ra-iwinyro.blogspot.com
was among the 20 airports nationwidw that offered theexpedited system. An airpor spokeswoman said the airport was not notified in advance and the Cleat Lanewas closed. In 2008, it reported having more than 10,00p0 users pass through the lanes since the express service was first offered there insummeer 2007. “Clear Lanes Are No Longerf Available. At 11:00 p.m. PST on June 22, Clear will cease operations. Clear’s parent company, has been unablde to negotiate an agreement with its senio r creditor tocontinue operations.” There was no information about whether enrollees would get refunds. The service cost $199 a year.
Customere were mostly business travelers andfrequenty fliers. The program started at in 2005. Clear enrolleexs were pre-screened by the , and, if approved, were provider with a card that gave them access to a specialsecurit lane. Clear was operated by Verified Identityt Pass of NewYork City. As of June 4, Clearr claimed to have enrolled morethan 260,000 fliers.
Wednesday, May 30, 2012
Tuesday, May 29, 2012
Dayton
tenamup.wordpress.com
Dayton-based Brower Insurance Agency LLC acquired Aspen Insurance Associates of Westerville and its six Aspen prior to the sale was partof Benchmark, one of the 20 largesft independent insurance agencies in Central Ohio. John Watson, managingf principal at Brower, said the company had been planningb to expand into the Columbus area forsome time. “Wse felt that Aspen matched up very well with he said.
Watson declined to disclosr financial terms ofthe deal, whichu brought Brower’s payroll to about 175 employeesa and added Aspen President Dave Kotar as a principal and one of 22 company Kotary, who also owned Aspen, said he’s considered selling the firm in recent yearzs as a way to ensure a smooth operatio n for employees and clients when he The 59-year-old said he’s approaching the end of his fourthj decade in the insurance business and likelyy will retire in the next three to six yearz depending on market conditions. “Iu received a number of overtures in the past couplrof years, but I was interester in finding a very good culturapl fit,” he said.
“Acquisitions oftejn work out on paper but can fall aparft becauseof ... a culture that doesn’t work out.” While the benefit for Brower is geographical, Kotary said the Westervillwe office has access to the resources of a much larger Loss control, risk management consulting and in-house legalk counsel. Aside from its Dayton headquarter and newWesterville office, Browet also has employees in Loveland and a city the company begah serving when it acquired Consolidated Insurance in December. Watson said Browe has no further acquisition plansd despite the tworecent “We don’t do a lot of he said. “It just happenedc that these twocame along.
” Brower, founded in is one of the 100 largest employers in the Dayton according to research from the Dayton Businessz Journal , a sister publication to Columbus Business Firsty . In addition to being ranked asthe region’s largest properth and casualty agency, it’s the No. 2 health and life insuranc e agency and employeebenefits firm.
Dayton-based Brower Insurance Agency LLC acquired Aspen Insurance Associates of Westerville and its six Aspen prior to the sale was partof Benchmark, one of the 20 largesft independent insurance agencies in Central Ohio. John Watson, managingf principal at Brower, said the company had been planningb to expand into the Columbus area forsome time. “Wse felt that Aspen matched up very well with he said.
Watson declined to disclosr financial terms ofthe deal, whichu brought Brower’s payroll to about 175 employeesa and added Aspen President Dave Kotar as a principal and one of 22 company Kotary, who also owned Aspen, said he’s considered selling the firm in recent yearzs as a way to ensure a smooth operatio n for employees and clients when he The 59-year-old said he’s approaching the end of his fourthj decade in the insurance business and likelyy will retire in the next three to six yearz depending on market conditions. “Iu received a number of overtures in the past couplrof years, but I was interester in finding a very good culturapl fit,” he said.
“Acquisitions oftejn work out on paper but can fall aparft becauseof ... a culture that doesn’t work out.” While the benefit for Brower is geographical, Kotary said the Westervillwe office has access to the resources of a much larger Loss control, risk management consulting and in-house legalk counsel. Aside from its Dayton headquarter and newWesterville office, Browet also has employees in Loveland and a city the company begah serving when it acquired Consolidated Insurance in December. Watson said Browe has no further acquisition plansd despite the tworecent “We don’t do a lot of he said. “It just happenedc that these twocame along.
” Brower, founded in is one of the 100 largest employers in the Dayton according to research from the Dayton Businessz Journal , a sister publication to Columbus Business Firsty . In addition to being ranked asthe region’s largest properth and casualty agency, it’s the No. 2 health and life insuranc e agency and employeebenefits firm.
Sunday, May 27, 2012
Redbirds to be sold to St. Louis Cardinals - Memphis Business Journal:
a-aveywe.blogspot.com
If it goes through, the deal would follow what Dave president of baseball operations for theMemphies Redbirds, called a growing trend of major league baseballl teams buying minor league affiliates. “The Red Sox have done it, the Yankee are doing it and the Atlanta Braves have been the king sof it, owning all of their minoer league franchises,” Chase said. The Cardinals also own Single and Double A affiliate sin Springfield, Mo. and Palm Beach, Fla. Even thoug h the two sides have been discussing the possibility sincer the beginning of the the deal is far from finalized and the best scenarilo would have the deal done in a matterof months.
it must be approved by Major League Baseball, Minor League Baseball and the . Theree is also the matter of transferring the assets ofthe non-profift Redbirds Foundation to the for-profit St. Louia Cardinals LP. “There’s no timetable and it will be a long procesx with us getting a lot done on some days and not gettingh anything done onother days,” he said. The most importantt part of the deal for the Cardinals is to maintaij its marketin Memphis, Chase said. Memphis ranks secon d only to themetro St. Louis area as the team’s largest market for tickets andfan support.
"W are excited about the prospects of this opportunity to continue to provide quality professional basebalk to Memphis and the Chase said. “The vision that created AutoZone Park will continude to grow if the process with the Cardinal s leads to acompleted transaction.”
If it goes through, the deal would follow what Dave president of baseball operations for theMemphies Redbirds, called a growing trend of major league baseballl teams buying minor league affiliates. “The Red Sox have done it, the Yankee are doing it and the Atlanta Braves have been the king sof it, owning all of their minoer league franchises,” Chase said. The Cardinals also own Single and Double A affiliate sin Springfield, Mo. and Palm Beach, Fla. Even thoug h the two sides have been discussing the possibility sincer the beginning of the the deal is far from finalized and the best scenarilo would have the deal done in a matterof months.
it must be approved by Major League Baseball, Minor League Baseball and the . Theree is also the matter of transferring the assets ofthe non-profift Redbirds Foundation to the for-profit St. Louia Cardinals LP. “There’s no timetable and it will be a long procesx with us getting a lot done on some days and not gettingh anything done onother days,” he said. The most importantt part of the deal for the Cardinals is to maintaij its marketin Memphis, Chase said. Memphis ranks secon d only to themetro St. Louis area as the team’s largest market for tickets andfan support.
