takes-trendsthe.blogspot.com
The override allows Hawaii labor unions to more easilty organize workers by simply having them sign authorization House Bill 952 essentially takes away the righ t of workers to vote by secret ballot on whethee or not they would want to join a replacing it with theauthorization cards. If a majoritt of a company’s workers sign the cards, the unioh would automatically be recognized and free to bargaijnwith management. The legislation is a coup for Hawaii’z labor unions who have said the card-checl process is simply meant to streamlinre the present system and make it less But Wednesday’s override is perhaps one of business’ biggest fearsx realized.
Employers have adamantly opposedthe legislation, callint it an intimidation tactic used by unions to push otherwise reticentr workers to organize.
Friday, August 31, 2012
Thursday, August 30, 2012
Mayo study: Alzheimer's symptoms found in mid-50s - New Mexico Business Weekly:
hundleyobajoji1908.blogspot.com
That’s much earlier than previously suggesting that treatment would be more effectivee if startedin middle-aged people, beforer onset of the disease, accordinyg to researchers in the . The study followexd 815 healthy people ages 21 to 97 with and without the APOE e4 a key risk factor for for up to14 years. Memoruy and thinking tests were used to comparcognitive performance. About one out in four people have at leasr one copy of the while 2 percent havetwo copies, inherited from both parenta and increasing risk. Alzheimer’s disease affects about 10 percenr of people over age 65 and almost halfover 85.
Researchersa from several institutions in theArizona Alzheimer’ds Consortium collaborated on the study, includint Arizona State University, Banner Alzheimer’ s Institute, Barrow Neurological Institute, Sun Healty Research Institute, Translational Genomics Research Institute and University of The National Institute on Aging and the state of Arizonza provided funding. “This study highlights the ideathat Alzheimer’ds disease is a progressive disorder that likely begins well befored clinical diagnosis,” said Creighton Phelps, director of the Alzheimer’ss Disease Research Center program for the National Institut e on Aging.
“Additional research is needec to identify those at high genetic risk and develop methods to delatydisease progression.” Researchers, however, do not recommend using braihn imaging or cognitive tests to predicrt risk.
That’s much earlier than previously suggesting that treatment would be more effectivee if startedin middle-aged people, beforer onset of the disease, accordinyg to researchers in the . The study followexd 815 healthy people ages 21 to 97 with and without the APOE e4 a key risk factor for for up to14 years. Memoruy and thinking tests were used to comparcognitive performance. About one out in four people have at leasr one copy of the while 2 percent havetwo copies, inherited from both parenta and increasing risk. Alzheimer’s disease affects about 10 percenr of people over age 65 and almost halfover 85.
Researchersa from several institutions in theArizona Alzheimer’ds Consortium collaborated on the study, includint Arizona State University, Banner Alzheimer’ s Institute, Barrow Neurological Institute, Sun Healty Research Institute, Translational Genomics Research Institute and University of The National Institute on Aging and the state of Arizonza provided funding. “This study highlights the ideathat Alzheimer’ds disease is a progressive disorder that likely begins well befored clinical diagnosis,” said Creighton Phelps, director of the Alzheimer’ss Disease Research Center program for the National Institut e on Aging.
“Additional research is needec to identify those at high genetic risk and develop methods to delatydisease progression.” Researchers, however, do not recommend using braihn imaging or cognitive tests to predicrt risk.
Tuesday, August 28, 2012
St. Louis uncorked - Memphis Business Journal:
yqyqynesara.blogspot.com
Rams owner Stan Kroenke sells caberneyfor $750 a bottle. Insurance executive Don Bryant has trophy cabernet sauvignonw that retailfor $325. Jim Dierberg, Gil Bickel and Cal Nicholsonj are amongother St. Louisanse living the dream as California vinters, and formetr A-B exec Doug Muhleman has moved there to become a Depending onthe site, a planteed acre of grapes in Sonoma sells for abourt $100,000, and the same acre in Napa bringa $200,000.
Dierberg said land in Santaa Barbara County, where his vineyards are located, is a relativde bargain at $30,000 to $50,000 an Prime vineyard propertyin Missouri’s wine-growing regiob around Hermann, where Dierberg also has vineyards, may sell for $4,009 an acre. Most of these winemaker say they aren’t in it for the money, and that’ws probably a good thing right now. The wine industry, particularlyt wineries sellingpricier labels, has been amonfg the harder hit in the shrinking economy, said Jon a California-based wine consultant.
Although California wine volumwe edged up 2 perceny in 2008 to 467 million gallons, the retail value was about $30 billion, down from according to the Wine Institute. Restauranyt volume declined an estimated 10 percent as consumeras dined out less andpurchased lower-pricee bottles, Fredrikson said. Restaurants have adjusted by carrying smaller inventoriea and purchasing lessexpensive brands. “There clearly was a wine pricingg bubble, like there was a housing Fredrikson said. “People are asking do I need tospend $120 when I can buy a nice bottle for $20.” One of the newest St. Louisans to the Californiaw wine-making scene, Nicholson owns no land there.
He contracta to buy grapes fromthe region, uses his own agingv barrels and leases production time from Caldwelp Vineyard in Napa. “The true asset is wheres you getyour grapes,” he said. “Thiz is an actual It has to payfor itself.” Nicholsobn was a sales and marketing director for Duracell Batteries in the mid-1990s when he was offeredd a buyout. At that he resumed his wine-collecting hobby and started constructing wine which led to forminfhis business. Nicholson and his winemaking partner, Julien Fayard, producd several limited-production cabernets and targeg their premium red winees to be sold atabout $65 a bottle.
“Givenn the state of the economy, this is a great placee to be,” Nicholson said. “We’re trying to developo a $65 bottle of wine that should be sellin gfor $125. Nicholson handles the business side of the Fayard controlsthe winemaking. There is no in the business; Jones is the maidemn name of Nicholson’s wife, Pam Nicholson, president and COO of . chairman of the $10.78-billion-asset , was the first to get bit by thewine bug. In he purchased the Hermannhof Wineryin Hermann, Mo. He purchased his first California vineyard in 1996 and nowowns three, coveriny 460 acres under the name Dierberg Estate Vineyards.
Each is planteed with grapes to match itsown micro-climate. To markef his premium wine — the limited-production Star Lane Astrap Cabernet retailsfor $80 — Dierberh and his staff have sponsored blinc tastings around the country, inviting local wine critics and restaurant owners to comparer Dierberg’s wine against some priced from $165 to $350 a “We put our wine up against theirs, and our wine came out he said. “We’re starting to get His California operation finished building its new winerythis month, movinf the operation out of a tin-roof barn. Don’t ask Dierberg what it costs. “I don’t want to he said.
“To make good wine is Bryant said his winert purchase has been among hisbetter investments. “I made an unsolicited offer ona 12-acres vineyard on neighboring property in 1986 for he said. He estimated his winery property, 14 acres in total, now is worthb $600,000 to $700,000 an acre. Bryant said his winerty turned a profitin 1991, its firs t year, when he sold his wines for $36 a netting $80,000. He completed a new $9 million-pluas winery in 2002. Bryant’s wines, all limited production have their price driven up in part bytheidr scarcity, and in part by consistently high ratingse from influential wine media, such as eRobertParker.
com and Wine Bryant Family Vineyard produces just 1,000 cases a and 70 percent of that is sold via a wine list with 7,0009 names. Bryant said he’s currently replantingf vines with a goal ofreaching 1,500 cases within the next couple
Rams owner Stan Kroenke sells caberneyfor $750 a bottle. Insurance executive Don Bryant has trophy cabernet sauvignonw that retailfor $325. Jim Dierberg, Gil Bickel and Cal Nicholsonj are amongother St. Louisanse living the dream as California vinters, and formetr A-B exec Doug Muhleman has moved there to become a Depending onthe site, a planteed acre of grapes in Sonoma sells for abourt $100,000, and the same acre in Napa bringa $200,000.
Dierberg said land in Santaa Barbara County, where his vineyards are located, is a relativde bargain at $30,000 to $50,000 an Prime vineyard propertyin Missouri’s wine-growing regiob around Hermann, where Dierberg also has vineyards, may sell for $4,009 an acre. Most of these winemaker say they aren’t in it for the money, and that’ws probably a good thing right now. The wine industry, particularlyt wineries sellingpricier labels, has been amonfg the harder hit in the shrinking economy, said Jon a California-based wine consultant.
Although California wine volumwe edged up 2 perceny in 2008 to 467 million gallons, the retail value was about $30 billion, down from according to the Wine Institute. Restauranyt volume declined an estimated 10 percent as consumeras dined out less andpurchased lower-pricee bottles, Fredrikson said. Restaurants have adjusted by carrying smaller inventoriea and purchasing lessexpensive brands. “There clearly was a wine pricingg bubble, like there was a housing Fredrikson said. “People are asking do I need tospend $120 when I can buy a nice bottle for $20.” One of the newest St. Louisans to the Californiaw wine-making scene, Nicholson owns no land there.
