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The two entities will begin exclusiv negotiations to come to a definitivepurchase agreement, accordiny to a news release. The proces is expected to take four tosix months, and is also subjec to various regulatory approvals. Mercy Healtg Partners partners operatesfive hospitals, in Western Hills, Mount Airy, Anderson Townshi and Clermont County, alonvg with outpatient and other health care-relatec facilities. The purchase of located in Kenwood, will give the system a presence in the northeasterjnCincinnati suburbs. "We are always working to provid high-quality care.
One of the missing ingredientsd in covering the Greater Cincinnati area wasthe I-71 said James May, CEO of Mercy Health Partners, in the Jewish Hospital will also join Catholic Healthcarre Partners, the Cincinnati-based parent of the Mercy system. Mercy recently won approvall from Green Township trusteesx to build a new hospital near Nortn Bend Road andInterstate 74. When completed, the hospital will replacee its Mount Airy and WesternHills facilities. The , of whichg Jewish is a voting member along with Universith and FortHamilton hospitals, had been consideringh acquiring the hospital as well. A purchase would have made it a propertyy in thehospital group, like and the .
But in February, the said it woule also consider other while continuing discussions with theHealth
Thursday, November 29, 2012
Tuesday, November 27, 2012
SoftBrands sold for $80M; Golden Gate Capital is buyer - Triangle Business Journal:
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The buyer, a holding compan y created by private-equity firm and its portfolikocompany , will pay 92 centsa per share for SoftBrands. Shares of SoftBrands closedx at 47 cents per shareon Thursday. On the same date in SoftBrands’ stock closed at 1.09 per San Francisco, Calif.-based Golden Gate Capital hasabout $9 billion in assets under management. Infor, based in Alpharetta, Ga., is a software company with about 9,000 employees and $2.2 billiomn in revenue. Minneapolis-based SoftBrands (AMEX: SBN) sells software to the hospitality as well as to smalland mid-sized manufacturers under the Its products handle tasks such as making reservations to setting room rates.
SoftBrands CEO Randy Tofteland said in a pressx statement that the deal will allow shareholderzsto “realize significant value from their investment.” He also said the compant would benefit from an with Infor. A spokeswoman for Infor said SoftBrandx will continue to have a presence in though it has yet to be determined how many employees willremainb here. SoftBrands’ board has already approved the which is expected to close in between 60 and90
The buyer, a holding compan y created by private-equity firm and its portfolikocompany , will pay 92 centsa per share for SoftBrands. Shares of SoftBrands closedx at 47 cents per shareon Thursday. On the same date in SoftBrands’ stock closed at 1.09 per San Francisco, Calif.-based Golden Gate Capital hasabout $9 billion in assets under management. Infor, based in Alpharetta, Ga., is a software company with about 9,000 employees and $2.2 billiomn in revenue. Minneapolis-based SoftBrands (AMEX: SBN) sells software to the hospitality as well as to smalland mid-sized manufacturers under the Its products handle tasks such as making reservations to setting room rates.
SoftBrands CEO Randy Tofteland said in a pressx statement that the deal will allow shareholderzsto “realize significant value from their investment.” He also said the compant would benefit from an with Infor. A spokeswoman for Infor said SoftBrandx will continue to have a presence in though it has yet to be determined how many employees willremainb here. SoftBrands’ board has already approved the which is expected to close in between 60 and90
Monday, November 26, 2012
MGIC to invest $1B in new subsidiary - Denver Business Journal:
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The Milwaukee-based mortgage insurer (NYSE: MTG) also announced Thursda y morning its eighth consecutive quarterlunet loss. MGIC said its net loss for the quarterf ending June 30was $339.8 or $2.74 per share, compared with a net loss of $99. million, or 81 centes in the same quarter ayear ago. Chairman and CEO Curt Culverf saidthe company’s financial results continued to be adversely impacted by increased mortgagee delinquencies and the “severed housing correction.” MGIC executived continue to believe that MGIC has more than adequatee resources to pay all of its insured claim obligations on the existiny insurance in force.
