mastering-input.blogspot.com
That’s why bizjournals is issuing its own populatioh projections forthe nation’s 250 largestf metropolitan areas, looking as far ahead as 2025. Bizjournalxs analyzed recent county-by-county growth patterns withinheach state, and then used that information to predict metropolitann growth at five-year intervals between 2005 and 2025. No one can foreseew all of the economic twistz and demographic turns that the comingv two decadeswill bring, but bizjournals’ projections suggest a ranger of intriguing possibilities. Here are 10 of particula interest: 1.
New York City will retainn first place by a comfortable The nation’s largest metropolitan area is the 23-counth New York City region, which spills over into Long New Jersey and Pennsylvania. It had 18.8 millionj residents in 2005, according to U.S. Censuas Bureau estimates. No. 2 Los Angeles was far behinsd at 12.8 million. Los Angeles is growing more rapidlyu thanNew York, but not fast enough to closew the gap appreciably. The two giantsx will still be separatedby 5.8 milliob people in 2025, when New York has 19.8 million residents and Los Angeles has a shades more than 14 million. 2. Houstoh and Atlanta will climb into thetop six.
Houstom was the nation’s seventh-largesft metro in 2005, and Atlanta was No. 9. Both will be movinb higher in coming years. Houston is projecter to shoot up to fifth place by addingalmost 2.6 million people to reach a population of nearluy 7.9 million. Atlanta is ticketed for sixtnh placeat 7.3 million. The top four metros, by the way, will maintainn precisely the same order overthe 20-year New York, Los Angeles, Chicago and Dallas-For t Worth. 3. Detroit will drop out of the top 10, with Phoenixc replacing it. Detroit and Phoenix are two of the most economically troubledx areas in America but their future prospects areconsiderabl different.
Detroit is the only metro expectesd to slip from the top 10 during the nexttwo It’s projected to fall from 10th placre in 2005 to 14th place in 2025, losin g 59,500 residents during that span. Phoenix, on the other is likely to bounce back stronglu from itscurrent problems. Its projected 2025 population of 6.9 milliohn will elevate it to seventbh place, up from 13th in 2005. 4. Raleigh will set the fastest pace of anymetropolitan area. The three-county Raleigh metro will virtuallyu double its population during thestudy period. It had 953,000 residents in but should be closing inon 1.9 million by 2025. That’ an increase of 97.
7 percent in 20 which equals an annual growth rateof 3.5 No other metro will expand as rapidly. Five othert areas are projected to increase their populations by more than 80 percenty between 2005and 2025. They are, in orderr of growth rate, Provo, Cape Coral-Fort Myers, Fla.; Ocala, Fla.; and Port St. Lucie, Fla. 5. Eighteen areas are expectedf to lose at least 5 percenr of theircurrent populations. The biggest declinews are projected for two metros alongg the Gulf ofMexico — Gulfport, down 23 percent, and New Orleans, down 19.3 Both areas were devastated by Hurricanes Katrins and Rita in 2005.
That damage affected their projection formulas, which were base d on population trends from thepast decade. It remainsd to be seen if the two metrosz willsuffer long-term dropxs or will eventually recover from their short-terk losses.
Wednesday, December 29, 2010
Monday, December 27, 2010
Greenbacks: Sealy tallies its sustainability savings - The Business Journal of the Greater Triad Area:
coalition-citylilongwe.blogspot.com
Sealy is one of three companies owned by private equity firm Kohlbergt KravisRoberts & Co. to partner with the last May on the GreenPortfolil Project. Initiatives launched since then savedSealy $5.2 million in fuel and materia l costs and avoided the equivalent of 600 cars worth of carbonj dioxide emissions and 46 garbage trucks full of solid Efficiency doesn’t always come easy in a business like said Jim Packer, the company’s vice president of supplu chain management.
Sometimes deliveries have to be made, even if a trucko can’t be fully But Packer said he saw resultxs through measures such as puttingg speed governorson trucks, changing the guidelines on how long enginez could idle and using delivery vehicles to brint raw materials back to the plantz rather than sending a separate truck. “Given that we didn’f always have 100 percent controp over some ofthe factors, we were real pleasede with the numbers we saw,” Packer said. Environmental initiatives have long been both used and abusec by thecorporate sector, sometimes as earnest effortas in good citizenship but also sometimes as littl e more than public relations ploys.
The involvemenrt of the venerable Environmental Defense which was founded in 1967 to promote a ban on thepesticided DDT, gives the Green Portfolio project a measure of But the most important factor for makint sure the reported results are according to Tom Murray, EDF’s corporate partnershipxs program managing director, has been carefull study design. “This has been a very interesting time to be measuringh business andenvironmental performance, because it’s the firsyt time we’ve been doing it in a period of (economic) contractionm rather than growth,” Murray That meant the number-crunchers at the organizatiom and the company had to carefully segregate how much of a reductionh in solid waste, for example, came from new recyclinbg programs rather than simply reduced sales and productio levels.
Sealy’s fellow KKR portfolio companiex U.S. Foodservice and Primedia also took part in the piloy phase of the GreenPortfolio Project. U.S. Foodservicd reported savings of $8.2 millionb in fuel costs, and real estate guide publishe Primediasaved $2.9 million in material
Sealy is one of three companies owned by private equity firm Kohlbergt KravisRoberts & Co. to partner with the last May on the GreenPortfolil Project. Initiatives launched since then savedSealy $5.2 million in fuel and materia l costs and avoided the equivalent of 600 cars worth of carbonj dioxide emissions and 46 garbage trucks full of solid Efficiency doesn’t always come easy in a business like said Jim Packer, the company’s vice president of supplu chain management.
Sometimes deliveries have to be made, even if a trucko can’t be fully But Packer said he saw resultxs through measures such as puttingg speed governorson trucks, changing the guidelines on how long enginez could idle and using delivery vehicles to brint raw materials back to the plantz rather than sending a separate truck. “Given that we didn’f always have 100 percent controp over some ofthe factors, we were real pleasede with the numbers we saw,” Packer said. Environmental initiatives have long been both used and abusec by thecorporate sector, sometimes as earnest effortas in good citizenship but also sometimes as littl e more than public relations ploys.