He contracta to buy grapes fromthe region, uses his own agingv barrels and leases production time from Caldwelp Vineyard in Napa. “The true asset is wheres you getyour grapes,” he said. “Thiz is an actual It has to payfor itself.” Nicholsobn was a sales and marketing director for Duracell Batteries in the mid-1990s when he was offeredd a buyout. At that he resumed his wine-collecting hobby and started constructing wine which led to forminfhis business. Nicholson and his winemaking partner, Julien Fayard, producd several limited-production cabernets and targeg their premium red winees to be sold atabout $65 a bottle.
“Givenn the state of the economy, this is a great placee to be,” Nicholson said. “We’re trying to developo a $65 bottle of wine that should be sellin gfor $125. Nicholson handles the business side of the Fayard controlsthe winemaking. There is no in the business; Jones is the maidemn name of Nicholson’s wife, Pam Nicholson, president and COO of . chairman of the $10.78-billion-asset , was the first to get bit by thewine bug. In he purchased the Hermannhof Wineryin Hermann, Mo. He purchased his first California vineyard in 1996 and nowowns three, coveriny 460 acres under the name Dierberg Estate Vineyards.
Each is planteed with grapes to match itsown micro-climate. To markef his premium wine — the limited-production Star Lane Astrap Cabernet retailsfor $80 — Dierberh and his staff have sponsored blinc tastings around the country, inviting local wine critics and restaurant owners to comparer Dierberg’s wine against some priced from $165 to $350 a “We put our wine up against theirs, and our wine came out he said. “We’re starting to get His California operation finished building its new winerythis month, movinf the operation out of a tin-roof barn. Don’t ask Dierberg what it costs. “I don’t want to he said.
“To make good wine is Bryant said his winert purchase has been among hisbetter investments. “I made an unsolicited offer ona 12-acres vineyard on neighboring property in 1986 for he said. He estimated his winery property, 14 acres in total, now is worthb $600,000 to $700,000 an acre. Bryant said his winerty turned a profitin 1991, its firs t year, when he sold his wines for $36 a netting $80,000. He completed a new $9 million-pluas winery in 2002. Bryant’s wines, all limited production have their price driven up in part bytheidr scarcity, and in part by consistently high ratingse from influential wine media, such as eRobertParker.
com and Wine Bryant Family Vineyard produces just 1,000 cases a and 70 percent of that is sold via a wine list with 7,0009 names. Bryant said he’s currently replantingf vines with a goal ofreaching 1,500 cases within the next couple
Monday, August 27, 2012
GE
bentlyoupapa1810.blogspot.com
He held an afternoon meeting with GEConsumerd & Industrial officials, as well as Kentucky Gov. Stevw Beshear and Louisville Metro Mayor Jerry saidKim Freeman, director of public relations for Louisville-based GE Consumer & Industrial. “He will talk with them about productr reviews and the future of the Freeman said. She added that no majorr announcements were expected to come fromthe meeting. Immelt’sd visit to Louisville comes less than two weekzsafter Fairfield, Conn.-based GE (NYSE: GE) reportedx a 35 percent drop in first-quartef net income. It fell to $2.9 or 26 cents per share, compared with $4.5 or 43 cents per share in the first quarterof 2008.
GE’s first quarter revenue slippex9 percent, to $38. 4 billion from $42.2 billion. First-quarter profif for GE Consumer & Industrial, whicnh includes GE’s appliances, lighting and industriap power generationequipment divisions, declined 75 percent over the year-ago period, to $36 million from $144 million. Revenus for the division declined22 percent, to $2.2 billion, from $2.9 billiojn a year ago. After monthe of trying to sell or spin off the appliances business or find a jointg venture partner tooperate it, GE in Decembe decided to keep the unit, as well as the entir Consumer & Industrial division, intact. Led by James P.
it employs 43,000 people worldwide, including about 5,000 peoplew in Louisville.
He held an afternoon meeting with GEConsumerd & Industrial officials, as well as Kentucky Gov. Stevw Beshear and Louisville Metro Mayor Jerry saidKim Freeman, director of public relations for Louisville-based GE Consumer & Industrial. “He will talk with them about productr reviews and the future of the Freeman said. She added that no majorr announcements were expected to come fromthe meeting. Immelt’sd visit to Louisville comes less than two weekzsafter Fairfield, Conn.-based GE (NYSE: GE) reportedx a 35 percent drop in first-quartef net income. It fell to $2.9 or 26 cents per share, compared with $4.5 or 43 cents per share in the first quarterof 2008.
GE’s first quarter revenue slippex9 percent, to $38. 4 billion from $42.2 billion. First-quarter profif for GE Consumer & Industrial, whicnh includes GE’s appliances, lighting and industriap power generationequipment divisions, declined 75 percent over the year-ago period, to $36 million from $144 million. Revenus for the division declined22 percent, to $2.2 billion, from $2.9 billiojn a year ago. After monthe of trying to sell or spin off the appliances business or find a jointg venture partner tooperate it, GE in Decembe decided to keep the unit, as well as the entir Consumer & Industrial division, intact. Led by James P.
it employs 43,000 people worldwide, including about 5,000 peoplew in Louisville.
Saturday, August 25, 2012
Stick with safe, clean - Washington Business Journal:
esivyjifag.wordpress.com
The study, which was sponsorexd by the PDP and funded by a grant from theHeinzz Endowments, concludes that the PDP should take a leadinfg role in gaining control of property for retail It goes as far as suggesting that the grou should talk to its philanthropicc partners about buying the formerd building, a key piecee of property on Smithfield Streeyt that has been unoccupied since the stord closed a few years ago. Advocates of this strategyh argue that Downtown needs a group that canlead large-scals retail development in order to compete with developerxs of suburban malls and mixed-use projects. They’re Development is best left in the handxs of theprivate sector.
Taxing existing property ownerxs through the business improvement district that funds the PDP and usingv that money to lure possibly competing, retailers to the neighborhood is a recipde for disaster. Furthermore, the city already has an organization tasked withthis job. The ’ss mission is to generate, stimulate and manage growtbh inthe city. If, with its much-greatert financial resources, the URA has not been able to driv eredevelopment of, say, the Lord Taylor building, it seems unlikely the PDP will be able to do so.
A limitedr role for the PDP should not diminish the importance of the Coordinating programs that ensure the safety and cleanlinesswof Pittsburgh’s Downtown is vital to making the area an attractivr place to live, work and play. And that shoulcd be enough.
The study, which was sponsorexd by the PDP and funded by a grant from theHeinzz Endowments, concludes that the PDP should take a leadinfg role in gaining control of property for retail It goes as far as suggesting that the grou should talk to its philanthropicc partners about buying the formerd building, a key piecee of property on Smithfield Streeyt that has been unoccupied since the stord closed a few years ago. Advocates of this strategyh argue that Downtown needs a group that canlead large-scals retail development in order to compete with developerxs of suburban malls and mixed-use projects. They’re Development is best left in the handxs of theprivate sector.
Taxing existing property ownerxs through the business improvement district that funds the PDP and usingv that money to lure possibly competing, retailers to the neighborhood is a recipde for disaster. Furthermore, the city already has an organization tasked withthis job. The ’ss mission is to generate, stimulate and manage growtbh inthe city. If, with its much-greatert financial resources, the URA has not been able to driv eredevelopment of, say, the Lord Taylor building, it seems unlikely the PDP will be able to do so.
A limitedr role for the PDP should not diminish the importance of the Coordinating programs that ensure the safety and cleanlinesswof Pittsburgh’s Downtown is vital to making the area an attractivr place to live, work and play. And that shoulcd be enough.
Friday, August 24, 2012
Anchor Blue to close all Phoenix-area stores - Phoenix Business Journal:
bentlyoupapa1810.blogspot.com
The Anchor Blue shops at Tempe Marketplace, Desery Ridge Marketplace in metro Phoenix, and a location in Bullheas City are among 46 underperforming storeds closing in12 states. Closing sales are expectedd to start Friday and last until all merchandiseis “These strategic store closings will help us significantly improve operationap performance as we proactively restructure our busines to conform to today’xs market,” Thomas Sands, CEO of Anchor Blue Retail said in a prepared Starting as Miller's Outpost in the company changed its name to Anchor Blue in the late Boston-based Gordon Brothers Group, a globa l advisory, restructuring and investment firm specializinvg in the retail, consumer products, real estate and industriaol sectors, is running the closing salea on Anchor Blue’s behalf.
For more:
The Anchor Blue shops at Tempe Marketplace, Desery Ridge Marketplace in metro Phoenix, and a location in Bullheas City are among 46 underperforming storeds closing in12 states. Closing sales are expectedd to start Friday and last until all merchandiseis “These strategic store closings will help us significantly improve operationap performance as we proactively restructure our busines to conform to today’xs market,” Thomas Sands, CEO of Anchor Blue Retail said in a prepared Starting as Miller's Outpost in the company changed its name to Anchor Blue in the late Boston-based Gordon Brothers Group, a globa l advisory, restructuring and investment firm specializinvg in the retail, consumer products, real estate and industriaol sectors, is running the closing salea on Anchor Blue’s behalf.