The known as , will write new businese starting Jan. 1, the company said. to the U.S. Securitiesa and Exchange Commission that they were formulatingh a plan for writing new business via the The subsidiary previously wrotr mortgage guaranty insurance but has not written new businessssince 1985, when MGIC emerge d from what, until had been the most traumatic period in its 52-year history. The Wisconsinj insurance commissioner placed MGIC in conservatorship in 1985 afterthe company’s then-owner, Baldwin-United of Cincinnati, filed for Chapter 11 bankruptcy. MGIC emergede from those troubles when management led a buyout financerdby Milwaukee-based .
MGIC has receivedx approval from its primary the Wisconsin Office of Commissioner of to proceed with reactivatingthe subsidiary. The company needxs to secure further regulatory approvals before it can writwnew business. The company is tapping the subsidiary to addres concerns thatits risk-to-capital ratio might eclipse regulatory requirementw and prevent MGIC from writing new “In order to provide certainty that we would be able to continue writing new businesws on an uninterrupted basis, we needed to write new business in a companyt which has a lower risk-to-capital ratio,” Culvef said.
MGIC will provide capitalp for the subsidiary intwo $500 millionm installments, the first of whicn is to be made by July 31, and the seconxd within five business days after Jan. 1, 2011. When the subsidiaryt becomes fully operational, MGIC will stop writing new MGIC will continue to collect premiums on its insurance business and will pay claims on that business but will no longed writenew insurance, the companyh said. The subsidiary will be run by executivees of Total revenuefor MGIC’s second quarter was $454.5 million, compared with $424.5 millionb in the second quarter of 2008. Net premiums written for the quartefwere $330.4 million, compared with $371.
8 million for the year-ago period. Net premiums written for the firsrt six months of 2009were $677.9 compared with $740.3 milliomn a year earlier. Included in other revenue for the seconx quarter was a gainof $8 milliojn that resulted from the company’s repurchase of $40.3 million of long-term debt due in September 2011. New insurancr written in the second quarterwas $5.9 compared with $14 billion in the second quarte r of 2008. New insurance written for the firsty six months of 2009was $12.23 billion compared with $33.1 billion in the firsy half of 2008. MGIC stocj opened lower Thursday, but rose by mid-mornint before closing up 76 centsat $4.
70, or more than 19 percen t for the day.
The Milwaukee-based mortgage insurer (NYSE: MTG) also announced Thursda y morning its eighth consecutive quarterlunet loss. MGIC said its net loss for the quarterf ending June 30was $339.8 or $2.74 per share, compared with a net loss of $99. million, or 81 centes in the same quarter ayear ago. Chairman and CEO Curt Culverf saidthe company’s financial results continued to be adversely impacted by increased mortgagee delinquencies and the “severed housing correction.” MGIC executived continue to believe that MGIC has more than adequatee resources to pay all of its insured claim obligations on the existiny insurance in force.
The known as , will write new businese starting Jan. 1, the company said. to the U.S. Securitiesa and Exchange Commission that they were formulatingh a plan for writing new business via the The subsidiary previously wrotr mortgage guaranty insurance but has not written new businessssince 1985, when MGIC emerge d from what, until had been the most traumatic period in its 52-year history. The Wisconsinj insurance commissioner placed MGIC in conservatorship in 1985 afterthe company’s then-owner, Baldwin-United of Cincinnati, filed for Chapter 11 bankruptcy. MGIC emergede from those troubles when management led a buyout financerdby Milwaukee-based .
MGIC has receivedx approval from its primary the Wisconsin Office of Commissioner of to proceed with reactivatingthe subsidiary. The company needxs to secure further regulatory approvals before it can writwnew business. The company is tapping the subsidiary to addres concerns thatits risk-to-capital ratio might eclipse regulatory requirementw and prevent MGIC from writing new “In order to provide certainty that we would be able to continue writing new businesws on an uninterrupted basis, we needed to write new business in a companyt which has a lower risk-to-capital ratio,” Culvef said.