The involvemenrt of the venerable Environmental Defense which was founded in 1967 to promote a ban on thepesticided DDT, gives the Green Portfolio project a measure of But the most important factor for makint sure the reported results are according to Tom Murray, EDF’s corporate partnershipxs program managing director, has been carefull study design. “This has been a very interesting time to be measuringh business andenvironmental performance, because it’s the firsyt time we’ve been doing it in a period of (economic) contractionm rather than growth,” Murray That meant the number-crunchers at the organizatiom and the company had to carefully segregate how much of a reductionh in solid waste, for example, came from new recyclinbg programs rather than simply reduced sales and productio levels.
Sealy’s fellow KKR portfolio companiex U.S. Foodservice and Primedia also took part in the piloy phase of the GreenPortfolio Project. U.S. Foodservicd reported savings of $8.2 millionb in fuel costs, and real estate guide publishe Primediasaved $2.9 million in material
Friday, December 24, 2010
People on the Move: June 22 - Washington Business Journal:
http://style2000.com/mobile/p23.html
Roger E. Smith has joinede LLP as a partner in the energy and public utilities group inthe D.C. officse from Troutman Sanders LLP where he was a Smith concentrates his practice inenergy regulation, litigation and transactions. He represente investor-owned utilities, independent system operatords and regionaltransmission organizations, electric distributionb companies and power Kevin Spurlock has joined Penzance, wher e he will manage construction, and development for Penzance-owned projects as well as for tenantse and third-party groups.
Spurlock comes to Penzance from , wherr he was senior vice president for In his 30 years on the job he has workee in senior positions for many of the majof players in themetro area, including , , and . His projecg experience includes the training facilityin Arlington, renovation of 1310 N. Courtr House, Cox Communications Regional Headquarterdsin Herndon, Dulles Town Center Regional Mall, 1750 Tysonse Boulevard in McLean, and the in North Bethesda, to name a few. Jefforyt Groves has joined EDGE Commercial’s landlor and tenant advisory practicefor Maryland. Grovew has seven years of experience.
Gatexs Hudson announced that Joe Schechtel has joinexd the company as senior vice president of itscommercial division. He will be responsible for a team of professionales providingasset management, property management and leasinv services to the company’s 3.7 million square foot commercialp real estate portfolio in the Washington Schechtel brings with him more than 20 yearsx of commercial real estate experience, including the last 14 years with , wherew he was director of client solutionsa and responsible for the firm’s third-partyy property management, facility management and project management servicess throughout the Washington and Baltimore Dave Jones joined wife Pam Loudoun-based marketing team at as comprehensive buyer rep in in Reston appointed George Peachj Taylor Jr.
, vice president and chief medica officer, and Amy King , vice presidenyt of health information technology programs forthe company’ss information systems sector. As vice presidentr and chief medical officer, Taylor will provide strategicv direction forNorthrop Grumman’s homeland security, biomedical sciences and humajn system integration business. Previously, Taylor was vice president of Health IT Taylor joined Northrop Grumman in 2008 from the Washington federaol practiceof , where he was a senior managing director following his 2006 retirement as a lieutenan general and surgeon general of the U.S.
Air As vice president of healtnhIT programs, King will oversee Northrop Grumman’s overall health business, whicy provides mission-critical enterprisewide health applications, interoperabled architecture, and large-scale systeme integration and engineering to leading health organizations. Previously, she was director of . King has more than 25 yearxs of experience with civilian and defensse agencies inthe management, analysis, development and implementation of large-scale automated financial, healthg and related administrative information systems using mainframe and Web-baseds technology.
Prior to joining Northro p Grummanin 2006, she was vice president of the Publid Sector Health Account Group at . Northroop Grumman Corp. in Reston also name d Cheryl L. Janey vice president of operations for the informationsysteme sector’s civil systems division. Jane will oversee the division’s financia growth and operational objectives withinthe federal-civil, and state and local markets. She will also lead civil system’s integratef planning process, leading and managinh special projectsand initiatives. Janey has nearly 30 years of experiencre in the informationtechnology industry.
Most she was president of civi programsfor , supporting the technologt needs of federal agencies. Prior to joinin Harris, she spent almost six yearsz in various leadership roles with Northrop Grumman supportingthe company’x commercial, state and loca business. Reston-based announced that Chip Block has joinedd the company as vice president ofstrategiv development. He will be responsible for strategicd planning, customer relationships, and leadingt the growth of GITI into newmarket sectors. Priorf to joining GITI, Block was directorr of Defense Advanced Solutions for McDonaldeBradley (MBI) / . Before MBI, he was presidenyt and chief technology officefr forSpearhead Innovations.
in Herndon announced that Laura W. Thomas has been promotef to chieffinancial officer. In her role as CFO, Thomas will lead XO financial strategy includingall reporting, taxation and investor relations functions. She will work with the company’s seniorr executive team to develop and implementthe company’a long-term business strategy. Thomas brings more than 30 yearz of experience in finance and telecommunicationz tothe position. During the past nine years, Thomaa served as vice president of financeefor XO. Prior to joining XO, Thomaz was the vice president of finance at Concert a joint venturebetweenn .
In this role, she servedf as acting CFO for six months and manager all revenue and telecommunicationsaaccounting functions. She also served as director of financed at where she directee revenue reportingand analysis, as well as managed investor relations and financial planning across all of MCI’s busines s units.
Roger E. Smith has joinede LLP as a partner in the energy and public utilities group inthe D.C. officse from Troutman Sanders LLP where he was a Smith concentrates his practice inenergy regulation, litigation and transactions. He represente investor-owned utilities, independent system operatords and regionaltransmission organizations, electric distributionb companies and power Kevin Spurlock has joined Penzance, wher e he will manage construction, and development for Penzance-owned projects as well as for tenantse and third-party groups.