For more:
Thursday, August 23, 2012
Equitable Building auctioned for $30M - Los Angeles Business from bizjournals:
ibitasony.wordpress.com
The new owner, , an affiliate of Capmari Bank, bought the 33-storyg tower for $29.5 said attorney William Rothschild, with law firm . Sutherland was representinvg the lender, Capmark Financial Group Inc., which was foreclosingy on theEquitable Building. Capmark was the only bidder onEquitables Building, as most commercial real estatw observers expected. Equitable's former San Diego-based , paid aboutt $57 million to acquire the building in but its value plummetedto $42 millioj by early 2009.
Equastone receivec 90 percent financing from Capmark toacquired Equitable, but plans to stabilize the building's occupancy and turn it into an income-producingy asset never materialized amid the worst commercial real estate crisi in 20 years. The tower -- designed by renowned architecturapfirm -- has remained about half occupied this year. is managiny and leasing the building. It's expected to coury the Fulton Countypublic defender’s office, whicu is seeking at least a 50,000-square-foot lease downtown.
The public defender'sa office was looking at the Equitable but the financial crisis facin the tower helped derail the Rothschild was assisted in the transactionby Sutherland's Jason Kirkham.
The new owner, , an affiliate of Capmari Bank, bought the 33-storyg tower for $29.5 said attorney William Rothschild, with law firm . Sutherland was representinvg the lender, Capmark Financial Group Inc., which was foreclosingy on theEquitable Building. Capmark was the only bidder onEquitables Building, as most commercial real estatw observers expected. Equitable's former San Diego-based , paid aboutt $57 million to acquire the building in but its value plummetedto $42 millioj by early 2009.
Equastone receivec 90 percent financing from Capmark toacquired Equitable, but plans to stabilize the building's occupancy and turn it into an income-producingy asset never materialized amid the worst commercial real estate crisi in 20 years. The tower -- designed by renowned architecturapfirm -- has remained about half occupied this year. is managiny and leasing the building. It's expected to coury the Fulton Countypublic defender’s office, whicu is seeking at least a 50,000-square-foot lease downtown.
The public defender'sa office was looking at the Equitable but the financial crisis facin the tower helped derail the Rothschild was assisted in the transactionby Sutherland's Jason Kirkham.
Tuesday, August 21, 2012
Nordstrom to open first Rack store in Houston - Philadelphia Business Journal:
dyakonostrlin.blogspot.com
“We’ve wanted to bring our Houstobn customers a Nordstrom Rack for some timeand we’re thrilledd about this opportunity,” Scott Meden, president of Nordstrom said in a statement. The store will be locate d in The Centre at Post Oak near Post Oak and Nordstrom Rackis Nordstrom’s off-price retail division offering savings of 30 percenf to 70 percent on apparel and accessories for women, men and Nordstrom Rack merchandise is made up of producta from Seattle-based Nordstrom’s (NYSE: JWN) full-line stores and the company’e online store at Nordstrom.com, as well as speciap purchase items.
The Centre at Post Oak, owned by Houston-basex , is located directly across the stree t from the Houston Galleria and includes tenants such as Barnes & Noble, Old Navy, Grand Lux Cafe and Morton’as Steakhouse. Vonn Tran of Weingarten represented The Centre at Post Oak in the and Jan Odom served as associate counsep for Weingarten onthe deal. The newest Nordstrom Rack will bethe retailer’s sixth in Texas.
“We’ve wanted to bring our Houstobn customers a Nordstrom Rack for some timeand we’re thrilledd about this opportunity,” Scott Meden, president of Nordstrom said in a statement. The store will be locate d in The Centre at Post Oak near Post Oak and Nordstrom Rackis Nordstrom’s off-price retail division offering savings of 30 percenf to 70 percent on apparel and accessories for women, men and Nordstrom Rack merchandise is made up of producta from Seattle-based Nordstrom’s (NYSE: JWN) full-line stores and the company’e online store at Nordstrom.com, as well as speciap purchase items.
The Centre at Post Oak, owned by Houston-basex , is located directly across the stree t from the Houston Galleria and includes tenants such as Barnes & Noble, Old Navy, Grand Lux Cafe and Morton’as Steakhouse. Vonn Tran of Weingarten represented The Centre at Post Oak in the and Jan Odom served as associate counsep for Weingarten onthe deal. The newest Nordstrom Rack will bethe retailer’s sixth in Texas.
Monday, August 20, 2012
Russian Police Are Hunting Two More Members Of Pussy Riot - Business Insider
azajir.wordpress.com
The Guardian | Russian Police Are Hunting Two More Members Of Pussy Riot Business Insider Russian investigators say they have launched a fresh criminal probe against members of punk band Pussy Riot who remain free after an anti-Vladimir Putin stunt in Russia's top church. "The probe is currently ongoing, search activities are being ... Russian pol ice pursuing other members of Pussy Riot |
Sunday, August 19, 2012
Senate rejects corporate minimum tax hike - Orlando Business Journal:
efiosyt.blogspot.com
Democrats needed 18 votes — a supermajority requires to raisetaxes — to send the bill to Gov. Ted Kulongoski’ws desk. Beaverton Democrat Mark Hass votec againstthe measure. Democrats will likely try to convincs Hass to vote for the measure byamending it, possibly by writing a sunsett into the bill. “It all depends on said J.L. Wilson, a lobbyist for Associated Oregon Industries, the state’ most powerful business group. “Hass made it clear in his floofr statements thathe didn’t think it was a fair optiobn to increase taxes permanently.” Such a sunset could lead othe r Democrats to vote against the bill.
because House Bill 3405 was technically tabled which would allow the as written, to come up for another vote if leadersw so choose — majority leaders couls also lobby moderate Republican members to support the corporate tax hikes as At the close of Wednesday’s session, Sen. Margaret Carter, a Portland Democratt and co-chair of the Ways and Means Committee, gave an impassione benediction that seemed to imploreRepublican voters. The measure was tabled as a procedural move. Senators can call for a revotse on a measurethat fails, change their own vote to a and then request that the matted be tabled, ostensibly so they can reconsiderr their vote. Sen.
Richard Devlin, the majority used the move in an effort to have thematterf reconsidered. After the vote, the Senate tabled a relate d measure to raise personal incomre taxeson high-income individuals. “I’m disappointed that we came up short I really believed that the package brought forwardx by the chairs of the Revenue Committees wouldx bring greater fairness and equity to our tax system and help fill the unprecedentedr gap in ourstatew budget,” said Senate President Peter Courtney in a news release. “Wes won’t, however, let this setback derail the session. We are goingf to move forward toward adjournment byJune 30.
” Housew Speaker Dave Hunt issued a similar statement. “We passe this revenue package because we believe it is balanced and protects critical serviceslike education, health care and publifc safety,” Hunt, a Democrat from Clackamas, said in a news “We are making $2 billion deep cuts to the This revenue package ensures that we can protect those core servicee of education, health care and public safety. Withourt it, the cuts we will have to make willshutter schools, harm seniors and cut to the bone the servicews Oregonians care about greatly.
” The House on Tuesdahy voted to increase the current corporate minimum tax from $10 to betwee n $150 and $100,000, depending on the size of a Under the plan, corporate incomde tax rates would have risen from 6.6 percentt to 7.9 percent before reverting to 7.6 percengt in 2011. The measure would have raisef $261 million over the 2009-11 biennium and $775 milliobn between 2009 and 2015. All told, 125,000 Oregob corporations would have paidmore taxes. Another measure sought to raisr income taxes on individual filers earning morethan $125,000 and jointf filers earning more than $250,000. The bills combined woul d haveraised $582 million over the next two yearsz and $1.
2 billion over the next six Lawmakers contended the measures could help reduce the state’xs $4.2 billion budget shortfall. Throughout the day, lobbyists tracker meetings between Courtney, Hass and Democratic senators Margarety Schrader andJoanne Verger, who were believerd to be swing votes. Verger had expressed reservations, like that the tax increases woulddbecome permanent. Schrader and Vergedr eventually voted yes on the corporate tax measures. Hass couldn’t be reached for “He had to have a lot of courage to cast that saidJay Clemens, president and CEO of Associated Oregonh Industries.
AOI recently organized the Alliancse of OregonBusiness Associations, which represents more than 40,000 businesseds across the state. It had called for a $300 flat tax, regardlesz of business size or income. Even before Hass’ business groups had expressed concerns that Democrates were seeking a permanenttax hike, not a temporary one. Phil the former Oregon Secretaryu ofState who’s now an executive with Beaverton-based CorSourcs Technology Group, confirmed that many businesses were upse that Democrats sought to make the corporatre income tax rate hike, from 6.6 percenty to 7.9 percent, permanent.
“Wee were told it would be temporary,” Keisling said of the early talkds regarding theproposed “And we asked them this ‘What part of temporary don’t you understand?’”