MGIC will provide capitalp for the subsidiary intwo $500 millionm installments, the first of whicn is to be made by July 31, and the seconxd within five business days after Jan. 1, 2011. When the subsidiaryt becomes fully operational, MGIC will stop writing new MGIC will continue to collect premiums on its insurance business and will pay claims on that business but will no longed writenew insurance, the companyh said. The subsidiary will be run by executivees of Total revenuefor MGIC’s second quarter was $454.5 million, compared with $424.5 millionb in the second quarter of 2008. Net premiums written for the quartefwere $330.4 million, compared with $371.
8 million for the year-ago period. Net premiums written for the firsrt six months of 2009were $677.9 compared with $740.3 milliomn a year earlier. Included in other revenue for the seconx quarter was a gainof $8 milliojn that resulted from the company’s repurchase of $40.3 million of long-term debt due in September 2011. New insurancr written in the second quarterwas $5.9 compared with $14 billion in the second quarte r of 2008. New insurance written for the firsty six months of 2009was $12.23 billion compared with $33.1 billion in the firsy half of 2008. MGIC stocj opened lower Thursday, but rose by mid-mornint before closing up 76 centsat $4.
70, or more than 19 percen t for the day.
Saturday, November 24, 2012
Bayer Reports Positive Outcomes for Sarcoma Patients with Regorafenib - eMaxHealth
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Bayer Reports Positive Outcomes for Sarcoma Patients with Regorafenib eMaxHealth Bayer AG has announces that the results of two separate trials show positive outcomes in patients with two forms of cancer, metastatic bowel cancer and a rare form of tumor known as gastrointestinal stromal tumors (GISTs), a type of soft-tissue sarcoma. |
Thursday, November 22, 2012
Bennet cites Colorado examples in Senate plea for health-care reform - Denver Business Journal:
goldenayreyg1666.blogspot.com
Coloradans, he said, "speak for countless others acroszthe nation. All they ask for is a health care system that works for a health care systemthat doesn’t crusu them with unreasonable cost increases, and a health care systemk that doesn’t deny them coverage just because they have pre-existinf conditions." Bennet, D- Colo., also touteed his own proposals to make patient transition care more cost-effectived and successful. "In Colorado, we haven’t waites on Washington," he said.
"We’ve made real progresds in showing how to provide high quality healthj care at alower Bennet, formerly superintendent of the Denver Public was appointed to the Senate by Gov. Bill Ritterr to fill the seat vacated by Ken Salazadr when Salazar was picked by Presideny Barack Obama as secretary of the Here is the full textof Bennet's Senate-floof speech as prepared for delivery provide by his staff. In the he is addressing the president ofthe Mr. President, I rise todayu to discuss the urgent need for health care reform. The people of Colorado, and the American have waited for too long for Washingtonto act.
We shoule begin with a basic principle: if you have coveragr and you like it, you can keep it. If you have your and you like himor her, you shouled be able to keep them as well. We will not take that choicde awayfrom you. But even as we keep what we must confront the challenges of soaring healtyh care costs and the lack of accesto affordable, quality health care. The status quo is Every day, families in Colorado and acrose America facerising premiums. Their plans offef fewer benefits. They are denied coverage becauseof pre-existing conditions.
And until we fix the healthb care system, we won’t be able to fix the fiscalo mess in which we find Since 1970, the share of healthcare as a part of the GDP has gone from 7 percenr to 17 percent. The United Statesw spends over $2 trillion in healtjh care costs, including over $400 billion on Medicare alone. President Obama has said that the biggestg threat toour nation’sa balance sheet is the skyrocketing cost of healthu care. And he’s In Colorado, we haven’t waitede on Washington.
We’ve made real progress in showingb how to provide high quality health care at a lower Last week, the New Yorker magazine published an article entitled “The Cost that highlights the important work that’s been done in Mesa Colorado. Over thirty years ago this communityserving 120,000 people came nurses, and the non-profit healtbh insurance company. They agreesd upon a system that paid doctors and nursess for seeing patients and producinh betterquality care. They realized that problemse and costs go down when care is more InMesa County, the city of Grand Junction implementef an integrated health care system that provides follow-up care with patients.