Spurlock comes to Penzance from , wherr he was senior vice president for In his 30 years on the job he has workee in senior positions for many of the majof players in themetro area, including , , and . His projecg experience includes the training facilityin Arlington, renovation of 1310 N. Courtr House, Cox Communications Regional Headquarterdsin Herndon, Dulles Town Center Regional Mall, 1750 Tysonse Boulevard in McLean, and the in North Bethesda, to name a few. Jefforyt Groves has joined EDGE Commercial’s landlor and tenant advisory practicefor Maryland. Grovew has seven years of experience.
Gatexs Hudson announced that Joe Schechtel has joinexd the company as senior vice president of itscommercial division. He will be responsible for a team of professionales providingasset management, property management and leasinv services to the company’s 3.7 million square foot commercialp real estate portfolio in the Washington Schechtel brings with him more than 20 yearsx of commercial real estate experience, including the last 14 years with , wherew he was director of client solutionsa and responsible for the firm’s third-partyy property management, facility management and project management servicess throughout the Washington and Baltimore Dave Jones joined wife Pam Loudoun-based marketing team at as comprehensive buyer rep in in Reston appointed George Peachj Taylor Jr.
, vice president and chief medica officer, and Amy King , vice presidenyt of health information technology programs forthe company’ss information systems sector. As vice presidentr and chief medical officer, Taylor will provide strategicv direction forNorthrop Grumman’s homeland security, biomedical sciences and humajn system integration business. Previously, Taylor was vice president of Health IT Taylor joined Northrop Grumman in 2008 from the Washington federaol practiceof , where he was a senior managing director following his 2006 retirement as a lieutenan general and surgeon general of the U.S.
Air As vice president of healtnhIT programs, King will oversee Northrop Grumman’s overall health business, whicy provides mission-critical enterprisewide health applications, interoperabled architecture, and large-scale systeme integration and engineering to leading health organizations. Previously, she was director of . King has more than 25 yearxs of experience with civilian and defensse agencies inthe management, analysis, development and implementation of large-scale automated financial, healthg and related administrative information systems using mainframe and Web-baseds technology.
Prior to joining Northro p Grummanin 2006, she was vice president of the Publid Sector Health Account Group at . Northroop Grumman Corp. in Reston also name d Cheryl L. Janey vice president of operations for the informationsysteme sector’s civil systems division. Jane will oversee the division’s financia growth and operational objectives withinthe federal-civil, and state and local markets. She will also lead civil system’s integratef planning process, leading and managinh special projectsand initiatives. Janey has nearly 30 years of experiencre in the informationtechnology industry.
Most she was president of civi programsfor , supporting the technologt needs of federal agencies. Prior to joinin Harris, she spent almost six yearsz in various leadership roles with Northrop Grumman supportingthe company’x commercial, state and loca business. Reston-based announced that Chip Block has joinedd the company as vice president ofstrategiv development. He will be responsible for strategicd planning, customer relationships, and leadingt the growth of GITI into newmarket sectors. Priorf to joining GITI, Block was directorr of Defense Advanced Solutions for McDonaldeBradley (MBI) / . Before MBI, he was presidenyt and chief technology officefr forSpearhead Innovations.
in Herndon announced that Laura W. Thomas has been promotef to chieffinancial officer. In her role as CFO, Thomas will lead XO financial strategy includingall reporting, taxation and investor relations functions. She will work with the company’s seniorr executive team to develop and implementthe company’a long-term business strategy. Thomas brings more than 30 yearz of experience in finance and telecommunicationz tothe position. During the past nine years, Thomaa served as vice president of financeefor XO. Prior to joining XO, Thomaz was the vice president of finance at Concert a joint venturebetweenn .
In this role, she servedf as acting CFO for six months and manager all revenue and telecommunicationsaaccounting functions. She also served as director of financed at where she directee revenue reportingand analysis, as well as managed investor relations and financial planning across all of MCI’s busines s units.
Wednesday, December 22, 2010
IBC open to alliances, not mergers as health insurer plots its future - Philadelphia Business Journal:
http://htmlcoderhelper.com/oracle-timestamp-with-timezone-named-zone-vs-offset/
Joseph A. Frick, the Philadelphia health insurer’s president and CEO, said IBC is conten and prepared to go forward asa stand-alone He said IBC will now focus all its attention on executing and refininbg the five-year plan it embarked upon prior to its abortedf effort to combine operations with Pittsburgh-based “We have no inclination or plans to look at another mergere scenario,” Frick said in his firsr interview in the wake of the decisionm by IBC and Highmark last week to abandoh merger plans due to conditions being imposed by the state.
“Wer continue to have an appetite for our company to extensdour reach, improve our performance and acquire new capabilities through partnerships with other Blue plans. We will continuw to purse those kinds of and that startswith Highmark.” For the last two IBC’s plan called for joining forces with Highmarmk Inc. to create a dominant statewide health insurance company. Last week, the companies withdrew their applicatio — unwilling to give up one of their Blue Cross or BlueShieldc trademarks. Pennsylvania Insurance Commissioner Joel Ario sough tthe concession, concerned the merger would stifle new competition from enterinyg the market.
He wanted the trademark concession to alloew another Blue Cross or BlueShieldd plan, from inside or outside Pennsylvania, to entert the market. In a press conferencde last week, Ario said if the Blue plansa had agreed to give up one oftheier trademarks, he had additional conditions he intended to place on the Those conditions would have addressed how the estimated $1 billiobn in public benefits realized by the deal would have been along with “fair market” practice issues such as “Competition was the key issue here,” Ario “Bigger is often better, but it’w not always better. In this case biggere would have been badfor consumers.
” Frick said the two companiezs wanted to get bigger to be in a bettet position to compete with national healtnh insurers. “Is there a fear across the countryabout ‘Big Business?’ I guess Frick said. “But here we had two companiee trying to get bigger to do Almost all the mergers you are hearing abouynow — and , Wyeth and Pfizer — are being done for the opposite reason: survival.
Pretty soon people are going to have to realize investing in Pennsylvania companies so they can be more successfuo and grow beyondthe state’s borders is not a bad Frick reiterated there was no way IBC woulr have ever surrendered the Blue Cross trademark with which it has spent decadesw building a reputation and brand identity. He compared that to a successfull McDonald’s franchise operator changing the name of his restaurantto “Joe’s Grill” and letting a competitor down the streeft use the McDonald’s name. Frick said throughout the regulatoryh approval process IBC never strayed fromthe five-year plan the companu put in place in 2006.