Democrats needed 18 votes — a supermajority requires to raisetaxes — to send the bill to Gov. Ted Kulongoski’ws desk. Beaverton Democrat Mark Hass votec againstthe measure. Democrats will likely try to convincs Hass to vote for the measure byamending it, possibly by writing a sunsett into the bill. “It all depends on said J.L. Wilson, a lobbyist for Associated Oregon Industries, the state’ most powerful business group. “Hass made it clear in his floofr statements thathe didn’t think it was a fair optiobn to increase taxes permanently.” Such a sunset could lead othe r Democrats to vote against the bill.
because House Bill 3405 was technically tabled which would allow the as written, to come up for another vote if leadersw so choose — majority leaders couls also lobby moderate Republican members to support the corporate tax hikes as At the close of Wednesday’s session, Sen. Margaret Carter, a Portland Democratt and co-chair of the Ways and Means Committee, gave an impassione benediction that seemed to imploreRepublican voters. The measure was tabled as a procedural move. Senators can call for a revotse on a measurethat fails, change their own vote to a and then request that the matted be tabled, ostensibly so they can reconsiderr their vote. Sen.
Richard Devlin, the majority used the move in an effort to have thematterf reconsidered. After the vote, the Senate tabled a relate d measure to raise personal incomre taxeson high-income individuals. “I’m disappointed that we came up short I really believed that the package brought forwardx by the chairs of the Revenue Committees wouldx bring greater fairness and equity to our tax system and help fill the unprecedentedr gap in ourstatew budget,” said Senate President Peter Courtney in a news release. “Wes won’t, however, let this setback derail the session. We are goingf to move forward toward adjournment byJune 30.
” Housew Speaker Dave Hunt issued a similar statement. “We passe this revenue package because we believe it is balanced and protects critical serviceslike education, health care and publifc safety,” Hunt, a Democrat from Clackamas, said in a news “We are making $2 billion deep cuts to the This revenue package ensures that we can protect those core servicee of education, health care and public safety. Withourt it, the cuts we will have to make willshutter schools, harm seniors and cut to the bone the servicews Oregonians care about greatly.
” The House on Tuesdahy voted to increase the current corporate minimum tax from $10 to betwee n $150 and $100,000, depending on the size of a Under the plan, corporate incomde tax rates would have risen from 6.6 percentt to 7.9 percent before reverting to 7.6 percengt in 2011. The measure would have raisef $261 million over the 2009-11 biennium and $775 milliobn between 2009 and 2015. All told, 125,000 Oregob corporations would have paidmore taxes. Another measure sought to raisr income taxes on individual filers earning morethan $125,000 and jointf filers earning more than $250,000. The bills combined woul d haveraised $582 million over the next two yearsz and $1.
2 billion over the next six Lawmakers contended the measures could help reduce the state’xs $4.2 billion budget shortfall. Throughout the day, lobbyists tracker meetings between Courtney, Hass and Democratic senators Margarety Schrader andJoanne Verger, who were believerd to be swing votes. Verger had expressed reservations, like that the tax increases woulddbecome permanent. Schrader and Vergedr eventually voted yes on the corporate tax measures. Hass couldn’t be reached for “He had to have a lot of courage to cast that saidJay Clemens, president and CEO of Associated Oregonh Industries.
AOI recently organized the Alliancse of OregonBusiness Associations, which represents more than 40,000 businesseds across the state. It had called for a $300 flat tax, regardlesz of business size or income. Even before Hass’ business groups had expressed concerns that Democrates were seeking a permanenttax hike, not a temporary one. Phil the former Oregon Secretaryu ofState who’s now an executive with Beaverton-based CorSourcs Technology Group, confirmed that many businesses were upse that Democrats sought to make the corporatre income tax rate hike, from 6.6 percenty to 7.9 percent, permanent.
“Wee were told it would be temporary,” Keisling said of the early talkds regarding theproposed “And we asked them this ‘What part of temporary don’t you understand?’”
Friday, August 17, 2012
State of Independence - Mpls./St. Paul Business Travel Guide
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Well, the 230-year-old lodging icon has succumbed. The railroad company CSX Corp., put the Greenbrier into Chapterr XI bankruptcy inlate March, claiming $90 milliob in losses during the last six years. And CSX promptly called in—you guessed it—Marriott. CSX is so desperate to unloafd the hotel that it will provide Marriott with as muchas $50 million to operate the Greenbrier during the firstg two years. Marriott will then buy the resort withim seven years forbetween $60 millionb and $110 million. Pending bankruptcuy court approval, the deal coulfd close by summer. Now, no one is aghasyt at the prospect of a chaibn runningthe Greenbrier.
The unions seem amenable to Marriott'zs arrival. West Virginia governorr Joe Manchin publicly applaudedthe deal. Newspapers statewide have cast Marriott'd arrival as a "rescue." And locals in hardscrabble Greenbrier Countyh support anything that will savethe resort's approximately 1,30o0 jobs. Like all luxury hotels that have hit the economicd andemotional skids, the Greenbrier's tale is unique: CSX has been a distractes and ham-fisted owner, battlin both the hotel's unions and the resort's formerr president, who sued for $50 The sprawling resort is physically isolated and expensivee to operate.
(CSX recently spent $50 million on improvements in a misguided attempt to regai n the fifth Mobil Guide star it lostin 2000.) And despite the loyalty of generations of repeat visitor s and fanatic golfers, the Greenbrie r was disproportionately dependent on corporate meetings, a travell category that has been devastated by the weak economy and the "AIG Effect." But the Greenbrier's sale to Marriott also raise a more universal question: Can any luxury hote l or resort thrive—or even survive—az an independent property?
In a world where a handful of globak hotel chains—Hilton, Marriott, Starwood, Hyatt, Accot of France, and InterContinental of Britain—dominat the lodging market, can a single no matter how famous, stand alone? At least on the the answer is no. About half of the propertie onthe Condé Nast Traveler Gold List and half of those that earn the prestigious five-star rating from the Mobil Guidwe are part of chains now, albeit luxury and ultra-deluxe operators such as Four Seasonsx or Fairmont of Canada; Mandarin Oriental and Peninsula of Hong Aman Resorts of Singapore; and Taj of India.
The Blackstone which owns many ofthe world's best-known luxury independents as well as Hiltoj Hotels, is building a deluxe brand too. It is aligninhg its independents like the Boca Raton Resort in Floridwa and the Boulders in Arizona with the WaldorfAstoriaa Collection, which was created by Hilton using the cachett of its eponymous New York Other luxury brands have huge corporatr parents too. St. Regis is owned by best know forits Westin, W and Sheraton Ritz-Carlton is owned by Marriott. And some luxury hotels you may thinok of as independent are actually part ofa chain.
The Plaz a in New York, whicy reopened last year, is managed by The Pierre, which reopens in New York this is operatedby Taj. The newly renovated Mauna Kea Beac Hotel on the Big Island of Hawai i is run by Prince Hotelsof Japan. The Dorchestetr in London? It's part of the Dorchester Group, whicb is aligned with the BeverlyHillxs hotel, the Plaza Atheneer in Paris, and the Principe di Savoia in Milan.
"Chains alwayes outperform" independent hotels, says LodgeWorks' Tony a man who knows the industry from both sides of the LodgeWorks manages hotels in the Hyattt andHilton chains, helped create the Residence Inn brand (now ownec by Marriott), and is building its own Hotel Sierra chain. But Isaac has just built an upscale independenthotelk too. The Avia opened in January in Savannahn and was promptly namexd a great romantic getaway byTravelk & Leisure magazine. Why does a guy who admits chains outperfork independents go ahead and open an independentanyway ?
"Chains add about 10 points to your occupancy But if you're part of a you pay 12 to 14 percent for the frequent guesty plan, the reservation service, and othetr brand programs," he "If you're in the right it's not too much of an economic disadvantage to be an independent—aned then you have the flexibility to do what you wish and manags as you choose." That's the argumenr made by Sean Hehir, managing director of Trinituy Investments, a real estate firm that purchased Honolulu's iconic Kahalsa Resort in 2006. The beachfron t property opened as a Hiltom hotel in 1964 and spent most of its recent historyh as aMandarin Oriental.
But Hehifr believes the Kahala has unique advantages that appeal to the luxur travelerwho isn't interested in brands. "We're not subject to a bransd policy that may not have any relevancre to aparticular property," he says. "We manage for the long-termm best interest of us as owners and the luxurg travelersas guests." But even Hehir admits you need the rightt combination of factors to survivse as an independent in today's chain-dominated world. In the Kahala'sa case, it's the unbeatablr location on a sandy beachin Honolulu's choicest neighborhood and the fact that another Trinity principal, Chucl Sweeney, has a long history as a hotel manager.