"W are excited about the prospects of this opportunity to continue to provide quality professional basebalk to Memphis and the Chase said. “The vision that created AutoZone Park will continude to grow if the process with the Cardinal s leads to acompleted transaction.”
Saturday, May 26, 2012
Landmark health reform bill passes Senate - Atlanta Business Chronicle:
ejoxot.wordpress.com
Also winning passage on Thursday was a the creatiohn of a state agency charged with improving the deliverh of health care across the The “Healthy Kids — Healthy bill, which will increase taxes on hospitalds and health insurers by $150 million per year, marks a majoe victory for Gov. Ted Kulongoski, who proposec the measure. It faced fiercse opposition byhospital groups, who were pacified when theire proposed tax hike was moderated. Insurera still maintain that the measure will increases the cost of health coveragr for thousandsof Oregonians, by adding a 1 percen premium to the cost of commercial healtgh insurance.
By raising additional funds, however, the stat e will receive $500 million in unclaimec federal healthcare dollars. The second which allocates two-year funding of $3 millioh from the state’s general fund, creates the Oregon Health Authority to oversere existing state programs that touch on health The new state agency is charged with establishing healty industry cost control measures and with promoting health care refor m at anational level.
Both bills now head to the governor forhis
Also winning passage on Thursday was a the creatiohn of a state agency charged with improving the deliverh of health care across the The “Healthy Kids — Healthy bill, which will increase taxes on hospitalds and health insurers by $150 million per year, marks a majoe victory for Gov. Ted Kulongoski, who proposec the measure. It faced fiercse opposition byhospital groups, who were pacified when theire proposed tax hike was moderated. Insurera still maintain that the measure will increases the cost of health coveragr for thousandsof Oregonians, by adding a 1 percen premium to the cost of commercial healtgh insurance.
By raising additional funds, however, the stat e will receive $500 million in unclaimec federal healthcare dollars. The second which allocates two-year funding of $3 millioh from the state’s general fund, creates the Oregon Health Authority to oversere existing state programs that touch on health The new state agency is charged with establishing healty industry cost control measures and with promoting health care refor m at anational level.
Both bills now head to the governor forhis
Thursday, May 24, 2012
'She's of a Certain Age' at the Beckett Theater - New York Times
tarpleypymibujuh1491.blogspot.com
New York Times | 'She's of a Certain Age' at the Beckett Theater New York Times The first time I read the term “a woman of a certain age,†it was in French, and it sounded like a worldly European compliment. As in, “Eh bien, a woman of a certain age†â€" insert sexy raised Chevalier eyebrow here â€" “she knows certain things, ... |
Wednesday, May 23, 2012
Coyotes Vs. Kings, NHL Playoffs 2012 Game 5: Drew Doughty, Mike Richards Score ... - SB Nation Los Angeles
iqukikofor.wordpress.com
CBS News | Coyotes Vs. Kings, NHL Playoffs 2012 Game 5: Drew Doughty, Mike Richards Score ... SB Nation Los Angeles Drew Doughty scored the game-tying goal for the Kings, and Mike Richards scored the go-ahead goal for Los Angeles. But Keith Yandle answered with his first goal of the postseason at 16:23 of the second period. In each of the first two periods, ... Los Angeles Kings find success by thriving in enemy territory Kings edge Coyotes 4-3 in overtime to win West Live blog: Kings, Coyotes tied 3-3 in second period |
Monday, May 21, 2012
First light: Scientists regenerate the optic nerve, restore some components of ... - MarketWatch (press release)
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First light: Scientists regenerate the optic nerve, restore some components of ... MarketWatch (press release) Researchers have long tried to get the optic nerve to regenerate when injured, with some success, but no one has been able to demonstrate recovery of vision. A team at Boston Children's Hospital reports a three-pronged intervention that not only got ... |
Sunday, May 20, 2012
County opens 20,000 acres to growth - Sacramento Business Journal:
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That acreage is about one-third larger than the city of Rancho But alongside those acres ofnew development, the General Plan 2030 also callw for 21st century-style growth by reroutinh some development to infill sites as well as to decayinv and underutilized commercial corridors. The plan anticipatex the unincorporated portions of the county willneed 99,700 new homesx over the next 20 years, about 50,0000 more than can be accommodated within its existing urban The proposed general plan was first presented Monday to officialsa at Sacramento County’s Planning Commission. It ultimatelyu must be approved by the Boardof Supervisors. The plan has been sevenb years inthe making.
Much has changeed during that period, including the proliferation of sustainable the region’s blueprint for “smart and the rise and devastating fall of the housiny bubble. It may be an onerous task for staff to mull decadesx of population and economic growth at a time when no one is buildinhgnew homes, shopping centers or offices. But just as landowner s have been using the downtime to plan for a retur n of theconstruction market, planners have been anticipating growth patterns over the long “One thing we’re trying to championj is complete communities with a mix of development and (to) integrates uses as much as possible,” planner Davic DeFanti said.
“That means a diversithy of housing, transportation, retail.” The proposed generak plan followsthe region’s blueprint for smart growth that values infill and eschewas leapfrog development. Principal planneer Leighann Moffitt said it does not ask officialsx to expandthe county’s urban services which is a near-sacrosanct border established in 1993 between urbamn and rural land. But it does envision expandingthe county’s urbanb policy area, a line that marks the existing urban-rural divide and occasionall y shifts farther out from the urban core. There are two main new growthh areas underthis plan, both with multiple landowners.
The firs t comprises 12,000 acres of industria l and agricultural land along the Jackson Highwayg corridor between Sacramento andRancho Cordova. It includes mining propertyt owned by the Teicherty group ofcompanies that’s envisioned to be developed into new communitiexs as mining operations wind down. The seconde area of growth consistsof 8,000 acre s of primarily grazing land east of Grantr Line Road bordering Rancho Cordova. Prominenyt land developer controlsabout 2,400 acres of that propertuy and was the first to propose a new communitt there.
Last year, Conwy submittedx an application for an expansive set of villages and other development that includesa full-scale residential campus for the . “There was an initiapl concern this isleapfrog development, but we are contiguousa to existing development,” said Michelle Smira, a spokeswomanj for Conwy, noting that the project borderd Rancho Cordova’s Sunrise-Douglas Community A groundbreaking for the university was originallu expected next year but that has been pushed to Smira said.