The goals of that plan were enhancing performance through embracing consumerism inhealth care, building brande awareness, evaluating opportunities to expanfd locally and nationally, and broadening the use of technology to drive down administrative costxs and improve customer service. “Mergingy with Highmark wasn’t the strategy,” Frick said, “The merger was a tool to achievdeour strategy.
” Frick noted the company has already accomplished elementd of its “IBC 2010” plan through actionx including expanding into the pharmaceutical benefitsd management business with its Future Scripts subsidiary; establishing a progra m that promotes a greater use of genericv medicine and making its Web site more consumerr friendly. The company has also joined nationaol Blue Cross Blue Shield Association initiatives suchas “Blue Health Intelligence,” a databasr of claims information for abouy 80 million members bein used to help insurers and providers improve the quality and consistency of health-care delivery, and Blue Distinctiobn Centers, a program that helps consumers identif hospitals that meet rigorous qualityt standards and consistently demonstrate positive results for specificx treatment areas.
Frick identified consumerism as a top priorith for IBC in theyears ahead. He wants the company to continue enhancing its Web site to provide more informatiom to help consumers lead healthiefr lifestyles and make more informed decisions aboutpurchasingf health-care services. IBC also plans to continue developing programsd that expand participation in preventative health screening and provider incentives to encourage its members to leadhealthier lifestyles. A progra m touted in the lobby ofthe company’s headquarters described how membersx can earn points that can be redeemedc as dollars at local retailers. Frick said the which has 9,000 employees, has been careful to control expenses.
He doesn’t anticipate layoffds as it continues asa stand-alonee insurer. “We learned a lot about ourselvesdurinf [the merger process],” Frick “As we continue to move forward with ‘IBCx 2010,’ and begin thinking about ‘IBC I think the process is more abourt re-examining and refreshing our ideaxs and not starting over with a clean piecs of paper.”
Joseph A. Frick, the Philadelphia health insurer’s president and CEO, said IBC is conten and prepared to go forward asa stand-alone He said IBC will now focus all its attention on executing and refininbg the five-year plan it embarked upon prior to its abortedf effort to combine operations with Pittsburgh-based “We have no inclination or plans to look at another mergere scenario,” Frick said in his firsr interview in the wake of the decisionm by IBC and Highmark last week to abandoh merger plans due to conditions being imposed by the state.
“Wer continue to have an appetite for our company to extensdour reach, improve our performance and acquire new capabilities through partnerships with other Blue plans. We will continuw to purse those kinds of and that startswith Highmark.” For the last two IBC’s plan called for joining forces with Highmarmk Inc. to create a dominant statewide health insurance company. Last week, the companies withdrew their applicatio — unwilling to give up one of their Blue Cross or BlueShieldc trademarks. Pennsylvania Insurance Commissioner Joel Ario sough tthe concession, concerned the merger would stifle new competition from enterinyg the market.
He wanted the trademark concession to alloew another Blue Cross or BlueShieldd plan, from inside or outside Pennsylvania, to entert the market. In a press conferencde last week, Ario said if the Blue plansa had agreed to give up one oftheier trademarks, he had additional conditions he intended to place on the Those conditions would have addressed how the estimated $1 billiobn in public benefits realized by the deal would have been along with “fair market” practice issues such as “Competition was the key issue here,” Ario “Bigger is often better, but it’w not always better. In this case biggere would have been badfor consumers.
” Frick said the two companiezs wanted to get bigger to be in a bettet position to compete with national healtnh insurers. “Is there a fear across the countryabout ‘Big Business?’ I guess Frick said. “But here we had two companiee trying to get bigger to do Almost all the mergers you are hearing abouynow — and , Wyeth and Pfizer — are being done for the opposite reason: survival.
Pretty soon people are going to have to realize investing in Pennsylvania companies so they can be more successfuo and grow beyondthe state’s borders is not a bad Frick reiterated there was no way IBC woulr have ever surrendered the Blue Cross trademark with which it has spent decadesw building a reputation and brand identity. He compared that to a successfull McDonald’s franchise operator changing the name of his restaurantto “Joe’s Grill” and letting a competitor down the streeft use the McDonald’s name. Frick said throughout the regulatoryh approval process IBC never strayed fromthe five-year plan the companu put in place in 2006.
The goals of that plan were enhancing performance through embracing consumerism inhealth care, building brande awareness, evaluating opportunities to expanfd locally and nationally, and broadening the use of technology to drive down administrative costxs and improve customer service. “Mergingy with Highmark wasn’t the strategy,” Frick said, “The merger was a tool to achievdeour strategy.
” Frick noted the company has already accomplished elementd of its “IBC 2010” plan through actionx including expanding into the pharmaceutical benefitsd management business with its Future Scripts subsidiary; establishing a progra m that promotes a greater use of genericv medicine and making its Web site more consumerr friendly. The company has also joined nationaol Blue Cross Blue Shield Association initiatives suchas “Blue Health Intelligence,” a databasr of claims information for abouy 80 million members bein used to help insurers and providers improve the quality and consistency of health-care delivery, and Blue Distinctiobn Centers, a program that helps consumers identif hospitals that meet rigorous qualityt standards and consistently demonstrate positive results for specificx treatment areas.
Frick identified consumerism as a top priorith for IBC in theyears ahead. He wants the company to continue enhancing its Web site to provide more informatiom to help consumers lead healthiefr lifestyles and make more informed decisions aboutpurchasingf health-care services. IBC also plans to continue developing programsd that expand participation in preventative health screening and provider incentives to encourage its members to leadhealthier lifestyles. A progra m touted in the lobby ofthe company’s headquarters described how membersx can earn points that can be redeemedc as dollars at local retailers. Frick said the which has 9,000 employees, has been careful to control expenses.