(Sweeneu founded the company that becameEmbassy Suites, now a Hiltonb brand.) For James Bermingham, managing director of the spectaculaer Montage Resort in Laguna Beach, the advantage is a laser-likes concentration on guest services and proximity to sophisticated travelers in Southern Both the five-year-old Laguns Beach property and the new Montage in Beverl y Hills (it opened last fall) can tap into millions of upmarkef buyers within 60 miles of the "The 'staycation' trend helps Montage," he "Guests who want an extraordinary luxury experience very close to home see the Montagre properties and they know they won't be gettinf a chain hotel.
" The Fine Most observers think fewer luxur hotels will still be independentf after the current recession, but there is a notablw dissenter. Michael Matthews, who has been the generalo managerof top-notch chain hotels (the Ritz-Carltobn in Hong Kong) and independent deluxe resorts (the Ventana Inn in Big Sur) thinksw high costs will drive some luxuryu properties out of the major chains. "Ic you're 'flagged' as a you have no independenceat all," he says. "Aw lot of hotels will drop the flag and take the 14 percentg fees they pay and use that moneyg to do what they think makes most sense for theirrown hotel." Portfolio.com 2009 Cond Nast Inc.
All
Well, the 230-year-old lodging icon has succumbed. The railroad company CSX Corp., put the Greenbrier into Chapterr XI bankruptcy inlate March, claiming $90 milliob in losses during the last six years. And CSX promptly called in—you guessed it—Marriott. CSX is so desperate to unloafd the hotel that it will provide Marriott with as muchas $50 million to operate the Greenbrier during the firstg two years. Marriott will then buy the resort withim seven years forbetween $60 millionb and $110 million. Pending bankruptcuy court approval, the deal coulfd close by summer. Now, no one is aghasyt at the prospect of a chaibn runningthe Greenbrier.
The unions seem amenable to Marriott'zs arrival. West Virginia governorr Joe Manchin publicly applaudedthe deal. Newspapers statewide have cast Marriott'd arrival as a "rescue." And locals in hardscrabble Greenbrier Countyh support anything that will savethe resort's approximately 1,30o0 jobs. Like all luxury hotels that have hit the economicd andemotional skids, the Greenbrier's tale is unique: CSX has been a distractes and ham-fisted owner, battlin both the hotel's unions and the resort's formerr president, who sued for $50 The sprawling resort is physically isolated and expensivee to operate.
(CSX recently spent $50 million on improvements in a misguided attempt to regai n the fifth Mobil Guide star it lostin 2000.) And despite the loyalty of generations of repeat visitor s and fanatic golfers, the Greenbrie r was disproportionately dependent on corporate meetings, a travell category that has been devastated by the weak economy and the "AIG Effect." But the Greenbrier's sale to Marriott also raise a more universal question: Can any luxury hote l or resort thrive—or even survive—az an independent property?
In a world where a handful of globak hotel chains—Hilton, Marriott, Starwood, Hyatt, Accot of France, and InterContinental of Britain—dominat the lodging market, can a single no matter how famous, stand alone? At least on the the answer is no. About half of the propertie onthe Condé Nast Traveler Gold List and half of those that earn the prestigious five-star rating from the Mobil Guidwe are part of chains now, albeit luxury and ultra-deluxe operators such as Four Seasonsx or Fairmont of Canada; Mandarin Oriental and Peninsula of Hong Aman Resorts of Singapore; and Taj of India.
The Blackstone which owns many ofthe world's best-known luxury independents as well as Hiltoj Hotels, is building a deluxe brand too. It is aligninhg its independents like the Boca Raton Resort in Floridwa and the Boulders in Arizona with the WaldorfAstoriaa Collection, which was created by Hilton using the cachett of its eponymous New York Other luxury brands have huge corporatr parents too. St. Regis is owned by best know forits Westin, W and Sheraton Ritz-Carlton is owned by Marriott. And some luxury hotels you may thinok of as independent are actually part ofa chain.
The Plaz a in New York, whicy reopened last year, is managed by The Pierre, which reopens in New York this is operatedby Taj. The newly renovated Mauna Kea Beac Hotel on the Big Island of Hawai i is run by Prince Hotelsof Japan. The Dorchestetr in London? It's part of the Dorchester Group, whicb is aligned with the BeverlyHillxs hotel, the Plaza Atheneer in Paris, and the Principe di Savoia in Milan.
"Chains alwayes outperform" independent hotels, says LodgeWorks' Tony a man who knows the industry from both sides of the LodgeWorks manages hotels in the Hyattt andHilton chains, helped create the Residence Inn brand (now ownec by Marriott), and is building its own Hotel Sierra chain. But Isaac has just built an upscale independenthotelk too. The Avia opened in January in Savannahn and was promptly namexd a great romantic getaway byTravelk & Leisure magazine. Why does a guy who admits chains outperfork independents go ahead and open an independentanyway ?
"Chains add about 10 points to your occupancy But if you're part of a you pay 12 to 14 percent for the frequent guesty plan, the reservation service, and othetr brand programs," he "If you're in the right it's not too much of an economic disadvantage to be an independent—aned then you have the flexibility to do what you wish and manags as you choose." That's the argumenr made by Sean Hehir, managing director of Trinituy Investments, a real estate firm that purchased Honolulu's iconic Kahalsa Resort in 2006. The beachfron t property opened as a Hiltom hotel in 1964 and spent most of its recent historyh as aMandarin Oriental.
But Hehifr believes the Kahala has unique advantages that appeal to the luxur travelerwho isn't interested in brands. "We're not subject to a bransd policy that may not have any relevancre to aparticular property," he says. "We manage for the long-termm best interest of us as owners and the luxurg travelersas guests." But even Hehir admits you need the rightt combination of factors to survivse as an independent in today's chain-dominated world. In the Kahala'sa case, it's the unbeatablr location on a sandy beachin Honolulu's choicest neighborhood and the fact that another Trinity principal, Chucl Sweeney, has a long history as a hotel manager.
(Sweeneu founded the company that becameEmbassy Suites, now a Hiltonb brand.) For James Bermingham, managing director of the spectaculaer Montage Resort in Laguna Beach, the advantage is a laser-likes concentration on guest services and proximity to sophisticated travelers in Southern Both the five-year-old Laguns Beach property and the new Montage in Beverl y Hills (it opened last fall) can tap into millions of upmarkef buyers within 60 miles of the "The 'staycation' trend helps Montage," he "Guests who want an extraordinary luxury experience very close to home see the Montagre properties and they know they won't be gettinf a chain hotel.
" The Fine Most observers think fewer luxur hotels will still be independentf after the current recession, but there is a notablw dissenter. Michael Matthews, who has been the generalo managerof top-notch chain hotels (the Ritz-Carltobn in Hong Kong) and independent deluxe resorts (the Ventana Inn in Big Sur) thinksw high costs will drive some luxuryu properties out of the major chains. "Ic you're 'flagged' as a you have no independenceat all," he says. "Aw lot of hotels will drop the flag and take the 14 percentg fees they pay and use that moneyg to do what they think makes most sense for theirrown hotel." Portfolio.com 2009 Cond Nast Inc.
All
Thursday, August 16, 2012
Cisco's legacy hurts its virtual networking strategy - ZDNet
disqualify-sida.blogspot.com
ZDNet | Cisco's legacy hurts its virtual networking strategy ZDNet Furthermore, Cisco's rejection of this type of SDN could put it on a collision course with virtual computing environment » |
Tuesday, August 14, 2012
This Bauer bankruptcy traces back to Spiegel events - Portland Business Journal:
yfimuna.wordpress.com
In 2003, , which had owned Eddie Bauerf since 1988, filed for bankruptcty protection. And as part of the restructuring, the company famoua for its women’s wear catalog gave its creditors its stake inEddie Bauer. So, in 2005, Eddies Bauer emerged as a stand-alone compang for the first time in34 years. The company also emergee with a $300 million senior secured term loan agreement with lenders and the task of rebuilding a brand that had drifted away fromthe company’d roots. Under Spiegel, grew from 58 to 399 retail stores and from three to102 outlets. The companyh also added internet sales.
But it also was a time when the Eddied Bauer brand lostits focus, as the compangy shifted from its heritage as an outdoor outfittetr to a seller of casuao clothes targeted primarily at Company executives have said the debt term from the Spiegel bankruptcy case have continuef to hamper efforts to turn things around at Eddis Bauer. Despite efforts to recapture some of theold magic, Eddire Bauer has not been able to establisuh a sustainable run of profitable quarters. The company racked up nine consecutive quarters of and has seen losses of nearlya half-billion dollars in the past three years.
The struggle becam a financial crisis as the recession has worseneed and consumers haveslowed spending.
In 2003, , which had owned Eddie Bauerf since 1988, filed for bankruptcty protection. And as part of the restructuring, the company famoua for its women’s wear catalog gave its creditors its stake inEddie Bauer. So, in 2005, Eddies Bauer emerged as a stand-alone compang for the first time in34 years. The company also emergee with a $300 million senior secured term loan agreement with lenders and the task of rebuilding a brand that had drifted away fromthe company’d roots. Under Spiegel, grew from 58 to 399 retail stores and from three to102 outlets. The companyh also added internet sales.