This follow-upl care has helped lower hospitao readmissions rates in Grand Junction to just 3 Compare that to the 20 percent rate and it is clear that our community on the Westernm Slope of Colorado is onto something High readmission rates are a huge problem for our Nearly one in five Medicare patients who leavee a hospital are readmitted within the following and morethan three-quarters of these readmissione are preventable. Rehospitalization costs Medicarweover $17 billion a year. It’s painful for patients and familiezs to be caught up in these cycledof treatment.
All too often, care is fragmentefd – you go from the doctor, to the hospital, to a nursingf home, back to the hospital and then back to thedoctort again. Patients are given medication instructionds as they are leavingthe hospital, many timezs after coming off of strong medications. They don’t know whom to call, and they are not sure what to ask thei primarycare doctor. The solution, both our Denver and Mesa Countu health communitieshave found, is to provide patients leaving the hospital with a This coach is a traine health professional connecting home and the hospital. This coacb teaches patients how to manage their health ontheir own.
Coloradans, he said, "speak for countless others acroszthe nation. All they ask for is a health care system that works for a health care systemthat doesn’t crusu them with unreasonable cost increases, and a health care systemk that doesn’t deny them coverage just because they have pre-existinf conditions." Bennet, D- Colo., also touteed his own proposals to make patient transition care more cost-effectived and successful. "In Colorado, we haven’t waites on Washington," he said.
"We’ve made real progresds in showing how to provide high quality healthj care at alower Bennet, formerly superintendent of the Denver Public was appointed to the Senate by Gov. Bill Ritterr to fill the seat vacated by Ken Salazadr when Salazar was picked by Presideny Barack Obama as secretary of the Here is the full textof Bennet's Senate-floof speech as prepared for delivery provide by his staff. In the he is addressing the president ofthe Mr. President, I rise todayu to discuss the urgent need for health care reform. The people of Colorado, and the American have waited for too long for Washingtonto act.
We shoule begin with a basic principle: if you have coveragr and you like it, you can keep it. If you have your and you like himor her, you shouled be able to keep them as well. We will not take that choicde awayfrom you. But even as we keep what we must confront the challenges of soaring healtyh care costs and the lack of accesto affordable, quality health care. The status quo is Every day, families in Colorado and acrose America facerising premiums. Their plans offef fewer benefits. They are denied coverage becauseof pre-existing conditions.
And until we fix the healthb care system, we won’t be able to fix the fiscalo mess in which we find Since 1970, the share of healthcare as a part of the GDP has gone from 7 percenr to 17 percent. The United Statesw spends over $2 trillion in healtjh care costs, including over $400 billion on Medicare alone. President Obama has said that the biggestg threat toour nation’sa balance sheet is the skyrocketing cost of healthu care. And he’s In Colorado, we haven’t waitede on Washington.
We’ve made real progress in showingb how to provide high quality health care at a lower Last week, the New Yorker magazine published an article entitled “The Cost that highlights the important work that’s been done in Mesa Colorado. Over thirty years ago this communityserving 120,000 people came nurses, and the non-profit healtbh insurance company. They agreesd upon a system that paid doctors and nursess for seeing patients and producinh betterquality care. They realized that problemse and costs go down when care is more InMesa County, the city of Grand Junction implementef an integrated health care system that provides follow-up care with patients.
This follow-upl care has helped lower hospitao readmissions rates in Grand Junction to just 3 Compare that to the 20 percent rate and it is clear that our community on the Westernm Slope of Colorado is onto something High readmission rates are a huge problem for our Nearly one in five Medicare patients who leavee a hospital are readmitted within the following and morethan three-quarters of these readmissione are preventable. Rehospitalization costs Medicarweover $17 billion a year. It’s painful for patients and familiezs to be caught up in these cycledof treatment.
All too often, care is fragmentefd – you go from the doctor, to the hospital, to a nursingf home, back to the hospital and then back to thedoctort again. Patients are given medication instructionds as they are leavingthe hospital, many timezs after coming off of strong medications. They don’t know whom to call, and they are not sure what to ask thei primarycare doctor. The solution, both our Denver and Mesa Countu health communitieshave found, is to provide patients leaving the hospital with a This coach is a traine health professional connecting home and the hospital. This coacb teaches patients how to manage their health ontheir own.
