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 .
Thursday, August 9, 2012
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.
Subscribe to:
Posts (Atom)