In accordance with the county’s blueprinty for smart growth, General Plan 2030 directsx some growth to infill These include parcels near the forme McClellan Air Baseand under-used sites in the county’s 14 commercial corridors. Moffitt said the transformationm of McClellan into a business park has opened up areazs of development that previously had been restrictec due to noise andsafety concerns. The areae being considered near the base are west ofWatt Avenue. Befores the real estate downturn, developers had been proposingh projects inthat area, she said.
Perhapse the most unconventional aspect of the proposedx General Plan is the decision to revitalize commercial such as stretches of Watt Avenus andFolsom Boulevard. County staff estimatedx the plan could allow anadditional 19,000 homes alongt those corridors. That would eliminate the need to put thosre homes onagricultural land. Smaller parcel s scattered throughout the county could accommodat e thousandsmore homes. Planning for four of the commercial corridors alreadyhas started, principal planner Triciaa Stevens said. The idea is to revamo restrictive zoning and allowmixed uses, including homes and in areas that previously were limited to stri centers.
The county also plans to make the corridords more attractive by buryingutility lines, planting vegetatio n and enhancing the streetscapes. Although cash is tight at the county, Stevens said funding will come from grantxs and redevelopment money generated through taxes inredevelopmenty zones. The process of writing a general plan has takejn so long that one major new growth projectg originally envisioned as part of the plan is alreadtyunder way. applied to rezone a portion of 6,00 acres it owns for redevelopmentlast year.
The aerospace companyu wants todevelop 4,800 residential lots as well as commercia l and office space on 1,391 acres soutg of Highway 50 betweehn Rancho Cordova and Folsomk in the Easton planning area. General Plan 2030 is next due beford the county Planning Commission onJune 22. Othe workshops could follow. It could be the fall beford it is formally adopted by the Boardof “The purpose of the plan is to set DeFanti said.
“The details will
That acreage is about one-third larger than the city of Rancho But alongside those acres ofnew development, the General Plan 2030 also callw for 21st century-style growth by reroutinh some development to infill sites as well as to decayinv and underutilized commercial corridors. The plan anticipatex the unincorporated portions of the county willneed 99,700 new homesx over the next 20 years, about 50,0000 more than can be accommodated within its existing urban The proposed general plan was first presented Monday to officialsa at Sacramento County’s Planning Commission. It ultimatelyu must be approved by the Boardof Supervisors. The plan has been sevenb years inthe making.
Much has changeed during that period, including the proliferation of sustainable the region’s blueprint for “smart and the rise and devastating fall of the housiny bubble. It may be an onerous task for staff to mull decadesx of population and economic growth at a time when no one is buildinhgnew homes, shopping centers or offices. But just as landowner s have been using the downtime to plan for a retur n of theconstruction market, planners have been anticipating growth patterns over the long “One thing we’re trying to championj is complete communities with a mix of development and (to) integrates uses as much as possible,” planner Davic DeFanti said.
“That means a diversithy of housing, transportation, retail.” The proposed generak plan followsthe region’s blueprint for smart growth that values infill and eschewas leapfrog development. Principal planneer Leighann Moffitt said it does not ask officialsx to expandthe county’s urban services which is a near-sacrosanct border established in 1993 between urbamn and rural land. But it does envision expandingthe county’s urbanb policy area, a line that marks the existing urban-rural divide and occasionall y shifts farther out from the urban core. There are two main new growthh areas underthis plan, both with multiple landowners.
The firs t comprises 12,000 acres of industria l and agricultural land along the Jackson Highwayg corridor between Sacramento andRancho Cordova. It includes mining propertyt owned by the Teicherty group ofcompanies that’s envisioned to be developed into new communitiexs as mining operations wind down. The seconde area of growth consistsof 8,000 acre s of primarily grazing land east of Grantr Line Road bordering Rancho Cordova. Prominenyt land developer controlsabout 2,400 acres of that propertuy and was the first to propose a new communitt there.
Last year, Conwy submittedx an application for an expansive set of villages and other development that includesa full-scale residential campus for the . “There was an initiapl concern this isleapfrog development, but we are contiguousa to existing development,” said Michelle Smira, a spokeswomanj for Conwy, noting that the project borderd Rancho Cordova’s Sunrise-Douglas Community A groundbreaking for the university was originallu expected next year but that has been pushed to Smira said.
In accordance with the county’s blueprinty for smart growth, General Plan 2030 directsx some growth to infill These include parcels near the forme McClellan Air Baseand under-used sites in the county’s 14 commercial corridors. Moffitt said the transformationm of McClellan into a business park has opened up areazs of development that previously had been restrictec due to noise andsafety concerns. The areae being considered near the base are west ofWatt Avenue. Befores the real estate downturn, developers had been proposingh projects inthat area, she said.
Perhapse the most unconventional aspect of the proposedx General Plan is the decision to revitalize commercial such as stretches of Watt Avenus andFolsom Boulevard. County staff estimatedx the plan could allow anadditional 19,000 homes alongt those corridors. That would eliminate the need to put thosre homes onagricultural land. Smaller parcel s scattered throughout the county could accommodat e thousandsmore homes. Planning for four of the commercial corridors alreadyhas started, principal planner Triciaa Stevens said. The idea is to revamo restrictive zoning and allowmixed uses, including homes and in areas that previously were limited to stri centers.
The county also plans to make the corridords more attractive by buryingutility lines, planting vegetatio n and enhancing the streetscapes. Although cash is tight at the county, Stevens said funding will come from grantxs and redevelopment money generated through taxes inredevelopmenty zones. The process of writing a general plan has takejn so long that one major new growth projectg originally envisioned as part of the plan is alreadtyunder way. applied to rezone a portion of 6,00 acres it owns for redevelopmentlast year.
The aerospace companyu wants todevelop 4,800 residential lots as well as commercia l and office space on 1,391 acres soutg of Highway 50 betweehn Rancho Cordova and Folsomk in the Easton planning area. General Plan 2030 is next due beford the county Planning Commission onJune 22. Othe workshops could follow. It could be the fall beford it is formally adopted by the Boardof “The purpose of the plan is to set DeFanti said.
