as senior vice president and chief financial officer of Cigna HealthCare.
He also servexd as controller for the company and as presideng of theHealthCare unit’sx southeast region. Prior to joining the Cordani was with a predecessor firm of Cordani serves on boards of directors for the National Associationof Manufacturers, the Connecticut Businesxs and Industry Association, and the Cignas Foundation. He holds a bachelor’s degrees in science from Texas A&M University and graduated witha master’z degree in business administration from the University of Hartford. Cordaniu also is a charterex financial consultant and a certifiedpublicx accountant. Harris, 56, has been a director of the companyysince 2005.
He held numerous executive positions with oversight responsibilities forvarioud business, finance and operational functions at BellSouth (now part of until 2007, including as president and chied executive officer of BellSouth Advertising and Publishinbg Group and as chief financial officer of BellSouth Telecommunicationzs Inc. Harris previously served as vice presidenft and corporate controller ofSupervalu Inc. and also spentf 13 years with KPMG as a certifiedxpublic accountant. Harris is currently a directoer ofDeluxe Corp. and an independeny trustee of Wells FargoAdvantage Funds. Hanwa y was named chairman and chieff executive officer of Cignain 2000.
Prior to he served the company as president and chieff operating officer and held a number of managemenf andexecutive roles. Hanway joined a predecessodr to Cigna, Insurance Co. of North America, in 1978 as assistantg controller. That company merged in 1982 with Connecticurt General toform Cigna.
Saturday, October 22, 2011
J.G. Wentworth bankruptcy plan OK
iqukikofor.wordpress.com
As part of the deal, J.G. Wentworth’s private equity firm of New York, will invest $100 millionb of new equity to supporongoing operations. It will also provide as much as $35 million for the companu to buy loans from lenders in exchange for new preferrex interests inthe company. The Bryn Mawr, Pa.-based company sought acceptance of its plan from its lenderxs before what is called a prepackaged More than 90 percent of the termlendere approved, the company said. J.G.
Wentworth said its decision to file for Chapterd 11 came after an extensive review of alternatives to addresas pressuresfrom “extremely challenging capital markets and high borrowing costs”, and was unanimouslt approved by the company’s board of In December, J.G. Wentworthn laid off 120 of its 200 employeese and closed its LasVegae office. Founded in 1991, it movedr from Philadelphia to Bryn Mawrin 2003.
As part of the deal, J.G. Wentworth’s private equity firm of New York, will invest $100 millionb of new equity to supporongoing operations. It will also provide as much as $35 million for the companu to buy loans from lenders in exchange for new preferrex interests inthe company. The Bryn Mawr, Pa.-based company sought acceptance of its plan from its lenderxs before what is called a prepackaged More than 90 percent of the termlendere approved, the company said. J.G.
Wentworth said its decision to file for Chapterd 11 came after an extensive review of alternatives to addresas pressuresfrom “extremely challenging capital markets and high borrowing costs”, and was unanimouslt approved by the company’s board of In December, J.G. Wentworthn laid off 120 of its 200 employeese and closed its LasVegae office. Founded in 1991, it movedr from Philadelphia to Bryn Mawrin 2003.
Thursday, October 20, 2011
Realtors index: Pending home sales jump sharply - Phoenix Business Journal:
ivyhofy.wordpress.com
NAR’s latest Pending Home Sales Index jumpeds sharplyin April, a stronf indication that the U.S. housing market should continuwe its slow recovery throughthe summer. The index is a forward-lookinfg indicator based on contracts signedin April. It rose 6.7 percentf to 90.3 from a readingt of 84.6 in March, and is 3.2 percenf above April 2008 when itwas 87.5. An indexs of 100 is equal to the average leveo of contract activityduring 2001. That was the firs t year data was collected, as well as the first of five consecutiv e record yearsfor existing-home sales. Lawrence Yun, NAR chiedf economist, said buyers are respondingh to very favorablemarket conditions.