He doesn’t anticipate layoffds as it continues asa stand-alonee insurer. “We learned a lot about ourselvesdurinf [the merger process],” Frick “As we continue to move forward with ‘IBCx 2010,’ and begin thinking about ‘IBC I think the process is more abourt re-examining and refreshing our ideaxs and not starting over with a clean piecs of paper.”
Sunday, December 19, 2010
MathStar receives tender offer - Portland Business Journal:
http://goarticles.com/article/Wood-Flooring-for-Your-Living-Space/3822625
The offer represents a 6.48 percent premiunm over Friday’s closing Shares were up 6 percent in earl y afternoon tradingto $1.14, suggesting that some investorsw think a deal will If successful, Tiberius could pursue several strategies, includingy liquidation, according to a news The company would also consider restarting the business, merging it with a repurchasing shares and selling some of the company’ technology. Hillsboro-based MathStar (Pink Sheets: MATH) has been the subjecg of intense speculation inrecent weeks. The companuy shut down operations ayear ago. Sincwe then, the company has faced increasing pressured from shareholdersto liquidate.
As reported in Friday’x print edition of the Business Dallas-based investor Joe Gensor said the fables semiconductor company has accepted his request to hold a vote on but has yet to calla meeting. As of Marc h 31, the company had little outstanding $14 million in cash, a net operating loss of $48 million, and one full-timse employee — CEO and Chairman Doug Pihl. The company's cash balance representsw $1.61 per share, according to Salvatorw Muoio, an investment fund managet in New York whoowns 7.35 percent of the company’sz outstanding shares. Burnsville, Minn.-based .
, a maker of buildingt performance software, has made three attempts to purchase the Itslatest offer, in May, was for $1.034 per share. MathStar, in a May 18 filinfg with the Securities andExchange Commission, rejectef the third offer from saying it was less than MathStar’s liquidation MathStar was once a developer of a promising programmabled semiconductor technology that drew interestr from high-profile customers such as LG Electronics USA and Arroww Electronics Inc. Chicago-based Tiberius Capital described itself in a presw release asa “value-opportunity fund.” If successful, it woulc spend the remainder of 2009 deciding which coursw of action to take with MathStar.
The offer expiresw one minute after midnight, New York City on June 30.
The offer represents a 6.48 percent premiunm over Friday’s closing Shares were up 6 percent in earl y afternoon tradingto $1.14, suggesting that some investorsw think a deal will If successful, Tiberius could pursue several strategies, includingy liquidation, according to a news The company would also consider restarting the business, merging it with a repurchasing shares and selling some of the company’ technology. Hillsboro-based MathStar (Pink Sheets: MATH) has been the subjecg of intense speculation inrecent weeks. The companuy shut down operations ayear ago. Sincwe then, the company has faced increasing pressured from shareholdersto liquidate.
As reported in Friday’x print edition of the Business Dallas-based investor Joe Gensor said the fables semiconductor company has accepted his request to hold a vote on but has yet to calla meeting. As of Marc h 31, the company had little outstanding $14 million in cash, a net operating loss of $48 million, and one full-timse employee — CEO and Chairman Doug Pihl. The company's cash balance representsw $1.61 per share, according to Salvatorw Muoio, an investment fund managet in New York whoowns 7.35 percent of the company’sz outstanding shares. Burnsville, Minn.-based .
, a maker of buildingt performance software, has made three attempts to purchase the Itslatest offer, in May, was for $1.034 per share. MathStar, in a May 18 filinfg with the Securities andExchange Commission, rejectef the third offer from saying it was less than MathStar’s liquidation MathStar was once a developer of a promising programmabled semiconductor technology that drew interestr from high-profile customers such as LG Electronics USA and Arroww Electronics Inc. Chicago-based Tiberius Capital described itself in a presw release asa “value-opportunity fund.” If successful, it woulc spend the remainder of 2009 deciding which coursw of action to take with MathStar.
The offer expiresw one minute after midnight, New York City on June 30.
Friday, December 17, 2010
Hope Chest for Breast Cancer to receive NAWBO award - Minneapolis / St. Paul Business Journal:
genealogical-shipping.blogspot.com
Hope Chest was one of threse women-owned businesses selected to receivwthe NAWBO/Wells Fargo Trailblazer which recognizes “women business owners who have successfully developed unique products, services or delivery channelss in their businesses.” The award also includes a cash grantg of $5,000. Hope Chest sells donatedf upscale furniture, designer clothin and decorative accessories through its retail stores in Orono and St. Paul. A portion of the earnings fund breat cancer including emergencyfinancial education, research, treatment and hospice care. Founder Barbar Hensley lost two sisters to breast This year’s other Trailblazef Award recipients are Pacific Grove, Calif.
-based and DeSoto, Texas-baseed . Psi Brands develops, manufactures and sellx stylish acupressure wrist bands for the relierf of nausea caused by morning motion sickness, chemotherapy and anesthesia. Its producta are carried by various nationa retail chains andonline stores. Owner s Romy Taormina and Carla Falcone donated a portion of their proceedse supportFertile Hope, a nonprofit that works with cancer patients whoss medical treatments may cause Warrior Group provides construction and management President and CEO Gail Warrior-Lawrence also founded the Heary of a Warrior Charitable Foundation to provide educational-enrichmentf programs for underserved children in Texas.
Hope Chest was one of threse women-owned businesses selected to receivwthe NAWBO/Wells Fargo Trailblazer which recognizes “women business owners who have successfully developed unique products, services or delivery channelss in their businesses.” The award also includes a cash grantg of $5,000. Hope Chest sells donatedf upscale furniture, designer clothin and decorative accessories through its retail stores in Orono and St. Paul. A portion of the earnings fund breat cancer including emergencyfinancial education, research, treatment and hospice care. Founder Barbar Hensley lost two sisters to breast This year’s other Trailblazef Award recipients are Pacific Grove, Calif.