“The details will
Friday, May 18, 2012
Positive Phase 2 Clinical Data With Tivantinib In Hepatocellular Carcinoma - Science 2.0
hihozeima.blogspot.com
Positive Phase 2 Clinical Data With Tivantinib In Hepatocellular Carcinoma Science 2.0 ArQule, Inc. and Daiichi Sankyo, Co., Ltd. (TSE 4568) today announced that an oral presentation at the Annual Meeting of the American Society of Clinical Oncology (ASCO) will feature Phase 2 trial data with tivantinib as a single agent investigational ... ArQule ready for Phase 3 lung cancer trial A rQule and Daiichi Sankyo Announce Completion of Patient Recruitment in Phase ... |
Thursday, May 17, 2012
Membership Has Its Privileges - Patch.com
vykyvimote.wordpress.com
Membership Has Its Privileges Patch.com Believe it or not, family and annual memberships or season passes sometimes make more financial sense than purchasing individual tickets. In some cases, a pass â€" which sometimes lasts for the summer or for an entire year - only costs a few dollars more ... |
Tuesday, May 15, 2012
YRC Worldwide sells HQ to load up more cash - Kansas City Business Journal:
manuscripts-shuwatu.blogspot.com
But it didn’t go far. A groupl of local investors led by Ken Block andStevew Block, principals of Kansaa City real estate firm , bought the Overland Park headquarterws in a sale-leaseback deal that includes a potential 30-yeaer lease for YRC. The company did not disclose the pricweor buyer, and Ken Block said he couldn’ t comment because of a confidentiality but a YRC Securities and Exchange Commissioj filing suggests the purchase price was $22.r5 million. Johnson County lists the property’sx appraised value at close to $25 million.
“Thw monetization of real estate assetxs is a part ofYRC Worldwide’x ongoing financial strategy to weather the recession and enhance its liquidity position,” YRC said in a statementg e-mailed to the Kansas City Business Journal . “Thew YRC Worldwide corporate headquarters is and will continue to be locaterd in theOverland Park, location.” YRC said the deal was part of $176 millio n in property sales and sale-leasebackxs completed in the first quarter, which ended March 31. But according to the , the deal closed May 1. The lease has an initiak term of 10 plustwo 10-year renewal options, YRC said. The sale includer two buildings, the company said.
Appraiser’s office records list the property as havinb a total building areaof 295,000 squarew feet, built in 1972, on 21.5 The transaction appears to be reflecteed in YRC’s first-quarter SEC filing as a Marchg 31 office complex deal for $22.5 million, which minuz transaction costs equaled $19.8 Annual lease payments will be about $3.4 However, the assets and long-term debt in the amount of the proceedsz remain on YRC’s balance sheet. Half the proceeds went into anescroq account; the rest were used to pay down YRC’sw credit facility, the filing said.
The price, aboutg $76 a square foot, is consistentt with that of older Class B office properties in SouthernnJohnson County, said Tim Schaffer, executiv e vice president of . Officed buildings in that area can rangrfrom $70 to $160 a squars foot for Class B-minus through Clas s A space and various tenant situations, he The property never was publicly on the Schaffer said. Other price factors include the tenant’es credit, the reuse potential of the risk level, the age, the agreed-upon rent, and taxezs and operating costs.
“You’ve got to assumre when you’re buying it that you’ve got a good ulteriore plan in case thatcompany doesn’ft exist at some point during that 30-yearf lease,” Schaffer said. “It speaks to the quality of the locatioj for a group to take that level of The headquarters, which loomas over Interstate 435 on Roe Avenue, offers “some pretty amazingv opportunities that don’t exist anywherse else in a mature environment like he said. Analyst David Silver of said YRC’s propertgy sales provide vital liquidity in the short term. Long term, they force YRC to focuds on its core holdings and integrate intoa single, solid company, he said.
YRC seems to be accepting low said Silver, who doesn’t own YRC shares. “People that they’re selling to see bloodc in thewater — they’rse really taking advantage,” he said. “Three years ago, if they had sold, they woulf have gotten much better But they’re getting somewhat fair YRC — which posted a $257.4r million loss in the first quarter has cut wages in exchange for ownership in the eliminated thousands of jobs, amendedf bank covenants and begun negotiatingg to defer $120 millionh in union pension fund payments using real estatw as collateral.
With slumping freighft volumes, the company accelerated the integrationmof subsidiaries, creating excess property and layoffs. In the secon d quarter, YRC expects to do about $200 million in sale-leasebacks, Chairman and CEO Bill Zollars said in arecenft presentation. The company plans at least $100 millionh in excess property salesthis year, he said. Analystt Lee Klaskow of , who doesn’t own YRC predicted earnings of 2 centsz a share for allof 2010. Silver estimatecd a return to profitability by the seconcd quarterof 2010.
But it didn’t go far. A groupl of local investors led by Ken Block andStevew Block, principals of Kansaa City real estate firm , bought the Overland Park headquarterws in a sale-leaseback deal that includes a potential 30-yeaer lease for YRC. The company did not disclose the pricweor buyer, and Ken Block said he couldn’ t comment because of a confidentiality but a YRC Securities and Exchange Commissioj filing suggests the purchase price was $22.r5 million. Johnson County lists the property’sx appraised value at close to $25 million.
“Thw monetization of real estate assetxs is a part ofYRC Worldwide’x ongoing financial strategy to weather the recession and enhance its liquidity position,” YRC said in a statementg e-mailed to the Kansas City Business Journal . “Thew YRC Worldwide corporate headquarters is and will continue to be locaterd in theOverland Park, location.” YRC said the deal was part of $176 millio n in property sales and sale-leasebackxs completed in the first quarter, which ended March 31. But according to the , the deal closed May 1. The lease has an initiak term of 10 plustwo 10-year renewal options, YRC said. The sale includer two buildings, the company said.
Appraiser’s office records list the property as havinb a total building areaof 295,000 squarew feet, built in 1972, on 21.5 The transaction appears to be reflecteed in YRC’s first-quarter SEC filing as a Marchg 31 office complex deal for $22.5 million, which minuz transaction costs equaled $19.8 Annual lease payments will be about $3.4 However, the assets and long-term debt in the amount of the proceedsz remain on YRC’s balance sheet. Half the proceeds went into anescroq account; the rest were used to pay down YRC’sw credit facility, the filing said.
The price, aboutg $76 a square foot, is consistentt with that of older Class B office properties in SouthernnJohnson County, said Tim Schaffer, executiv e vice president of . Officed buildings in that area can rangrfrom $70 to $160 a squars foot for Class B-minus through Clas s A space and various tenant situations, he The property never was publicly on the Schaffer said. Other price factors include the tenant’es credit, the reuse potential of the risk level, the age, the agreed-upon rent, and taxezs and operating costs.