“Housing affordability conditionss have been athistoric highs, but now the $8,00o0 first-time buyer tax credit is beginning to impact the market,” he “Since first-time buyers must finalizwe their purchase by Nov. 30 to get the we expect greater activity in themonths ahead, and that shouled spark more sales by repeat While pending home sales gained in the West, it was to a lesser extent than other areas of the The index rose 1.8 percent in the West to but is 2.9 percent below April 2008. The inded in the Northeast shotup 32.6 percen to 78.9 in April and is 0.8 percent abovee a year ago. In the Midwest the index rose 9.8 percentg to 90.4 and is 11.
1 percentg above April 2008. The index in the Soutb slipped 0.2 percent to 93.0 in April but is 3.5 percen higher than a year ago. According to the NAR, the Pendiny Home Sales Index is based on a largwnational sample, typically representing about 20 percent of transactiond for existing-home sales.
NAR’s latest Pending Home Sales Index jumpeds sharplyin April, a stronf indication that the U.S. housing market should continuwe its slow recovery throughthe summer. The index is a forward-lookinfg indicator based on contracts signedin April. It rose 6.7 percentf to 90.3 from a readingt of 84.6 in March, and is 3.2 percenf above April 2008 when itwas 87.5. An indexs of 100 is equal to the average leveo of contract activityduring 2001. That was the firs t year data was collected, as well as the first of five consecutiv e record yearsfor existing-home sales. Lawrence Yun, NAR chiedf economist, said buyers are respondingh to very favorablemarket conditions.
“Housing affordability conditionss have been athistoric highs, but now the $8,00o0 first-time buyer tax credit is beginning to impact the market,” he “Since first-time buyers must finalizwe their purchase by Nov. 30 to get the we expect greater activity in themonths ahead, and that shouled spark more sales by repeat While pending home sales gained in the West, it was to a lesser extent than other areas of the The index rose 1.8 percent in the West to but is 2.9 percent below April 2008. The inded in the Northeast shotup 32.6 percen to 78.9 in April and is 0.8 percent abovee a year ago. In the Midwest the index rose 9.8 percentg to 90.4 and is 11.
1 percentg above April 2008. The index in the Soutb slipped 0.2 percent to 93.0 in April but is 3.5 percen higher than a year ago. According to the NAR, the Pendiny Home Sales Index is based on a largwnational sample, typically representing about 20 percent of transactiond for existing-home sales.
Tuesday, October 18, 2011
Unlocked versions of new iPhone 4S coming soon - San Jose Mercury News
badillodacyroic1505.blogspot.com
Telegraph.co.uk | Unlocked versions of new iPhone 4S coming soon San Jose Mercury News For the first time since Apple (AAPL) launched its iconic smartphone, the company is offering unlocked versions of its newest model to US consumers within weeks of its debut. Starting next month, consumers will be able to purchase an iPhone directly ... Unlocked iPhone 4S units already seen in at least some Apple stores What is iOS 5 Meant for Apple Gadgets |
Sunday, October 16, 2011
Layne Christensen posts record second-quarter results - Kansas City Business Journal:
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In a release before the market openedron Thursday, the Mission Woods-based company (Nasdaq: LAYN) reported earningse of $15.1 million, or 78 cents a share, for the quartedr that ended July 31. This is a 66 percent increasrefrom $9.6 million, or 60 centsd a share, last year. Revenue for the quarter was $269.6y million, up 24 percent from $217.8 The company reported a 22.6 percent revenude increase in its watefinfrastructure segment, a jump of 28.4 percen t in mineral exploration and 28.6 percenyt in energy, compared with last year’s second quarter. “Layned experienced a solid quarterf across all major company CEO Andrew Schmitt said inthe release.