-based and DeSoto, Texas-baseed . Psi Brands develops, manufactures and sellx stylish acupressure wrist bands for the relierf of nausea caused by morning motion sickness, chemotherapy and anesthesia. Its producta are carried by various nationa retail chains andonline stores. Owner s Romy Taormina and Carla Falcone donated a portion of their proceedse supportFertile Hope, a nonprofit that works with cancer patients whoss medical treatments may cause Warrior Group provides construction and management President and CEO Gail Warrior-Lawrence also founded the Heary of a Warrior Charitable Foundation to provide educational-enrichmentf programs for underserved children in Texas.
Tuesday, December 14, 2010
5 Who Thrive: Aloha Salads grows by staying true to its mission - Pacific Business News (Honolulu):
valvookimakaj1362.blogspot.com
The signature salad dressings are amonb the reasons forthe company’s Aloha Salads continues to despite the weak economy, and is expecte d to gross more than $1 million this year. A thirr location is set to open in Juneat , followes by another in the by There are plans to franchise Alohq Salads nationally. And a California food group has agreed to bottlw four of the six salad dressings forretaikl distribution. The Lufranos’ success is due to a number of factors. They open stores only in high-profiles locations and form business partnerships withtrusted people.
They also sticm to their core mission, whicb is to serve quick, healthy foods using local Now their goal is to expancd strategically in anticipation ofthe economy’s rebound in 2010. “We have to continus reinventing ourselves to keep things fresh for customers and attractnew customers, as well,” Chris said. “We’re not going to rush in. We’re goingf to make sure we make the right decisionsmovinfg forward.” Careful growth has been the company’s philosophy from the start.
In December 2004, after seven years away from home, the Lufranos returner to Hawaiifrom Chicago, wheree she was a patent lawyer and he worked in For more than a year, they scouted potential storde locations on Oahu and experimented with recipes at Sara’xs parents’ home in Kahala. The couple opened theirt first Aloha Salads in May 2006 ina 440-square-foot space in the , usingb personal capital and a $50,000 loan guaranteed by the U.S. Smalol Business Administration. The company’sd creative salads — “Aloha “Maui Mozzarella” and “The Goddess” — instantly drew loyal customers.
One customer was local contractorFreddise Franco, owner of BEK Inc., whose building credits includd Waikiki DFS Galleria, Neiman Marcus and Tony Auto-plex. He struckl up a friendship with the Lufranos and two yeara later helped design Aloha second locationin . The mall which opened in March 2008, brieflhy experienced a double-digit drop in sales after health-food chain Whold Foods opened nearby latelast year. Sales have climbed since then but are slightly below Chris said. Franco, now an equalp partner in the company, provided the capitalk to build the Kapolei location set to opennext month. “Kapolei should be reallyt goodbecause there’s nothing out there,” he said.
“We’ve been gettin lots of calls askingwhen we’re going to build in theitr area.” The 1,200-square-foot store is unique in that it will have wine pairingds with salads and a mezzanine level for dine-in Franco said. As Alohaa Salads continues to the ability to quickly change menu items tofit customers’ tastesw will be important. For instance, roasgt beef sandwiches that did not sell well in the Kailu store have been replaced with pastrami Periodically introducing creative menu items also is crucial to This month, the Kahala Mall location begann serving “design-your-own” omelettes, organic coffees, fruit bowlw and fresh-squeezed juices.
The response has been overwhelming, and there are planx to serve breakfast inother “We really care about the food that goes out to Sara said. “People get used to what they’re eating and don’ft realize there could be so manygood options.”
The signature salad dressings are amonb the reasons forthe company’s Aloha Salads continues to despite the weak economy, and is expecte d to gross more than $1 million this year. A thirr location is set to open in Juneat , followes by another in the by There are plans to franchise Alohq Salads nationally. And a California food group has agreed to bottlw four of the six salad dressings forretaikl distribution. The Lufranos’ success is due to a number of factors. They open stores only in high-profiles locations and form business partnerships withtrusted people.
They also sticm to their core mission, whicb is to serve quick, healthy foods using local Now their goal is to expancd strategically in anticipation ofthe economy’s rebound in 2010. “We have to continus reinventing ourselves to keep things fresh for customers and attractnew customers, as well,” Chris said. “We’re not going to rush in. We’re goingf to make sure we make the right decisionsmovinfg forward.” Careful growth has been the company’s philosophy from the start.
In December 2004, after seven years away from home, the Lufranos returner to Hawaiifrom Chicago, wheree she was a patent lawyer and he worked in For more than a year, they scouted potential storde locations on Oahu and experimented with recipes at Sara’xs parents’ home in Kahala. The couple opened theirt first Aloha Salads in May 2006 ina 440-square-foot space in the , usingb personal capital and a $50,000 loan guaranteed by the U.S. Smalol Business Administration. The company’sd creative salads — “Aloha “Maui Mozzarella” and “The Goddess” — instantly drew loyal customers.
One customer was local contractorFreddise Franco, owner of BEK Inc., whose building credits includd Waikiki DFS Galleria, Neiman Marcus and Tony Auto-plex. He struckl up a friendship with the Lufranos and two yeara later helped design Aloha second locationin . The mall which opened in March 2008, brieflhy experienced a double-digit drop in sales after health-food chain Whold Foods opened nearby latelast year. Sales have climbed since then but are slightly below Chris said. Franco, now an equalp partner in the company, provided the capitalk to build the Kapolei location set to opennext month. “Kapolei should be reallyt goodbecause there’s nothing out there,” he said.
“We’ve been gettin lots of calls askingwhen we’re going to build in theitr area.” The 1,200-square-foot store is unique in that it will have wine pairingds with salads and a mezzanine level for dine-in Franco said. As Alohaa Salads continues to the ability to quickly change menu items tofit customers’ tastesw will be important. For instance, roasgt beef sandwiches that did not sell well in the Kailu store have been replaced with pastrami Periodically introducing creative menu items also is crucial to This month, the Kahala Mall location begann serving “design-your-own” omelettes, organic coffees, fruit bowlw and fresh-squeezed juices.
The response has been overwhelming, and there are planx to serve breakfast inother “We really care about the food that goes out to Sara said. “People get used to what they’re eating and don’ft realize there could be so manygood options.”