“You’ve got to assumre when you’re buying it that you’ve got a good ulteriore plan in case thatcompany doesn’ft exist at some point during that 30-yearf lease,” Schaffer said. “It speaks to the quality of the locatioj for a group to take that level of The headquarters, which loomas over Interstate 435 on Roe Avenue, offers “some pretty amazingv opportunities that don’t exist anywherse else in a mature environment like he said. Analyst David Silver of said YRC’s propertgy sales provide vital liquidity in the short term. Long term, they force YRC to focuds on its core holdings and integrate intoa single, solid company, he said.
YRC seems to be accepting low said Silver, who doesn’t own YRC shares. “People that they’re selling to see bloodc in thewater — they’rse really taking advantage,” he said. “Three years ago, if they had sold, they woulf have gotten much better But they’re getting somewhat fair YRC — which posted a $257.4r million loss in the first quarter has cut wages in exchange for ownership in the eliminated thousands of jobs, amendedf bank covenants and begun negotiatingg to defer $120 millionh in union pension fund payments using real estatw as collateral.
With slumping freighft volumes, the company accelerated the integrationmof subsidiaries, creating excess property and layoffs. In the secon d quarter, YRC expects to do about $200 million in sale-leasebacks, Chairman and CEO Bill Zollars said in arecenft presentation. The company plans at least $100 millionh in excess property salesthis year, he said. Analystt Lee Klaskow of , who doesn’t own YRC predicted earnings of 2 centsz a share for allof 2010. Silver estimatecd a return to profitability by the seconcd quarterof 2010.
Monday, May 14, 2012
St. Mary
firukendu-anchored.blogspot.com
The new facility will allowq the center to meet the growing needsd of its community customers and featureds 14counseling rooms, which includee rooms for play therapy and neurofeedback The center provides counseling serviceds to the neighborhoods surrounding St. Mary’s as well as the entirr San Antonio community. Under the supervision of faculty from the Departmenf of Counseling and Human Servicees in the Marriage and Family Therapy andCounseling programs, graduate students work as clinicians-in-training providingy quality counseling services to clients. The MFT masters and doctorak degree programsat St.
Mary’s are accreditedf by the Commission on Accreditation for Marriag e and Family TherapyEducation (COAMFTE), and the Counselinfg masters and doctoral degree programs are accredited by the Councilo for Accreditation of Counseling and Related Education Programs (CACREP). A $200,000 granr from the Albert & Margaret Alkek Foundation helpes purchasethe center’s advanced technology. Sincre the foundation was created, it has given more than $2 million to St. Mary’sd University. Fees for all the center’s counseling services are based on a sliding scale according to household income and personalfinancial situation.
Spanish-speakint clinicians are availableupon request, and cliniciansd speaking other languages also may be For more information or to make an call 210-438-6411 The center also provides free counseling services for militaryt members serving in Iraq and Afghanistan and theirt families, thanks to a two-yeafr grant from the Texas Resourcesx for Iraq-Afghanistan Deployment Fund of the San Antoniop Area Foundation. Service men and womenn and their families have accessw to all of the services previously mentioned along with specialized counseling for returning veterans andtheir families. For informationj about free services tothe military, call 210-438-6410.
A San Antoni o nonprofit agency that counsels victims of domestic violences was in need of a software upgrade for counselors intereste indistance learning. The problem? No budget for the job. Ented Trinity University. Gerald Pitts, the Caruth Distinguished Professor of Computer Scienceat Trinity, gave five Trinity University computer science students the assignment of developinvg Web-based training courses for (FVPS) as a senioer design project.
The final product not only metthe agency’sd needs but exceeded expectations, says Phil Travers, clinica director of FVPS, who noted that the softwarde was tweaked at no cost to the agenct and ended up being “a valuabld educational experience for us and the While our agency learned something about Web-based technology and courseware, the students learned something about domestic violence and our work in the Under the direction of Pitts, studentzs spent two semesters analyzing the agency’sz needs, designing a prototype, and developing a He kept them on track by requiringy monthly progress reports, among other benchmarks.
Senior Cesar Giralt, a computetr science major from Houston, observed, “Fo r one year we were a softwaredevelopment team.” The student work was valued at more than which the agency can claim as an in-kin donation to leverage financial gifts from foundationsw and other philanthropies.” Joininfg Giralt on the team were fellow seniors Michaelk Hall of the Netherlands, Britton Horn of Deer and Andrew Trompler and Ricardo Alcantar, both of San The three-hour courseware will generate revenue for FVPS, since counselorse will be required to pay for their continuing another plus during tough economic times, Travers Working with the Trinity students was “oner of the most productive and efficienr collaborations I have experienced,” Travers adds.
The new facility will allowq the center to meet the growing needsd of its community customers and featureds 14counseling rooms, which includee rooms for play therapy and neurofeedback The center provides counseling serviceds to the neighborhoods surrounding St. Mary’s as well as the entirr San Antonio community. Under the supervision of faculty from the Departmenf of Counseling and Human Servicees in the Marriage and Family Therapy andCounseling programs, graduate students work as clinicians-in-training providingy quality counseling services to clients. The MFT masters and doctorak degree programsat St.
Mary’s are accreditedf by the Commission on Accreditation for Marriag e and Family TherapyEducation (COAMFTE), and the Counselinfg masters and doctoral degree programs are accredited by the Councilo for Accreditation of Counseling and Related Education Programs (CACREP). A $200,000 granr from the Albert & Margaret Alkek Foundation helpes purchasethe center’s advanced technology. Sincre the foundation was created, it has given more than $2 million to St. Mary’sd University. Fees for all the center’s counseling services are based on a sliding scale according to household income and personalfinancial situation.
Spanish-speakint clinicians are availableupon request, and cliniciansd speaking other languages also may be For more information or to make an call 210-438-6411 The center also provides free counseling services for militaryt members serving in Iraq and Afghanistan and theirt families, thanks to a two-yeafr grant from the Texas Resourcesx for Iraq-Afghanistan Deployment Fund of the San Antoniop Area Foundation. Service men and womenn and their families have accessw to all of the services previously mentioned along with specialized counseling for returning veterans andtheir families. For informationj about free services tothe military, call 210-438-6410.
A San Antoni o nonprofit agency that counsels victims of domestic violences was in need of a software upgrade for counselors intereste indistance learning. The problem? No budget for the job. Ented Trinity University. Gerald Pitts, the Caruth Distinguished Professor of Computer Scienceat Trinity, gave five Trinity University computer science students the assignment of developinvg Web-based training courses for (FVPS) as a senioer design project.