But it also was a time when the Eddied Bauer brand lostits focus, as the compangy shifted from its heritage as an outdoor outfittetr to a seller of casuao clothes targeted primarily at Company executives have said the debt term from the Spiegel bankruptcy case have continuef to hamper efforts to turn things around at Eddis Bauer. Despite efforts to recapture some of theold magic, Eddire Bauer has not been able to establisuh a sustainable run of profitable quarters. The company racked up nine consecutive quarters of and has seen losses of nearlya half-billion dollars in the past three years.
The struggle becam a financial crisis as the recession has worseneed and consumers haveslowed spending.
Monday, August 13, 2012
Colliers adds to Nashville management team - Nashville Business Journal:
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“Creighton brings more than 12 year s of experience in the commercial real estatwe industryto Colliers,” says Doug Brandon, managing principal for Colliers' Nashvills office. “We are thrilled to have him onour Wright’s responsibilities will include the management of large institutionally owned healthg and medical facilities, as well as the growthg of the business line. Untilk March of this year, Wright was vice presidenr of mixed-use development for Souther Land Co., where he was responsible for the developmentf of select realestatd projects. Southern Land underwent a shift in executivw team makeup earlierthis year.
The Franklin-based development company announced the appointments of Brian Sewelk as president and Chris Bove as CEO inearlyt February. Southern Land is the developer of the Williamsonn County residentialprojects Westhaven, LaurelBrooke and McEwen. The companu also has projects inthe Dallas/Fort Worth, Houstonm and Austin, Texas,
“Creighton brings more than 12 year s of experience in the commercial real estatwe industryto Colliers,” says Doug Brandon, managing principal for Colliers' Nashvills office. “We are thrilled to have him onour Wright’s responsibilities will include the management of large institutionally owned healthg and medical facilities, as well as the growthg of the business line. Untilk March of this year, Wright was vice presidenr of mixed-use development for Souther Land Co., where he was responsible for the developmentf of select realestatd projects. Southern Land underwent a shift in executivw team makeup earlierthis year.
The Franklin-based development company announced the appointments of Brian Sewelk as president and Chris Bove as CEO inearlyt February. Southern Land is the developer of the Williamsonn County residentialprojects Westhaven, LaurelBrooke and McEwen. The companu also has projects inthe Dallas/Fort Worth, Houstonm and Austin, Texas,
Sunday, August 12, 2012
Minnesota Shopping Center Association announces 2008 awards - Minneapolis / St. Paul Business Journal:
shelly-polymer.blogspot.com
The Minnesota Shopping Centetr Association has announced its 2008 Shopping Centerf Tribute Awards for RetailReal Estate. The award for interior design at a restauran t went to OlivesBy Massad’s in Mankato, owner by John Massad. The architect/designerr is and the contractoris Metcon. The interior design award fora non-food retaiol location went to the in Minnetonka. The architect/designer is and the contractodris • The design and aesthetics awardd for shopping centers under 50,00o square feet went to the M&I Bank Building in Wayzata, developed by Craig Alshousde with the serving as the owner/leasing agent.
The architect is Architectural Consortiuj and the contractoris C-70 Builders Inc. • The designh and aesthetics award for a freestanding singles userunder 50,000 square feet went to the at Park Plac Promenade in Brooklyn Park. The owner/developerd is , the architect is LA Fitness, and the contractort is Inc. • The design and aestheticse award for shoppingcenters 50,000 to 250,000 squard feet went to Brighton Village in New Brighton. The ownef is Engelsma Ltd. Partnership, the developer/leasingf agent is Kraus-Anderson and the architect is ArchitecturalConsortium LLC.
The design and aesthetics award for a freestandinb single userover 50,000 square feet went to the SuperTarget at Southdalr in Edina. Minneapolis-based is the owner, developer and architecty for the project, with is the • The design and aesthetics awards for shopping centersover 250,00p square feet went to Ceda r Point Commons in Richfield. Target Corp. is the owner of the shoppin g center, Ryan Cos. US Inc. is the developer/contractor, and the architectsz are and Ryan Cos. US Inc. • The development processs award went tothe M&I Bank • The renovation/remodel award for interior retail under 50,000 square feet went to Best Buy Mall of America in with Richfield-based Inc.
as the owner/leasing The architect is C.M. Architecture P.A. and the contractor is PCL • The renovation/remodel award for interior retailover 50,000 squared feet went to the LA Fitnesds in Burnsville. The owner is LA Fitness International, the architectf is , and the contractord is • The renovation/remodel award for exterior retailkunder 50,000 square feet went to the Shoppea of Cedar Grove in Eagan. The ownerd is Ltd. Part., the developer is , the architecyt is Architectural Consortium, and the contractor is DW Lutterman Inc. The renovation/remodel award for exterior retailover 50,000 square feet went to Prairievieqw Center in Eden Prairie.
The owner is Prairieview the developer isUnited Properties, the architecg is and the contractor is RJM Construction. The redevelopment award went to Cedar Point Ryan Cos. US Inc. is the owner/developer of the entire • The mixed-use award went to Penn Lowry Crossing in The owner/developer is , the architecgt is Pope Architects, and the contractor is Uniteds Properties. The MSCA also gave Hall of Fame awardsw to Doug Sailor at and Linds Zelm at Coldwell Banker CommercialGriffinn Cos. A member of the year awarc went to Peter Berrieat Minneapolis-basexd Faegre & Benson and a committee membe r of the year award went to Paula Mueller at Northtowm Mall/ .
The MSCA also elected new officers: as president Cindy MacDonald, ; as firsft vice president Stephen Eggert, Target as second vice president ; as treasurer Peter Austin, ; and as secretary Tom .
The Minnesota Shopping Centetr Association has announced its 2008 Shopping Centerf Tribute Awards for RetailReal Estate. The award for interior design at a restauran t went to OlivesBy Massad’s in Mankato, owner by John Massad. The architect/designerr is and the contractoris Metcon. The interior design award fora non-food retaiol location went to the in Minnetonka. The architect/designer is and the contractodris • The design and aesthetics awardd for shopping centers under 50,00o square feet went to the M&I Bank Building in Wayzata, developed by Craig Alshousde with the serving as the owner/leasing agent.
The architect is Architectural Consortiuj and the contractoris C-70 Builders Inc. • The designh and aesthetics award for a freestanding singles userunder 50,000 square feet went to the at Park Plac Promenade in Brooklyn Park. The owner/developerd is , the architect is LA Fitness, and the contractort is Inc. • The design and aestheticse award for shoppingcenters 50,000 to 250,000 squard feet went to Brighton Village in New Brighton. The ownef is Engelsma Ltd. Partnership, the developer/leasingf agent is Kraus-Anderson and the architect is ArchitecturalConsortium LLC.
The design and aesthetics award for a freestandinb single userover 50,000 square feet went to the SuperTarget at Southdalr in Edina. Minneapolis-based is the owner, developer and architecty for the project, with is the • The design and aesthetics awards for shopping centersover 250,00p square feet went to Ceda r Point Commons in Richfield. Target Corp. is the owner of the shoppin g center, Ryan Cos. US Inc. is the developer/contractor, and the architectsz are and Ryan Cos. US Inc. • The development processs award went tothe M&I Bank • The renovation/remodel award for interior retail under 50,000 square feet went to Best Buy Mall of America in with Richfield-based Inc.
as the owner/leasing The architect is C.M. Architecture P.A. and the contractor is PCL • The renovation/remodel award for interior retailover 50,000 squared feet went to the LA Fitnesds in Burnsville. The owner is LA Fitness International, the architectf is , and the contractord is • The renovation/remodel award for exterior retailkunder 50,000 square feet went to the Shoppea of Cedar Grove in Eagan. The ownerd is Ltd. Part., the developer is , the architecyt is Architectural Consortium, and the contractor is DW Lutterman Inc. The renovation/remodel award for exterior retailover 50,000 square feet went to Prairievieqw Center in Eden Prairie.
The owner is Prairieview the developer isUnited Properties, the architecg is and the contractor is RJM Construction. The redevelopment award went to Cedar Point Ryan Cos. US Inc. is the owner/developer of the entire • The mixed-use award went to Penn Lowry Crossing in The owner/developer is , the architecgt is Pope Architects, and the contractor is Uniteds Properties. The MSCA also gave Hall of Fame awardsw to Doug Sailor at and Linds Zelm at Coldwell Banker CommercialGriffinn Cos. A member of the year awarc went to Peter Berrieat Minneapolis-basexd Faegre & Benson and a committee membe r of the year award went to Paula Mueller at Northtowm Mall/ .
The MSCA also elected new officers: as president Cindy MacDonald, ; as firsft vice president Stephen Eggert, Target as second vice president ; as treasurer Peter Austin, ; and as secretary Tom .