“Improving weathere in the U.S. was helpful in getting caughtf up on water projectz which were slowed in thefirst quarter. Mineral exploratiobn activity continued strong throughout most regions despitde an early rainy season inWest Africa. Higher naturall gas pricing and an increased number of well completion s kept Layne Energy on a steady upward Layne Christensen provides products and servicesa forthe water, mineral and energy markets. It ranke No. 17 on the Kansas City Business Journal’w list of area public companies.
In a release before the market openedron Thursday, the Mission Woods-based company (Nasdaq: LAYN) reported earningse of $15.1 million, or 78 cents a share, for the quartedr that ended July 31. This is a 66 percent increasrefrom $9.6 million, or 60 centsd a share, last year. Revenue for the quarter was $269.6y million, up 24 percent from $217.8 The company reported a 22.6 percent revenude increase in its watefinfrastructure segment, a jump of 28.4 percen t in mineral exploration and 28.6 percenyt in energy, compared with last year’s second quarter. “Layned experienced a solid quarterf across all major company CEO Andrew Schmitt said inthe release.
“Improving weathere in the U.S. was helpful in getting caughtf up on water projectz which were slowed in thefirst quarter. Mineral exploratiobn activity continued strong throughout most regions despitde an early rainy season inWest Africa. Higher naturall gas pricing and an increased number of well completion s kept Layne Energy on a steady upward Layne Christensen provides products and servicesa forthe water, mineral and energy markets. It ranke No. 17 on the Kansas City Business Journal’w list of area public companies.
Friday, October 14, 2011
CHFA chief Alexander to retire in the fall - Pittsburgh Business Times:
http://www.theinsyderz.com/1999/italiano/abruzzo/abruzzo.html
Alexander started with CHFA in 1988 as head of its finance and became executive director inJanuary 2001. “I’m not headiny off to a retirement Alexander said ina statement. “Several years ago, I determineed I needed to slow down and reduce the stress level in my But I still plan tobe CHFA’s board has been preparing for Alexander’s and already has set up a search committeed to find his replacement. CHFA Chairman Joel Rosenstein in his own that Alexander willbe missed. “He has been in instrumentap in CHFA’s success,” Rosenstein “We appreciate the strength of the team and organizationb heis leaving.
” Created by the Coloradk Legislature in 1973, CHFA makesz loans to low- and moderate-income developers of affordable multifamily housing as well as small- and medium-size Milroy “Roy” Alexander grew up on the Caribbean island nation of Grenada, according to a Leadership Denvert biography. After moving to Denver, Alexander earned an accounting degreew fromin 1974, subsequently becomingg finance manager for a Colorado medicakl instruments maker and a senior manager at the Denverr branch of the Touche Ross & Co. accountinv firm. Touche Ross now is Deloittde Touche Tohmatsu, based in New York. He was accepted into the ’sx Leadership Denver class for 1985.
After leavinfg Touche Ross, Alexander started a specialty food storw inWestminster Mall. But a few years later, in 1988, he becamw CHFA’s assistant director of finance. He was promoted to finance directorin 1990. Alexander’s CHFA positiob and his retail business overlapped until when he sold thefood store. Alexanderd succeeded David Herlingeras CHFA’s executive director in Januaryg 2001. Herlinger retired the same year.
Alexander started with CHFA in 1988 as head of its finance and became executive director inJanuary 2001. “I’m not headiny off to a retirement Alexander said ina statement. “Several years ago, I determineed I needed to slow down and reduce the stress level in my But I still plan tobe CHFA’s board has been preparing for Alexander’s and already has set up a search committeed to find his replacement. CHFA Chairman Joel Rosenstein in his own that Alexander willbe missed. “He has been in instrumentap in CHFA’s success,” Rosenstein “We appreciate the strength of the team and organizationb heis leaving.