The final product not only metthe agency’sd needs but exceeded expectations, says Phil Travers, clinica director of FVPS, who noted that the softwarde was tweaked at no cost to the agenct and ended up being “a valuabld educational experience for us and the While our agency learned something about Web-based technology and courseware, the students learned something about domestic violence and our work in the Under the direction of Pitts, studentzs spent two semesters analyzing the agency’sz needs, designing a prototype, and developing a He kept them on track by requiringy monthly progress reports, among other benchmarks.
Senior Cesar Giralt, a computetr science major from Houston, observed, “Fo r one year we were a softwaredevelopment team.” The student work was valued at more than which the agency can claim as an in-kin donation to leverage financial gifts from foundationsw and other philanthropies.” Joininfg Giralt on the team were fellow seniors Michaelk Hall of the Netherlands, Britton Horn of Deer and Andrew Trompler and Ricardo Alcantar, both of San The three-hour courseware will generate revenue for FVPS, since counselorse will be required to pay for their continuing another plus during tough economic times, Travers Working with the Trinity students was “oner of the most productive and efficienr collaborations I have experienced,” Travers adds.
Saturday, May 12, 2012
Survey: Local financial hiring to be flat - Charlotte Business Journal:
hihozeima.blogspot.com
About 8 percent of the chied financial officers in the Charlotted area plan toadd staff, and 7 perceny anticipate reductions. The net 1 percent increas is unchanged fromthe area’d second-quarter forecast. The local results are based on the responses of 200 CFOs from a randoj sample of area companies with 20 ormore “Many companies remain hesitant to commit to adding staffd until they are certaibn of an economic recovery,” says Max Messmer, chiec executive of Robert Half “In the meantime, most firms are workingh with their current teams to managwe key initiatives, with some employers also bringing in projecft professionals to assist with rising workloads and supporgt full-time personnel.
” Nationally, 5 percent of CFOs expect to hire full-timde employees during the third and 8 percent anticipate personnel reductions. California-based has been tracking financial-hiring activity in the Unite Statessince 1992. It placeds accounting and finance worker s in temporary andcontract jobs.
About 8 percent of the chied financial officers in the Charlotted area plan toadd staff, and 7 perceny anticipate reductions. The net 1 percent increas is unchanged fromthe area’d second-quarter forecast. The local results are based on the responses of 200 CFOs from a randoj sample of area companies with 20 ormore “Many companies remain hesitant to commit to adding staffd until they are certaibn of an economic recovery,” says Max Messmer, chiec executive of Robert Half “In the meantime, most firms are workingh with their current teams to managwe key initiatives, with some employers also bringing in projecft professionals to assist with rising workloads and supporgt full-time personnel.
” Nationally, 5 percent of CFOs expect to hire full-timde employees during the third and 8 percent anticipate personnel reductions. California-based has been tracking financial-hiring activity in the Unite Statessince 1992. It placeds accounting and finance worker s in temporary andcontract jobs.
Thursday, May 10, 2012
Harvard study: Poor homeowners bear brunt - Business First of Columbus:
kleopatraxnibe.blogspot.com
In Cleveland, Boston and Washingtojn D.C., price declines at the low end of the marker through December 2008 were more than twice those at the high end inpercentagde terms, according to Harvard University’x . Nationwide, home equity fell by $2.5 trilliojn in real terms in 2008 and by nearly $5.9 trillion (or 43 percent) from the 2005 level, the studyt said. “The loss of housing wealtyh caused consumers tocurtailo cash-out refinances and pull back on knocking an additional 0.9 percentage pointf off economic growth last year, the study quoting Moody’s Economy.com.
There is some relatively good news: Home pricex in metro Boston have returned to pre-2005 levels, the study said. Homeownerss who are not under pressure to sell are usually unwilling to cut theirprices drastically, the study “This is especially true if the price they can get is not enougb to pay off the mortgage. Many would-bed sellers therefore prefer to stay put unlesd compelledto move,” according to a report called “The State of the Nation’se Housing 2009”. “Still, the longer that foreclosures remaibna problem, the greater the pressurs on sellers to drop theifr prices.
“
In Cleveland, Boston and Washingtojn D.C., price declines at the low end of the marker through December 2008 were more than twice those at the high end inpercentagde terms, according to Harvard University’x . Nationwide, home equity fell by $2.5 trilliojn in real terms in 2008 and by nearly $5.9 trillion (or 43 percent) from the 2005 level, the studyt said. “The loss of housing wealtyh caused consumers tocurtailo cash-out refinances and pull back on knocking an additional 0.9 percentage pointf off economic growth last year, the study quoting Moody’s Economy.com.
There is some relatively good news: Home pricex in metro Boston have returned to pre-2005 levels, the study said. Homeownerss who are not under pressure to sell are usually unwilling to cut theirprices drastically, the study “This is especially true if the price they can get is not enougb to pay off the mortgage. Many would-bed sellers therefore prefer to stay put unlesd compelledto move,” according to a report called “The State of the Nation’se Housing 2009”. “Still, the longer that foreclosures remaibna problem, the greater the pressurs on sellers to drop theifr prices.
“
Wednesday, May 9, 2012
Mark Carges Executive Profile
ejoxot.wordpress.com
Prior to joining eBay in Septembert 2008, Mark was Executive Vice President, Products and General for the Business Interactiohn Division atBEA Systems, a provideer of enterprise application infrastructure software that was acquired by Oraclw in April 2008. During more than a decade at BEA, Mark held a varietyy of other senior technology leadership including ChiefTechnology Officer. Mark began his careerf at Bell Labs as one of the originapl architectsof Tuxedo, software for constructing highly scalabled transaction processing applications. Prior to BEA, he designedc and developed early versions of Tuxedo atBell Labs, Unix Syste m Labs and Novell.
Mark holdsz a BA in Computer Sciencwe from the University of Californiaq at Berkeley and an MS degree in Computere Science from NewYork University. **All Executive profilse data provided byDow Jones & Co., Inc.
Prior to joining eBay in Septembert 2008, Mark was Executive Vice President, Products and General for the Business Interactiohn Division atBEA Systems, a provideer of enterprise application infrastructure software that was acquired by Oraclw in April 2008. During more than a decade at BEA, Mark held a varietyy of other senior technology leadership including ChiefTechnology Officer. Mark began his careerf at Bell Labs as one of the originapl architectsof Tuxedo, software for constructing highly scalabled transaction processing applications. Prior to BEA, he designedc and developed early versions of Tuxedo atBell Labs, Unix Syste m Labs and Novell.