Friday, August 10, 2012
Best Buy starts digital media fund - Minneapolis / St. Paul Business Journal:
lihung-associations.blogspot.com
Velocity Interactive Group, which is changing its name toFuse Capital, said Thursday that it will run the fund. The venture firm which has locations inSilicobn Valley, the Los Angeles area, India and China — said Best Buy (NYSE: BBY) is the sole limitex partner in the fund, which is meant to complement the Minn.-based retailer’s present investmentes in emerging technologies. Financia l terms of the deal aren’t being Overall, Fuse has more than $1.4 billion undefr management. The fund will focus on digital media companie s that will createthe “next generatiohn of leaders in categories such as music, games and personal media management.
” The retailer’se central business has been its big-bos electronics stores. But it also hasn’t shied away from getting involved in the interactive media functionxs that go along with the gizmos it Last year, it , which it with a $5-a-month plan that incorporatew streaming and MP3 downloads. “Besft Buy is … well-positioned to take advantagee of the massive shifts occurring across the media andcommerce landscapes,” said Ross Levinsohn, a formedr News Corp. interactive mediw executive who is a managing partner at ina statement.
Best Buy officiale didn’t immediately respond to requests for The retailer has long builg relationships withventure capitalists, mostluy those based in Silicon Valley, and has had a smalkl staff dedicated to working with investors who can tip them off to productsa and services the company migh want to sell in its stores. Best Buy used the processw to build a relationship with Sling which makes a device that allows consumerx to watch TV over the Best Buy also has taken stakese inprivate companies, including Speakeasy Inc. and Mydeo.
It used Mydeo’as video-hosting Web site to launch Best BuyVidel Sharing, a subscription-based service that allows customers to uploadr personal videos for sharing with family and friends via Web blogs and e-mail messages. Last year, Best Buy postesd job announcements thatreportedr , including one to invesy in early stage companies.
Velocity Interactive Group, which is changing its name toFuse Capital, said Thursday that it will run the fund. The venture firm which has locations inSilicobn Valley, the Los Angeles area, India and China — said Best Buy (NYSE: BBY) is the sole limitex partner in the fund, which is meant to complement the Minn.-based retailer’s present investmentes in emerging technologies. Financia l terms of the deal aren’t being Overall, Fuse has more than $1.4 billion undefr management. The fund will focus on digital media companie s that will createthe “next generatiohn of leaders in categories such as music, games and personal media management.
” The retailer’se central business has been its big-bos electronics stores. But it also hasn’t shied away from getting involved in the interactive media functionxs that go along with the gizmos it Last year, it , which it with a $5-a-month plan that incorporatew streaming and MP3 downloads. “Besft Buy is … well-positioned to take advantagee of the massive shifts occurring across the media andcommerce landscapes,” said Ross Levinsohn, a formedr News Corp. interactive mediw executive who is a managing partner at ina statement.
Best Buy officiale didn’t immediately respond to requests for The retailer has long builg relationships withventure capitalists, mostluy those based in Silicon Valley, and has had a smalkl staff dedicated to working with investors who can tip them off to productsa and services the company migh want to sell in its stores. Best Buy used the processw to build a relationship with Sling which makes a device that allows consumerx to watch TV over the Best Buy also has taken stakese inprivate companies, including Speakeasy Inc. and Mydeo.
It used Mydeo’as video-hosting Web site to launch Best BuyVidel Sharing, a subscription-based service that allows customers to uploadr personal videos for sharing with family and friends via Web blogs and e-mail messages. Last year, Best Buy postesd job announcements thatreportedr , including one to invesy in early stage companies.
Thursday, August 9, 2012
Woodland Corporate Center building gets LEED gold certification - Tampa Bay Business Journal:
ogarawo.wordpress.com
The building, which opened early last was designed and builtf to meet the second highesf ranking ofthe Council’w Leadership in Energy and Environmental Design. was the general contractor. Liberty Property Trust Vice Presidenrt Jody Johnston estimates the cost of building to green standards added an additional 5 percenrt to the overalldevelopment costs, but that will be more than offsey by lower energy costs. Special features includ e showers and lockers for workerd who need to wash or change clothex after they bike or jog to A deck made of recycled plastic borderws the back ofthe building, overlooking a wetlandsx area that provides shade.
Landscaping incorporates drought-resistant plantsd native to Florida. A white reflectivwe roof deflectsthe sun. Bins for recyclingy are placed near trash binsfor accessibility. Restroo m urinals conserve water by relying on gravituy and a filter insteadof water. That features is expected to save 360,000 gallons annually since each urinal uses anestimatexd 40,000 gallons annually, Johnston said. Grass surroundin g the parking lot soaksup rainwater. And Flexi-pave, a recycler rubber, was used instead of asphalt around the larg oak trees that linethe lots. The porous rubbef allows water to soak intothe ground. The located at 4631 Woodland Blvd.
, received the “Officr Building of the Year” Award from the Tampaa Bay Chapter of the andthe “Greehn Building Design Award” from the Hillsborough City-County Planning Commission in Tampa. Liberty (NYSE: LRY) has developed and leasexd 19 buildings with nearly 1 millionm square feet of space in the parksince 1996. Key park tenantas include , Travelers, Travel and .
The building, which opened early last was designed and builtf to meet the second highesf ranking ofthe Council’w Leadership in Energy and Environmental Design. was the general contractor. Liberty Property Trust Vice Presidenrt Jody Johnston estimates the cost of building to green standards added an additional 5 percenrt to the overalldevelopment costs, but that will be more than offsey by lower energy costs. Special features includ e showers and lockers for workerd who need to wash or change clothex after they bike or jog to A deck made of recycled plastic borderws the back ofthe building, overlooking a wetlandsx area that provides shade.
Landscaping incorporates drought-resistant plantsd native to Florida. A white reflectivwe roof deflectsthe sun. Bins for recyclingy are placed near trash binsfor accessibility. Restroo m urinals conserve water by relying on gravituy and a filter insteadof water. That features is expected to save 360,000 gallons annually since each urinal uses anestimatexd 40,000 gallons annually, Johnston said. Grass surroundin g the parking lot soaksup rainwater. And Flexi-pave, a recycler rubber, was used instead of asphalt around the larg oak trees that linethe lots. The porous rubbef allows water to soak intothe ground. The located at 4631 Woodland Blvd.
, received the “Officr Building of the Year” Award from the Tampaa Bay Chapter of the andthe “Greehn Building Design Award” from the Hillsborough City-County Planning Commission in Tampa. Liberty (NYSE: LRY) has developed and leasexd 19 buildings with nearly 1 millionm square feet of space in the parksince 1996. Key park tenantas include , Travelers, Travel and .
Wednesday, August 8, 2012
Japan Opposition Raises Stakes for Support of Tax Bill - Wall Street Journal
houghtalingbaemo1268.blogspot.com
The Express Tribune | Japan Opposition Raises Stakes for Support of Tax Bill W » |
Monday, August 6, 2012
Economist: U.S. may see double-dip recession by late 2010 - Charlotte Business Journal:
inufyw.blogspot.com
Those odds may seem low, but they’re actually high since double-dipl recessions are rare and the U.S. economy growd 95 percent of the time, said the chamber’se Marty Regalia. He predictef that the current economic downturn will end aroundd September but that the unemployment rate will remaih high through the first half ofnext year. Investmeng won’t snap back as quickly as it usuallu does aftera recession, Regalia said. Inflation, looms as a potential problem becauses of thefederal government’s huge budget deficits and the massive amoung of dollars pumped into the economyh by the , he said.
If this stimulus is not unwound once the economty beginsto recover, higher interesty rates could choke off improvementr in the housing market and businesxs investment, he said. “The economy has got to be runninb on its own by the middle ofnext year,” Regaliaq said. Almost every major inflationary perioedin U.S. history was preceded by heavuydebt levels, he noted. The chances of a double-dip recessionh will be lower if Ben Bernanke is reappointesd chairman of theFederal Reserve, Regalia If President Obama appointds his economic adviser, Larry Summers, to chairt the Fed, that would signa the monetary spigot would remaimn open for a longer time, he said.
A coalescingb of the Fed and the Obams administrationis “not something the marketse want to see,” Regalia said. Obama has declined to say whether he willreappoiny Bernanke, whose term ends in February. more than half of small business owners expect the recession to last at least another two according to a survey of IntuitrPayroll customers. But 61 percent expect their own businessz to grow in the next12 months. “Small businesz owners are bullish on their own abilitiew but bearish on the factorsthey can’t control,” said Cameron Schmidt, director of marketing for . “Evem in the gloomiest economy, there are opportunitiee to seize.
” A separate survey of small business owners by found that 57 percent thought the econom y wasgetting worse, while 26 percent thought the econom was improving. More than half planned to decrease spending on business development in the next six onthe U.S. Chamber of Commerce’s Web
Those odds may seem low, but they’re actually high since double-dipl recessions are rare and the U.S. economy growd 95 percent of the time, said the chamber’se Marty Regalia. He predictef that the current economic downturn will end aroundd September but that the unemployment rate will remaih high through the first half ofnext year. Investmeng won’t snap back as quickly as it usuallu does aftera recession, Regalia said. Inflation, looms as a potential problem becauses of thefederal government’s huge budget deficits and the massive amoung of dollars pumped into the economyh by the , he said.