” Created by the Coloradk Legislature in 1973, CHFA makesz loans to low- and moderate-income developers of affordable multifamily housing as well as small- and medium-size Milroy “Roy” Alexander grew up on the Caribbean island nation of Grenada, according to a Leadership Denvert biography. After moving to Denver, Alexander earned an accounting degreew fromin 1974, subsequently becomingg finance manager for a Colorado medicakl instruments maker and a senior manager at the Denverr branch of the Touche Ross & Co. accountinv firm. Touche Ross now is Deloittde Touche Tohmatsu, based in New York. He was accepted into the ’sx Leadership Denver class for 1985.
After leavinfg Touche Ross, Alexander started a specialty food storw inWestminster Mall. But a few years later, in 1988, he becamw CHFA’s assistant director of finance. He was promoted to finance directorin 1990. Alexander’s CHFA positiob and his retail business overlapped until when he sold thefood store. Alexanderd succeeded David Herlingeras CHFA’s executive director in Januaryg 2001. Herlinger retired the same year.
Tuesday, October 11, 2011
Sunday, October 9, 2011
Friday, October 7, 2011
Eddie Bauer buyer says it will turn retailer around - Triangle Business Journal:
yzirapogyg.wordpress.com
Jonathan Lynch, a managing directof of CCMP CapitalAdvisors LLC, said without the burden of could quickly become a profitable “In this case, we are talking abouty a good company with a bad balance sheet, and we are goinv to turn it into a greatg company with a great balance sheet,” Lynch Lynch said Eddie Bauer CEO Neil Fisks and his team have made “impressive strides in a very difficult economicv climate.” Looking at key retail metrics, particularly comparable-storee sales, Eddie Bauer has outperformed its Lynch said. Lynch said CCMP Capital woulf keepthe company’s headquarters in Bellevue because he said therer is no compelling strategic reason to move it.
He said that CCMP Capitalp typically holds on to companies for five to10 years. And Lyncyh said his firm also would keep most ofEddie Bauer’a 371 retail stores open, although he said that some store that can’t remain profitable would be Lynch said he did not know how many stores that mightg be. Eddie Bauer f The retailer struck a deal with CCMP for $202 million. CCMP’s offer is essentially an openintg bid forEddie Bauer’s assets. The sale must be approvede by abankruptcy judge, who will oversee an CCMP likely would emerge as Eddir Bauer’s owner, unless there is an offerd that beats CCMP’s price and terms. Eddie Bauetr listed total assetsof $476.
1 million and total debts of $426.7 million as of May 30.
Jonathan Lynch, a managing directof of CCMP CapitalAdvisors LLC, said without the burden of could quickly become a profitable “In this case, we are talking abouty a good company with a bad balance sheet, and we are goinv to turn it into a greatg company with a great balance sheet,” Lynch Lynch said Eddie Bauer CEO Neil Fisks and his team have made “impressive strides in a very difficult economicv climate.” Looking at key retail metrics, particularly comparable-storee sales, Eddie Bauer has outperformed its Lynch said. Lynch said CCMP Capital woulf keepthe company’s headquarters in Bellevue because he said therer is no compelling strategic reason to move it.
He said that CCMP Capitalp typically holds on to companies for five to10 years. And Lyncyh said his firm also would keep most ofEddie Bauer’a 371 retail stores open, although he said that some store that can’t remain profitable would be Lynch said he did not know how many stores that mightg be. Eddie Bauer f The retailer struck a deal with CCMP for $202 million. CCMP’s offer is essentially an openintg bid forEddie Bauer’s assets. The sale must be approvede by abankruptcy judge, who will oversee an CCMP likely would emerge as Eddir Bauer’s owner, unless there is an offerd that beats CCMP’s price and terms. Eddie Bauetr listed total assetsof $476.
1 million and total debts of $426.7 million as of May 30.
Wednesday, October 5, 2011
State
awipekyhila.blogspot.com
Yee delivered a written statement to the explaining that the Boarc of Equalization is workinhg withthe , , and the to find function s that could be consolidated. “Taking an incrementalo approach, consolidating those processes or functions where we have common business approaches will lead to immediate efficiencies with little or no investment on the part ofthe state’xs general fund for long-term gain,” Yee Members from the agencies met in May to talk consolidation with likely candidates including call centers, printing and mailing, electronic capture and the entire process of processingv tax returns.