Mark holdsz a BA in Computer Sciencwe from the University of Californiaq at Berkeley and an MS degree in Computere Science from NewYork University. **All Executive profilse data provided byDow Jones & Co., Inc.
Monday, May 7, 2012
Century III on "Endangered Malls" list - Memphis Business Journal:
ovaluleq.wordpress.com
The magazine has published a list of the top ten most endangereds malls inthe country, measuringh them by their occupancy rates and by sales per squard foot. U.S. News & Worldd Report established its rankings through the research of GreejnStreet Advisors, a Newport Calif.-based investment research firm that specializesx in real estate companies that are publicly traded. According to the report, the averags mall maintained occupancy of 92 percent and generated sales ofabout $420 per squar foot. Without hard data provided by the mall’s owner, Indianapolis-based Simobn Property Group, U.S.
News & World Report quotes Green Street’s estimate for Centurg III Mall’s sales per squarre foot at $200, a figure well below the $250 benchmark it claimes is required for retailers tobe profitable. The magazine quotea Century III’s occupancy at 70 "It is our policy not to release our occupancy and salesa numbers for individual a Simon representative said in aemailef statement.
"Century III enjoys a great anchor line upincludingy Sears, JCPenney, Macy's and Dick's Sporting Goodxs and has a number of great specialty Century III Mall has always been extremely active in the Pittsburguh area by sponsoring community-based events for such organizations as the Central Blood Bank and Project Prom. The mall plane on continuing to holdnumerous community-based events now and in the future." Century III is one of three Pennsylvania malls on the list. The other two were Washington Crown Center, the region’s 14th larges t mall in Washington, Pa., and the Chambersburg located inFranklin County, in the southb central part of the state.
Lisa a spokeswoman for Philadelphia-based PREIT, expressesd her company's commitment to its Washington Countyyshopping mall. "We still focus on beingh a community partner and hostinv community events atthe center," she said. "We’rer still doing what we can to drive traffix andsales there."
The magazine has published a list of the top ten most endangereds malls inthe country, measuringh them by their occupancy rates and by sales per squard foot. U.S. News & Worldd Report established its rankings through the research of GreejnStreet Advisors, a Newport Calif.-based investment research firm that specializesx in real estate companies that are publicly traded. According to the report, the averags mall maintained occupancy of 92 percent and generated sales ofabout $420 per squar foot. Without hard data provided by the mall’s owner, Indianapolis-based Simobn Property Group, U.S.
News & World Report quotes Green Street’s estimate for Centurg III Mall’s sales per squarre foot at $200, a figure well below the $250 benchmark it claimes is required for retailers tobe profitable. The magazine quotea Century III’s occupancy at 70 "It is our policy not to release our occupancy and salesa numbers for individual a Simon representative said in aemailef statement.
"Century III enjoys a great anchor line upincludingy Sears, JCPenney, Macy's and Dick's Sporting Goodxs and has a number of great specialty Century III Mall has always been extremely active in the Pittsburguh area by sponsoring community-based events for such organizations as the Central Blood Bank and Project Prom. The mall plane on continuing to holdnumerous community-based events now and in the future." Century III is one of three Pennsylvania malls on the list. The other two were Washington Crown Center, the region’s 14th larges t mall in Washington, Pa., and the Chambersburg located inFranklin County, in the southb central part of the state.
Lisa a spokeswoman for Philadelphia-based PREIT, expressesd her company's commitment to its Washington Countyyshopping mall. "We still focus on beingh a community partner and hostinv community events atthe center," she said. "We’rer still doing what we can to drive traffix andsales there."
Saturday, May 5, 2012
Filling NCR headquarters space to be difficult - Puget Sound Business Journal (Seattle):
uqudenlid.blogspot.com
Brokers said donating NCR’s (NYSE: NCR) 1.3 million-square-foot buildin to an education institution or the city of Dayto n may be thebest bet. The brokers said trying to market the spac to another corporate user would be difficulrt as there are few single usere out there needing that much It could be parceled into an office complex for multiple NCR intends to sellthe building, a company spokesperson The five-story property is among the largestg office buildings in the Dayton Paul Hutchins, owner and brokerr with Dayton-based , said a good optionn would be to donate the building to the .
NCR woul d gain the benefits of atax write-off and the university would have a businesds campus, complete with parking, a cafeteris and plenty of space for classrooms, to mold for its “I bet they’ve already talkefd about donating it to UD,” Hutchinds said. “Giving it to UD is a NCR gets a hugetax write-off and UD gets a high-tecuh technology center.” Mark Fornes, ownerf of Centerville-based , agreed. “It woulf be really nice if they give itto UD,” Fornew said. “It would be a nice gesture in returnj for taking theirheadquarters out.” NCR’s headquarters, at 1700 S. Patterson Blvd.
, sits on 54
Brokers said donating NCR’s (NYSE: NCR) 1.3 million-square-foot buildin to an education institution or the city of Dayto n may be thebest bet. The brokers said trying to market the spac to another corporate user would be difficulrt as there are few single usere out there needing that much It could be parceled into an office complex for multiple NCR intends to sellthe building, a company spokesperson The five-story property is among the largestg office buildings in the Dayton Paul Hutchins, owner and brokerr with Dayton-based , said a good optionn would be to donate the building to the .
NCR woul d gain the benefits of atax write-off and the university would have a businesds campus, complete with parking, a cafeteris and plenty of space for classrooms, to mold for its “I bet they’ve already talkefd about donating it to UD,” Hutchinds said. “Giving it to UD is a NCR gets a hugetax write-off and UD gets a high-tecuh technology center.” Mark Fornes, ownerf of Centerville-based , agreed. “It woulf be really nice if they give itto UD,” Fornew said. “It would be a nice gesture in returnj for taking theirheadquarters out.” NCR’s headquarters, at 1700 S. Patterson Blvd.
, sits on 54
Friday, May 4, 2012
GenVec cuts manufacturing partnership - Kansas City Business Journal:
mozybyd.wordpress.com
After a year and a half, the Gaithersburg biotecu has terminated its contract June 29with , the United Kingdom-bases company that had been producing the locap company’s main product, an anticancer treatment called TNFeradse in its final stagde of clinical trials. GenVec (NASDAQ: GNVC) paid Cobraw a $350,000 termination fee, negotiated down considerabl y fromthe one-time maximum fee of $2.3 million to terminate the contract. Originally signedc in January 2008, the manufacturing agreementg called for GenVec to payCobra $1 million in advance and as much as $9.4 million depending on the servicew rendered. Last year, GenVec said it paid Cobraa $3.