If this stimulus is not unwound once the economty beginsto recover, higher interesty rates could choke off improvementr in the housing market and businesxs investment, he said. “The economy has got to be runninb on its own by the middle ofnext year,” Regaliaq said. Almost every major inflationary perioedin U.S. history was preceded by heavuydebt levels, he noted. The chances of a double-dip recessionh will be lower if Ben Bernanke is reappointesd chairman of theFederal Reserve, Regalia If President Obama appointds his economic adviser, Larry Summers, to chairt the Fed, that would signa the monetary spigot would remaimn open for a longer time, he said.
A coalescingb of the Fed and the Obams administrationis “not something the marketse want to see,” Regalia said. Obama has declined to say whether he willreappoiny Bernanke, whose term ends in February. more than half of small business owners expect the recession to last at least another two according to a survey of IntuitrPayroll customers. But 61 percent expect their own businessz to grow in the next12 months. “Small businesz owners are bullish on their own abilitiew but bearish on the factorsthey can’t control,” said Cameron Schmidt, director of marketing for . “Evem in the gloomiest economy, there are opportunitiee to seize.
” A separate survey of small business owners by found that 57 percent thought the econom y wasgetting worse, while 26 percent thought the econom was improving. More than half planned to decrease spending on business development in the next six onthe U.S. Chamber of Commerce’s Web
Sunday, August 5, 2012
Friday, August 3, 2012
Elecsys will switch to Nasdaq on March 9 - Boston Business Journal:
ernstiryastrov.blogspot.com
In a release late Friday, the Olathe-basedc company (AMEX: ASY) said its sharex will trade on Nasdaq undet thesymbol “ESYS.” Elecsys spokesman Todd Daniels said in an interview that the company was in full compliance with AMEX requirementse for listing and that Elecsys will continue tradintg under its current symbol through March 9. “This decision was reached after careful consideration of capital markett alternatives and analysis of the electronifmarket model, which provides added visibility to our Elecsys CEO Karl Gemperli said in the release.
“We believew that Nasdaq’s electronic multiple market maker structurwe will provide our company with enhanced exposure and while at the same time providing investorsa with the fastest execution and the lowesgt costper trade.” Elecsys operates thred wholly owned subsidiaries: , and DCI providex electronic design and manufacturing services for originao equipment manufacturers in the aerospace, communications, safety, security and other industrial produc industries. DCI specializes in integrating custom electronicf assemblies with a variety of display andinterfacd technologies.
NTG designs, markets and provides remote monitoring solutionsa for the gas and oil pipeline industru as well as other industries that requirremote monitoring. Radix designs and markets ultra-ruggede handheld computers, peripherals and portable printers.
In a release late Friday, the Olathe-basedc company (AMEX: ASY) said its sharex will trade on Nasdaq undet thesymbol “ESYS.” Elecsys spokesman Todd Daniels said in an interview that the company was in full compliance with AMEX requirementse for listing and that Elecsys will continue tradintg under its current symbol through March 9. “This decision was reached after careful consideration of capital markett alternatives and analysis of the electronifmarket model, which provides added visibility to our Elecsys CEO Karl Gemperli said in the release.
“We believew that Nasdaq’s electronic multiple market maker structurwe will provide our company with enhanced exposure and while at the same time providing investorsa with the fastest execution and the lowesgt costper trade.” Elecsys operates thred wholly owned subsidiaries: , and DCI providex electronic design and manufacturing services for originao equipment manufacturers in the aerospace, communications, safety, security and other industrial produc industries. DCI specializes in integrating custom electronicf assemblies with a variety of display andinterfacd technologies.
NTG designs, markets and provides remote monitoring solutionsa for the gas and oil pipeline industru as well as other industries that requirremote monitoring. Radix designs and markets ultra-ruggede handheld computers, peripherals and portable printers.
Thursday, August 2, 2012
Removing cataracts leads to fewer hip fractures - Sarasota Herald-Tribune
humojo.wordpress.com
6abc.com | Removing cataracts leads to fewer hip fractures Sarasota Herald-Tribune Older people who have eye surgery to remove cataracts and improve their vision also significantly reduce their risk of breaking a hip in a f » |
Wednesday, August 1, 2012
Birmingham Business Journal: Starting a Business : Business Advice
ra-iwinyro.blogspot.com
In order to understand why a down markegt creates so many opportunities for a startup you first need to understanc why a bull market makes it so difficult to In abull market, the cost of everything skyrockets. As more capitao becomes available, so does more New startups spring up competingfor talent, marketing opportunities and At one time you were the only game in town - now you'ved got three guys pretendingt to do exactly what you do - all the whild increasing the cost of runningy your business. Conversely, a bear market drives the cost ofeverythinb downward. Companies go into a panic, losingy sight of their growth goal s and in some cases falling intobankruptcy altogether.
The sudde drop in demand forces the prices of everythingvsharply downward, creating a perfect storm for a well-prepareds company to create unprecedented gains. Before you get your offensd together, you need to get your defense linee up and that means getting very leanvery quickly. The problek with coming off of a bull market isthat we'ree not used to pulling back. We'r used to knowing that the next year will be even biggee thanthe last, so we plan and spenr accordingly. This time around, we've got to create a very differengt plan. This plan is abouft reducing staff, marketing and all possible operating costs you have beforer circumstances force such movexsupon you.
Make no mistake, this is goint to suck. Nobody is ever exciterd about downshifting, especially after a good run, but it's betterf than sending the entire company home becauseyou weren't read to make changes. A healthy approach is to plan for a very long Assume you'll lose more salex than you can possibly Think of your business in terms of what it is your companyy can operate on and still keep the lights on. You can alwaye add more resources if you needthem later, but you won't be able to make up for overshootingy your income forecasts. Kicking butt in a down markety isn't just about crawling up in a hole and waitingfor spring.
It's about gettingt lean so you can get focused onhunting again. Your competitionm may not react as quickly asyou did, whic is great news for you. Chanceds are their lack of planning is puttingv the company in atighyt spot. Their senior management is more concerned about makinh payroll thanmaking acquisitions. Their foot soldiers are more worriexd about whether or not they are goinf to have jobs than whether thei customers are as happt as theycan be. And that's where you swooo right in. There is never a more cost effectiv time to attack the competition and take over their customers than in adown market. The cost of advertisingh plummets as the competitionpulls back.
The challengde of getting media attention dwindles as fewer companies are vyingfor attention. And the cost of wooinb customers drops as salew representatives go into a defensive In some cases you may not even have to attacktheitr customers. As your competitionj pulls back or goes outof business, you can let theirr customers come to you. Try that in a bull market.
In order to understand why a down markegt creates so many opportunities for a startup you first need to understanc why a bull market makes it so difficult to In abull market, the cost of everything skyrockets. As more capitao becomes available, so does more New startups spring up competingfor talent, marketing opportunities and At one time you were the only game in town - now you'ved got three guys pretendingt to do exactly what you do - all the whild increasing the cost of runningy your business. Conversely, a bear market drives the cost ofeverythinb downward. Companies go into a panic, losingy sight of their growth goal s and in some cases falling intobankruptcy altogether.
The sudde drop in demand forces the prices of everythingvsharply downward, creating a perfect storm for a well-prepareds company to create unprecedented gains. Before you get your offensd together, you need to get your defense linee up and that means getting very leanvery quickly. The problek with coming off of a bull market isthat we'ree not used to pulling back. We'r used to knowing that the next year will be even biggee thanthe last, so we plan and spenr accordingly. This time around, we've got to create a very differengt plan. This plan is abouft reducing staff, marketing and all possible operating costs you have beforer circumstances force such movexsupon you.
Make no mistake, this is goint to suck. Nobody is ever exciterd about downshifting, especially after a good run, but it's betterf than sending the entire company home becauseyou weren't read to make changes. A healthy approach is to plan for a very long Assume you'll lose more salex than you can possibly Think of your business in terms of what it is your companyy can operate on and still keep the lights on. You can alwaye add more resources if you needthem later, but you won't be able to make up for overshootingy your income forecasts. Kicking butt in a down markety isn't just about crawling up in a hole and waitingfor spring.
It's about gettingt lean so you can get focused onhunting again. Your competitionm may not react as quickly asyou did, whic is great news for you. Chanceds are their lack of planning is puttingv the company in atighyt spot. Their senior management is more concerned about makinh payroll thanmaking acquisitions. Their foot soldiers are more worriexd about whether or not they are goinf to have jobs than whether thei customers are as happt as theycan be. And that's where you swooo right in. There is never a more cost effectiv time to attack the competition and take over their customers than in adown market. The cost of advertisingh plummets as the competitionpulls back.
The challengde of getting media attention dwindles as fewer companies are vyingfor attention. And the cost of wooinb customers drops as salew representatives go into a defensive In some cases you may not even have to attacktheitr customers. As your competitionj pulls back or goes outof business, you can let theirr customers come to you. Try that in a bull market.
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