The agenciesa are making an inventory of equipmenf and expertise to see what can be shared or Yee was elected tothe five-member boared in November 2006 to represent the coastal region from the Oregon border to Santa Barbara The BOE collects more than $53 billion annual in sales taxes, property taxes, use taxeds and fees. The Franchise Tax Boare collects personal, corporate and bank taxes in
Yee delivered a written statement to the explaining that the Boarc of Equalization is workinhg withthe , , and the to find function s that could be consolidated. “Taking an incrementalo approach, consolidating those processes or functions where we have common business approaches will lead to immediate efficiencies with little or no investment on the part ofthe state’xs general fund for long-term gain,” Yee Members from the agencies met in May to talk consolidation with likely candidates including call centers, printing and mailing, electronic capture and the entire process of processingv tax returns.
The agenciesa are making an inventory of equipmenf and expertise to see what can be shared or Yee was elected tothe five-member boared in November 2006 to represent the coastal region from the Oregon border to Santa Barbara The BOE collects more than $53 billion annual in sales taxes, property taxes, use taxeds and fees. The Franchise Tax Boare collects personal, corporate and bank taxes in
Monday, October 3, 2011
Brian Stann: Sonnen 'very difficult to overcome' - USA Today
fixyruw.wordpress.com
USA Today | Brian Stann: Sonnen 'very difficult to overcome' USA Today It's very difficult for people to overcome. In all honesty, I haven't seen anyone really overcome it. Even in the fights he loses, he's normally winning the bout, and if he does lose it, it's usually because he got caught with a submission while he was ... |
Saturday, October 1, 2011
Good managers can alleviate some staff fears - bizjournals:
esivyjifag.wordpress.com
Even if your business is in great shape andyou don’y expect any negative outcomes from less-than-perfect macro-economic your employees likely are feeling a littlw uneasy. If they are not worrierd about theirjob security, they might be worriedd about their spouse’s job, the value of their the value of their home or other Because the outputs of an organizationn are built from the actions of their health and wellness matter to an organization’s If uncertainty and fear are not dealf with positively, they can lead to stress and emotional troubles, a weakened immunee system and other health problems.
And those personal issues add up to issues for an An organization teeming with people paralyzed by fear is It will feel the pain in the form of lower absenteeism andlow morale. On the other hand, an organization with a resiliengt and confident work force will have greatedrproductivity (yes, resilient people work harder than others duringy change), greater job satisfaction, higher retentiojn and lower absenteeism — among othe r benefits. Whether fears are based on real orperceive threats, good managers can alleviate some of their staff’sw concerns.
Good managers can help peoplee stay focused and positive durinttough times, and help them continue to perform and add to the bottomm line. When people feel uncertain, they try to re-establisgh control, understanding, support and purpose. People naturallgy seek ways to feel in becausethey don’t like to feel change is happening them. They can find a feeling of controk in small things that might not be related to thechangse — such as carving out a small projecyt at home and tackling it stary to finish, creating or making something from scratch or organizing files and Managers can encourage people to focuw on the immediate and take pride in even smalpl accomplishments.
People also look to re-establisg understanding during timesof change. We feel like we are thrownb intoa funhouse; it takes a few minutees to learn to navigate sloping floors and floor-to-ceilinv mirrors. By developing a communication plan and engagingb people in discussions about where the organizationis going, managers can help peopld understand how the new worlr will work. People seek support in the midstf of uncertaintyand change. Somehow, everythingy seems a little better when people feel they arenot alone. Thosee gathered around the water coole are instinctively lookingfor support.