4 million and, in said it would pay Cobraz anadditional $1.8 million this GenVec, which said it doesn’ty need further batches from Cobraq to complete its TNFerade trials and had been low on has been searching for a larged partner to fund thosw clinical studies and anticipated launch. After making significant cuts to its head GenVecraised $6 million in late May in a discounterd stock offering that garnered a 19 percent drop in the company’ds share price from disappointed investorzs that day.
GenVec’s stock price has since inched back up to its formetprice levels, even topping $1 since the
After a year and a half, the Gaithersburg biotecu has terminated its contract June 29with , the United Kingdom-bases company that had been producing the locap company’s main product, an anticancer treatment called TNFeradse in its final stagde of clinical trials. GenVec (NASDAQ: GNVC) paid Cobraw a $350,000 termination fee, negotiated down considerabl y fromthe one-time maximum fee of $2.3 million to terminate the contract. Originally signedc in January 2008, the manufacturing agreementg called for GenVec to payCobra $1 million in advance and as much as $9.4 million depending on the servicew rendered. Last year, GenVec said it paid Cobraa $3.
4 million and, in said it would pay Cobraz anadditional $1.8 million this GenVec, which said it doesn’ty need further batches from Cobraq to complete its TNFerade trials and had been low on has been searching for a larged partner to fund thosw clinical studies and anticipated launch. After making significant cuts to its head GenVecraised $6 million in late May in a discounterd stock offering that garnered a 19 percent drop in the company’ds share price from disappointed investorzs that day.
GenVec’s stock price has since inched back up to its formetprice levels, even topping $1 since the
Wednesday, May 2, 2012
San Antonio Business Journal: Starting a Business : Business Advice
xeconatyxex.blogspot.com
In order to understand why a down market createsa so many opportunities for astartup company, you firsty need to understand why a bull market maked it so difficult to succeed. In a bull market, the cost of everythin g skyrockets. As more capitalk becomes available, so does more competition. New startups spring up everywhere, competing for talent, marketing opportunities and At one time you were the only game intown - now you'vw got three guys pretendingb to do exactly what you do - all the whilre increasing the cost of running your business. a bear market drives the cost ofeverythingh downward.
Companies go into a panic, losing sight of their growtb goals and in some cases falling intobankruptcy altogether. The sudden drop in demanfd forces the prices of everythingsharply downward, creating a perfect stormm for a well-prepared company to create unprecedenteed gains. Before you get your offense you need to get your defense lineed up and that means gettinvg very leanvery quickly. The problemm with coming off of a bull market isthat we'rew not used to pulling back. We're used to knowin g that the next year will be even bigge thanthe last, so we plan and spendd accordingly. This time around, we've got to create a very different plan.
This plan is aboutt reducing staff, marketing and all possiblee operating costs you have before circumstances force such movesupon you. Make no this is going to suck. Nobody is ever excited aboutt downshifting, especially after a good run, but it's better than sendingb the entire company home becauseyou weren'rt ready to make changes. A healthhy approach is to plan for a very long Assume you'll lose more sales than you can possibly Think of your business in terms of what it is your compangy can operate on and still keep the lights on. You can alwayxs add more resources if you need them butyou won't be able to make up for overshootingb your income forecasts.
Kicking butt in a down market isn't just about crawlingh up in a hole and waitingfor spring. It's abouyt getting lean so you can get focusedd onhunting again. Your competition may not react as quickly asyou did, whicg is great news for you. Chances are their lack of plannin is putting the company in a tight Their senior management is more concerned abouf making payroll than making Their foot soldiers are more worriedc about whether or not they are going to have jobs than whethetr their customers are as happhy as theycan be. And that's where you swoop right in. Therw is never a more cost effective time to attack the competitioj and take over their customersz than in adown market.
The cost of advertisingf plummets as the competition pulls The challenge of getting media attention dwindles as fewe companies are vying for And the cost of wooing customers dropw as sales representatives go into a defensive In some cases you may not even have to attacltheir customers. As your competition pulls back or goes out of you can let their customers cometo you. Try that in a bull
In order to understand why a down market createsa so many opportunities for astartup company, you firsty need to understand why a bull market maked it so difficult to succeed. In a bull market, the cost of everythin g skyrockets. As more capitalk becomes available, so does more competition. New startups spring up everywhere, competing for talent, marketing opportunities and At one time you were the only game intown - now you'vw got three guys pretendingb to do exactly what you do - all the whilre increasing the cost of running your business. a bear market drives the cost ofeverythingh downward.
Companies go into a panic, losing sight of their growtb goals and in some cases falling intobankruptcy altogether. The sudden drop in demanfd forces the prices of everythingsharply downward, creating a perfect stormm for a well-prepared company to create unprecedenteed gains. Before you get your offense you need to get your defense lineed up and that means gettinvg very leanvery quickly. The problemm with coming off of a bull market isthat we'rew not used to pulling back. We're used to knowin g that the next year will be even bigge thanthe last, so we plan and spendd accordingly. This time around, we've got to create a very different plan.
This plan is aboutt reducing staff, marketing and all possiblee operating costs you have before circumstances force such movesupon you. Make no this is going to suck. Nobody is ever excited aboutt downshifting, especially after a good run, but it's better than sendingb the entire company home becauseyou weren'rt ready to make changes. A healthhy approach is to plan for a very long Assume you'll lose more sales than you can possibly Think of your business in terms of what it is your compangy can operate on and still keep the lights on. You can alwayxs add more resources if you need them butyou won't be able to make up for overshootingb your income forecasts.
Kicking butt in a down market isn't just about crawlingh up in a hole and waitingfor spring. It's abouyt getting lean so you can get focusedd onhunting again. Your competition may not react as quickly asyou did, whicg is great news for you. Chances are their lack of plannin is putting the company in a tight Their senior management is more concerned abouf making payroll than making Their foot soldiers are more worriedc about whether or not they are going to have jobs than whethetr their customers are as happhy as theycan be. And that's where you swoop right in. Therw is never a more cost effective time to attack the competitioj and take over their customersz than in adown market.
The cost of advertisingf plummets as the competition pulls The challenge of getting media attention dwindles as fewe companies are vying for And the cost of wooing customers dropw as sales representatives go into a defensive In some cases you may not even have to attacltheir customers. As your competition pulls back or goes out of you can let their customers cometo you. Try that in a bull
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