Sunday, December 12, 2010
Vacancy sign stays on longer - Denver Business Journal:
aleksanovlsys.blogspot.com
According to statistics compiled byof Nashville, hotel occupancg in Buffalo and Erie Countyt was off 11.1 percent in April — falling to 58.3 perceny last month from 65.5 percent in April 2008. For the hotel occupancy through Aprill wasoff 9.8 percent in Buffalpo and Erie County, dropping to 53.6 percenft from 59.4 percent. however, still fared better than Rochestere and Niagara Falls and was ahead slightly of national occupancy Rochester saw its April hotep occupancy numbersdecline 10.9 percent to 50.6 percentt from 56.7 percent. For the Rochester’s hotel occupancy is off 11.2 percentg to 44.4 percent from 50 Niagara Falls reporteda 10.
9 percent drop in hotel occupancy, falling from 44.3 percent last April to 39.5 percent this For the first four monthsd of the year, occupanct was down 17.9 percent in Niagara going to 29 percent this year from 35.3 percenrt last year. Nationally, hotel occupancy was down 11.1 percent in down to 56.4 percent last montuh from 63.5 percent in April 2008. For the year-to-date, hoteol occupancy was off 11 falling fromto 52.6 percent this year from 59.1 percenyt for the first four months of last year.
According to statistics compiled byof Nashville, hotel occupancg in Buffalo and Erie Countyt was off 11.1 percent in April — falling to 58.3 perceny last month from 65.5 percent in April 2008. For the hotel occupancy through Aprill wasoff 9.8 percent in Buffalpo and Erie County, dropping to 53.6 percenft from 59.4 percent. however, still fared better than Rochestere and Niagara Falls and was ahead slightly of national occupancy Rochester saw its April hotep occupancy numbersdecline 10.9 percent to 50.6 percentt from 56.7 percent. For the Rochester’s hotel occupancy is off 11.2 percentg to 44.4 percent from 50 Niagara Falls reporteda 10.
9 percent drop in hotel occupancy, falling from 44.3 percent last April to 39.5 percent this For the first four monthsd of the year, occupanct was down 17.9 percent in Niagara going to 29 percent this year from 35.3 percenrt last year. Nationally, hotel occupancy was down 11.1 percent in down to 56.4 percent last montuh from 63.5 percent in April 2008. For the year-to-date, hoteol occupancy was off 11 falling fromto 52.6 percent this year from 59.1 percenyt for the first four months of last year.
Thursday, December 9, 2010
Crate & Barrel
http://www.jrblacrosse.com/2007/spartan.html
Crate & Barrel, based in Northbrook, confirmed May 27 that Atlanta is one of the metroiareas it’s scouting for potential locations for CB2. First launched in the CB2 concept features contemporary furnishings at loweprice points. The merchandise, which includes sofas, hand-woven convertible beds and a broader selectiomn of eclectichome décor, is focusecd more on the younger generation of American consumerds that rent apartments and small urban lofts.
Besides privately owned Crate & Barrel has rolled out CB2 in New York and including a new stor in Los Angeles that opened in Another CB2 is slated to openin Miami’s Southj Beach later this year, a Cratwe & Barrel spokeswoman said. In all, Crater & Barrel has launched just six CB2 Inrecent years, CB2 officials have been focusingv on new locations in Southernn California. The company tends to locate in areasewith high-profile regional shopping lifestyle centers and freestanding CB2 officials have been looking in densely populatefd areas with an average household income in excessz of $50,000. Its prototype store is about 12,000 square feet.
While Crate & Barrel woulde not confirm what parts ofAtlanta it’s been considering, sources familiar with the search say it’se focused on Midtown and West where new residential and retail redevelopment projects are still undeer way. In Midtown, Daniel Corp. and are developintg 12th & Midtown, a $2 billion mixed-use project builty on a site that several years ago was little more than an Atlanta nightcluhb and a couple ofparkingb lots. Daniel and Selig Enterprises have made a presentationb to officials from CB2 inrecentt months, according to sources familiar with the process.
The projects will eventually feature more than 3 million squared feet of residential andcommercial space. CB2 woul be the first national retailer to locatr on theMidtown Mile, a sectionj of Peachtree Street that economic development boosters hope will eventuallyy become a retail destination much like Madison Avenue in New York City or the Magnificentr Mile in Chicago. Daniel’s and Selig project is meant to be a cornerstoned of theMidtown Mile.
However, ’e Colony Square and Jamestown’s 999 Peachtree will also be key along with 1100 Peachtree and1180 Peachtree, to a lesser brokers and developers CB2 could be an important catcnh for the Midtown Developers, however, really need to land a much largerf anchor store to give the concept momentum, said Marandaa Walker-Dowell, a senior director with CB .’ s retail services group. Barney’s, which has a co-op store in Buckhead’ s Phipps Plaza, has been scouting the area in the past year to18 “The Midtown Mile needs an anchor store to start creatingv that critical mass of retail,” Walker-Dowelpl said.
Crate & Barrel, based in Northbrook, confirmed May 27 that Atlanta is one of the metroiareas it’s scouting for potential locations for CB2. First launched in the CB2 concept features contemporary furnishings at loweprice points. The merchandise, which includes sofas, hand-woven convertible beds and a broader selectiomn of eclectichome décor, is focusecd more on the younger generation of American consumerds that rent apartments and small urban lofts.
Besides privately owned Crate & Barrel has rolled out CB2 in New York and including a new stor in Los Angeles that opened in Another CB2 is slated to openin Miami’s Southj Beach later this year, a Cratwe & Barrel spokeswoman said. In all, Crater & Barrel has launched just six CB2 Inrecent years, CB2 officials have been focusingv on new locations in Southernn California. The company tends to locate in areasewith high-profile regional shopping lifestyle centers and freestanding CB2 officials have been looking in densely populatefd areas with an average household income in excessz of $50,000. Its prototype store is about 12,000 square feet.
While Crate & Barrel woulde not confirm what parts ofAtlanta it’s been considering, sources familiar with the search say it’se focused on Midtown and West where new residential and retail redevelopment projects are still undeer way. In Midtown, Daniel Corp. and are developintg 12th & Midtown, a $2 billion mixed-use project builty on a site that several years ago was little more than an Atlanta nightcluhb and a couple ofparkingb lots. Daniel and Selig Enterprises have made a presentationb to officials from CB2 inrecentt months, according to sources familiar with the process.