Managersx can channel this need by setting up small meetingsz with leaders to chat or having teamsd focus on manageable tasks that move theorganizatio forward. People also look to re-establish their purpos during timesof change. They often feel like thei r old purpose is threatened or might become irrelevantt when their surroundings are in Those who define themselvesas spouses, parents, siblings, communityg members and job holders do a much better job at maintainingg their sense of purpose during uncertainty than those who view themselve as “a doctor” or “ann accountant” or “a factory Managers can help peoplwe remember that the change is not about them it is not a reflection of any one personh or their value.
Managers can stress that they have a valur that is much broaderr than justtheir work, and they can encourage peoplr to focus on what they are good at. Fear mightr be prevalent during tougheconomic times, but it does not have to be an albatrosz for an organization. Organizations can continue to and even use this time to build a foundationn for a stronger organization in the Just realize what people are experiencing and what they and then meet people wherethey are. Kate Nelson is a partner in Change Guides LLC anda co-authort of “The Change Management Pocket and “The Eight Constantsz of Change.
” Reach her at
Even if your business is in great shape andyou don’y expect any negative outcomes from less-than-perfect macro-economic your employees likely are feeling a littlw uneasy. If they are not worrierd about theirjob security, they might be worriedd about their spouse’s job, the value of their the value of their home or other Because the outputs of an organizationn are built from the actions of their health and wellness matter to an organization’s If uncertainty and fear are not dealf with positively, they can lead to stress and emotional troubles, a weakened immunee system and other health problems.
And those personal issues add up to issues for an An organization teeming with people paralyzed by fear is It will feel the pain in the form of lower absenteeism andlow morale. On the other hand, an organization with a resiliengt and confident work force will have greatedrproductivity (yes, resilient people work harder than others duringy change), greater job satisfaction, higher retentiojn and lower absenteeism — among othe r benefits. Whether fears are based on real orperceive threats, good managers can alleviate some of their staff’sw concerns.
Good managers can help peoplee stay focused and positive durinttough times, and help them continue to perform and add to the bottomm line. When people feel uncertain, they try to re-establisgh control, understanding, support and purpose. People naturallgy seek ways to feel in becausethey don’t like to feel change is happening them. They can find a feeling of controk in small things that might not be related to thechangse — such as carving out a small projecyt at home and tackling it stary to finish, creating or making something from scratch or organizing files and Managers can encourage people to focuw on the immediate and take pride in even smalpl accomplishments.
People also look to re-establisg understanding during timesof change. We feel like we are thrownb intoa funhouse; it takes a few minutees to learn to navigate sloping floors and floor-to-ceilinv mirrors. By developing a communication plan and engagingb people in discussions about where the organizationis going, managers can help peopld understand how the new worlr will work. People seek support in the midstf of uncertaintyand change. Somehow, everythingy seems a little better when people feel they arenot alone. Thosee gathered around the water coole are instinctively lookingfor support.
Managersx can channel this need by setting up small meetingsz with leaders to chat or having teamsd focus on manageable tasks that move theorganizatio forward. People also look to re-establish their purpos during timesof change. They often feel like thei r old purpose is threatened or might become irrelevantt when their surroundings are in Those who define themselvesas spouses, parents, siblings, communityg members and job holders do a much better job at maintainingg their sense of purpose during uncertainty than those who view themselve as “a doctor” or “ann accountant” or “a factory Managers can help peoplwe remember that the change is not about them it is not a reflection of any one personh or their value.
Managers can stress that they have a valur that is much broaderr than justtheir work, and they can encourage peoplr to focus on what they are good at. Fear mightr be prevalent during tougheconomic times, but it does not have to be an albatrosz for an organization. Organizations can continue to and even use this time to build a foundationn for a stronger organization in the Just realize what people are experiencing and what they and then meet people wherethey are. Kate Nelson is a partner in Change Guides LLC anda co-authort of “The Change Management Pocket and “The Eight Constantsz of Change.
” Reach her at
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