Monday, November 19, 2012
Father's Day sales help boost Jos. A. Bank earnings - Baltimore Business Journal:
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Hampstead-based Jos. A. Bank (NASDAQ: JOSB) reported earnings of $8.9 or 48 cents per share, for its seconrd fiscal quarter. On average, analysts surveyed by expecte earnings of 46 centsper share. In the same periode a year ago, the clothier earnexd $8.2 million, or 44 cents per Sales rose by 14 percent from ayear ago, to $153 The quarter included Father’se Day, a traditional occasion for the giving of necktiezs and historically a key sales eveny for Jos. A. Comparable-store sales rose by 7 percenyt from the same period ayear ago. Retailers view comparable-storre sales as a crucial gaugeof performance. At most the term refers to sales at all stores open at leasra year. Jos. A.
Bank does not includer stores inits comparable-store tallyu until their second fisca l year of operations. Direct marketing sales, whichj include catalog and Internet rose by10 percent. Inventory on hand rose by 12 perceng from ayear earlier, reaching $220 Jos. A. Bank has 447 stores in 42 statesand D.C.
Hampstead-based Jos. A. Bank (NASDAQ: JOSB) reported earnings of $8.9 or 48 cents per share, for its seconrd fiscal quarter. On average, analysts surveyed by expecte earnings of 46 centsper share. In the same periode a year ago, the clothier earnexd $8.2 million, or 44 cents per Sales rose by 14 percent from ayear ago, to $153 The quarter included Father’se Day, a traditional occasion for the giving of necktiezs and historically a key sales eveny for Jos. A. Comparable-store sales rose by 7 percenyt from the same period ayear ago. Retailers view comparable-storre sales as a crucial gaugeof performance. At most the term refers to sales at all stores open at leasra year. Jos. A.
Bank does not includer stores inits comparable-store tallyu until their second fisca l year of operations. Direct marketing sales, whichj include catalog and Internet rose by10 percent. Inventory on hand rose by 12 perceng from ayear earlier, reaching $220 Jos. A. Bank has 447 stores in 42 statesand D.C.
Saturday, November 17, 2012
Resolute Games launching new iPhone app - Charlotte Business Journal:
iqukikofor.wordpress.com
Seven Deaths is a fighting game that followw the lives of eight characters through one night in Nagamachi througjh a battle for control in the The game includes full stories of the characterds anddetailed backgrounds. The game will also eventually include updatezsfor Wi-Fi multiplayer and social Resolute Games has also created other iPhonr applications, including “ThumStruck,” “Segment” and “Elvis Mobile.” And Resoluts gamers will now have new, faster devices to play on.
At its Worldwidew Developers Conference inSan Francisco, announced the next generation of iPhone, which will downloac content three times faster than the current brans and will include a 3-megapixel autofocus It also has voice-control features and a built-in The 3GS also has improvedf battery life with up to nine hours on WiFi, 10 hours while watching video, 30 hours using 12 hours using 2G talk and five hours using 3G The new iPhone will be availablw in black and white on June 19. It will sell for $199 for a 16GB modelk and $299 for 32GB.
Seven Deaths is a fighting game that followw the lives of eight characters through one night in Nagamachi througjh a battle for control in the The game includes full stories of the characterds anddetailed backgrounds. The game will also eventually include updatezsfor Wi-Fi multiplayer and social Resolute Games has also created other iPhonr applications, including “ThumStruck,” “Segment” and “Elvis Mobile.” And Resoluts gamers will now have new, faster devices to play on.
At its Worldwidew Developers Conference inSan Francisco, announced the next generation of iPhone, which will downloac content three times faster than the current brans and will include a 3-megapixel autofocus It also has voice-control features and a built-in The 3GS also has improvedf battery life with up to nine hours on WiFi, 10 hours while watching video, 30 hours using 12 hours using 2G talk and five hours using 3G The new iPhone will be availablw in black and white on June 19. It will sell for $199 for a 16GB modelk and $299 for 32GB.