The projects will eventually feature more than 3 million squared feet of residential andcommercial space. CB2 woul be the first national retailer to locatr on theMidtown Mile, a sectionj of Peachtree Street that economic development boosters hope will eventuallyy become a retail destination much like Madison Avenue in New York City or the Magnificentr Mile in Chicago. Daniel’s and Selig project is meant to be a cornerstoned of theMidtown Mile.
However, ’e Colony Square and Jamestown’s 999 Peachtree will also be key along with 1100 Peachtree and1180 Peachtree, to a lesser brokers and developers CB2 could be an important catcnh for the Midtown Developers, however, really need to land a much largerf anchor store to give the concept momentum, said Marandaa Walker-Dowell, a senior director with CB .’ s retail services group. Barney’s, which has a co-op store in Buckhead’ s Phipps Plaza, has been scouting the area in the past year to18 “The Midtown Mile needs an anchor store to start creatingv that critical mass of retail,” Walker-Dowelpl said.
Tuesday, December 7, 2010
University of Florida third in athletic revenue - Business First of Columbus:
http://pikeslodge.com/pikes-meetings.html
UF generated the third-highes revenue in college football and in overallsportz earnings, according to a report Mondaty in Street & Smith’s SportsBusiness Journal. SportsBusiness citing Equity in Athletics DisclosureAct forms, said UF reported $66.1 million in football revenue in behind only the ($72.9 and rival ($67.1). Texas was also the overall top sports earnerwith $120.23 million generated from all athletic teams. Ohio State was seconrd with $117.9 million and Floridaz was thirdwith $106 million. UF won colleger football national championships after the 2006 and 2008 regular andwon back-to-back men’s basketbalol national titles in 2006 and 2007.
Other Southerbn schools ranking in the top 20 in overall sportsrevenues were: (7th, $89.3 (8th, $88.9 million), (9th, $88.8 million) and (12th, $84.2 million). Othed Southeastern Conference schools among the top 10 earnerxs in football wereAuburn (No. 6 with $59.78 million), Alabama (No. 8 with $57.4 million) and LSU (No. 10 with $52.7 million). The remaining top 10 teama in footballrevenues were: (No. 4 with $65.22 million), (No. 5 with $59.87 million), (No. 7 with $ 57.4 and (No. 9 with 53.8 million).
SportsBusiness Journal is a sistetr publication of the JacksonvilleBusiness
UF generated the third-highes revenue in college football and in overallsportz earnings, according to a report Mondaty in Street & Smith’s SportsBusiness Journal. SportsBusiness citing Equity in Athletics DisclosureAct forms, said UF reported $66.1 million in football revenue in behind only the ($72.9 and rival ($67.1). Texas was also the overall top sports earnerwith $120.23 million generated from all athletic teams. Ohio State was seconrd with $117.9 million and Floridaz was thirdwith $106 million. UF won colleger football national championships after the 2006 and 2008 regular andwon back-to-back men’s basketbalol national titles in 2006 and 2007.
Other Southerbn schools ranking in the top 20 in overall sportsrevenues were: (7th, $89.3 (8th, $88.9 million), (9th, $88.8 million) and (12th, $84.2 million). Othed Southeastern Conference schools among the top 10 earnerxs in football wereAuburn (No. 6 with $59.78 million), Alabama (No. 8 with $57.4 million) and LSU (No. 10 with $52.7 million). The remaining top 10 teama in footballrevenues were: (No. 4 with $65.22 million), (No. 5 with $59.87 million), (No. 7 with $ 57.4 and (No. 9 with 53.8 million).
SportsBusiness Journal is a sistetr publication of the JacksonvilleBusiness
Saturday, December 4, 2010
Kingsland principal greets students in pajamas after successful book drive - Spring Valley Tribune
evittiebodum1296.blogspot.com
Kingsland principal greets students in pajamas after successful book drive Spring Valley Tribune The smiles turned to laughter when they spotted their principal, Jim Hecimovich, who not only had slippers on his feet, but also cradled a teddy bear in his ... |
Thursday, December 2, 2010
Commerical Alliance lands One Commerce Square - Puget Sound Business Journal (Seattle):
http://www.spirit-of-nature.net/Feng-Shui-Zimmer-wo-sollte-er-stehen.html
“The owner is committed to operating the buildinvg in a Class A manner and we have already begun thetransition process,” Commercial Alliancde Management president Kemp Conrad “This process will be seamless to the valuex tenants in the building.” Memphid previously had the leasing and managementf contract. Kevin Adams, CEO of CB Richard Ellis, says his companyu is disappointed not to continudthis service, but hopes the property fares “We hope it works out for them,” he Commercial Alliance Management seniodr vice president Mark Jenkins will oversee leasing at the 475,082-square-foot building at 40 S.
“This building is a key piece of the fabri of our central business district and we look forwardd to working with all of the stakeholders to retain tenants and accelerate leasinyg todrive occupancy,” Conrad says. The buildingv is currently 39% occupied, followint , Inc.’s 170,000-square-foot lease that expiref in firstquarter 2009.
“The owner is committed to operating the buildinvg in a Class A manner and we have already begun thetransition process,” Commercial Alliancde Management president Kemp Conrad “This process will be seamless to the valuex tenants in the building.” Memphid previously had the leasing and managementf contract. Kevin Adams, CEO of CB Richard Ellis, says his companyu is disappointed not to continudthis service, but hopes the property fares “We hope it works out for them,” he Commercial Alliance Management seniodr vice president Mark Jenkins will oversee leasing at the 475,082-square-foot building at 40 S.
“This building is a key piece of the fabri of our central business district and we look forwardd to working with all of the stakeholders to retain tenants and accelerate leasinyg todrive occupancy,” Conrad says. The buildingv is currently 39% occupied, followint , Inc.’s 170,000-square-foot lease that expiref in firstquarter 2009.
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