Friday, November 16, 2012
Buffett's firm will close suburban DC newspaper - FederalNewsRadio.com
batyushkinuxit.blogspot.com
Economic Times | Buffett's firm will close suburban DC newspaper FederalNewsRadio.com The Manassas newspaper certainly fit Buffett's criteria as a sm » |
Thursday, November 15, 2012
Cleantech upstarts team with Big Oil - San Antonio Business Journal:
esivyjifag.wordpress.com
Cleantech’s initial attempts to take on incumbent industry giantzs such as oil companies are starting to give way tosymbiotic partnerships. The past severa l years saw a lotof “overzealous ventures investing” with entrepreneurs and startups going completely vertical, said Jasob Matlof, a partner at in Menlo Park. “You had biotechnology companies trying to be biofuelws producersand refiners, and trying to take on the likees of Chevron head-on,” Matlof “What we need to do is apply those new technologies whether bioconversion technology for cellulosic ethanol or solar thermal plant technology or batteries for a next generationj plug-in vehicle — to an existintg mainline, mature industry.
” Those changex are now happening. In May, $10 billion oil refining giant took an undisclose d stake inBattery Ventures’ portfolioo company , a Marlborough, Mass., biofuelds company. BP plc also holdws a significant stake in the And the consensus amont Silicon Valley investors is growing that partnering with incumbentse is critical to the future of the renewablweenergy market. “The scale of these industriex is bigger than any industries technologh entrepreneurs have ever played Matlofsaid “It’s too much of a challengs not to.
” Matt Horton, a principal at @Ventures in Menllo Park, has been investing in cleantech startups such as portfolio compan Propel Fuels Inc. sinc 2001. The alternative fuels retailing company is partneringwith Shell, Chevron and some unbranded independentg station owners to add another retail fuel option at the pump. It’ds also selling renewable energy credits to big oil incumbentx to help them comply with EPA renewable energy standards.
“Major corporations that have a strategic interestg in these markets have a great opportunity to partnef with young innovative companieslike ours,” said who took over as CEO of Propel in “For smaller companies like ours, it’sx important to us to provide value to companies like that rather than attackingt them as competitors.” Today, companies solely focused on research and developmenty a few years ago are lookinv to scale-up operations and head to At the same the influx of renewable energy standards and other governmenf policies have made incumbents more eager to partneer with companies producing high-quality solutions, accordingb to New Enterprise Associates Menlo Park partner Ravi NEA portfolio companies, such as SolFocus Inc.
and Skylinde Solar Inc., both of Mountaih View, and Fremont-based renewable energy storage outfit DeeyaEnergyt Inc., are partnering with traditional energty and utility companies. “This is somethinhg we had hoped forand expected,” Viswanathan said. Houston-basexd Baker Botts LLP and Dallas-based Haynes and Boonw LLP, both new to the Silicon Valley legal are playing a key role in thegrowingy trend. Attorneys at the two firmes are making strategic introductions between large institutional energy clientx and venture capital clients focused on renewable energy technologies.
The law firms are working to orient VCs on what it takea to develop a successful business in the heavily regulated, multibillion-dollar energy sector. “We’re looking to enablr capital sources, management larger strategic companies to exploit opportunities we see developintg in the sectorover time,” said Scott a partner in the Palo Alto office of Bakeer Botts, an 800-lawyer firm. “I thinlk that’s going to become even more so with respect to internationalo players as cleantech becomes more Oil companies have a natural role in the development of alternative energy and certainly alternative said Haynes and Boone cleantech partnerPaul Dickerson.
The 500-plus-lawyert firm absorbed the San Jose and Orange County offices of MacPherson Kwok Chen Heid LLPin February. “Nog only do the incumbentf energy players have decadews of experience inenergy markets, but they have deep Dickerson said. “These partnershipd are something that assist our cleantech entrepreneurs in achieving theidr goals in a timeframe that’se consequential.
” Dickerson served as chieg operating officer of the Energy Department’s Office of Energ y Efficiency and Renewable Energy during the Bush By bringing together developingf technologies with established markets, existing markets can be better servee by those who already operate in that
Cleantech’s initial attempts to take on incumbent industry giantzs such as oil companies are starting to give way tosymbiotic partnerships. The past severa l years saw a lotof “overzealous ventures investing” with entrepreneurs and startups going completely vertical, said Jasob Matlof, a partner at in Menlo Park. “You had biotechnology companies trying to be biofuelws producersand refiners, and trying to take on the likees of Chevron head-on,” Matlof “What we need to do is apply those new technologies whether bioconversion technology for cellulosic ethanol or solar thermal plant technology or batteries for a next generationj plug-in vehicle — to an existintg mainline, mature industry.
” Those changex are now happening. In May, $10 billion oil refining giant took an undisclose d stake inBattery Ventures’ portfolioo company , a Marlborough, Mass., biofuelds company. BP plc also holdws a significant stake in the And the consensus amont Silicon Valley investors is growing that partnering with incumbentse is critical to the future of the renewablweenergy market. “The scale of these industriex is bigger than any industries technologh entrepreneurs have ever played Matlofsaid “It’s too much of a challengs not to.
” Matt Horton, a principal at @Ventures in Menllo Park, has been investing in cleantech startups such as portfolio compan Propel Fuels Inc. sinc 2001. The alternative fuels retailing company is partneringwith Shell, Chevron and some unbranded independentg station owners to add another retail fuel option at the pump. It’ds also selling renewable energy credits to big oil incumbentx to help them comply with EPA renewable energy standards.
“Major corporations that have a strategic interestg in these markets have a great opportunity to partnef with young innovative companieslike ours,” said who took over as CEO of Propel in “For smaller companies like ours, it’sx important to us to provide value to companies like that rather than attackingt them as competitors.” Today, companies solely focused on research and developmenty a few years ago are lookinv to scale-up operations and head to At the same the influx of renewable energy standards and other governmenf policies have made incumbents more eager to partneer with companies producing high-quality solutions, accordingb to New Enterprise Associates Menlo Park partner Ravi NEA portfolio companies, such as SolFocus Inc.
and Skylinde Solar Inc., both of Mountaih View, and Fremont-based renewable energy storage outfit DeeyaEnergyt Inc., are partnering with traditional energty and utility companies. “This is somethinhg we had hoped forand expected,” Viswanathan said. Houston-basexd Baker Botts LLP and Dallas-based Haynes and Boonw LLP, both new to the Silicon Valley legal are playing a key role in thegrowingy trend. Attorneys at the two firmes are making strategic introductions between large institutional energy clientx and venture capital clients focused on renewable energy technologies.
The law firms are working to orient VCs on what it takea to develop a successful business in the heavily regulated, multibillion-dollar energy sector. “We’re looking to enablr capital sources, management larger strategic companies to exploit opportunities we see developintg in the sectorover time,” said Scott a partner in the Palo Alto office of Bakeer Botts, an 800-lawyer firm. “I thinlk that’s going to become even more so with respect to internationalo players as cleantech becomes more Oil companies have a natural role in the development of alternative energy and certainly alternative said Haynes and Boone cleantech partnerPaul Dickerson.
The 500-plus-lawyert firm absorbed the San Jose and Orange County offices of MacPherson Kwok Chen Heid LLPin February. “Nog only do the incumbentf energy players have decadews of experience inenergy markets, but they have deep Dickerson said. “These partnershipd are something that assist our cleantech entrepreneurs in achieving theidr goals in a timeframe that’se consequential.
” Dickerson served as chieg operating officer of the Energy Department’s Office of Energ y Efficiency and Renewable Energy during the Bush By bringing together developingf technologies with established markets, existing markets can be better servee by those who already operate in that
Sunday, November 11, 2012
This Bauer bankruptcy traces back to Spiegel events - Business First of Columbus:
azajir.wordpress.com
In 2003, , which had owneed Eddie Bauer since 1988, filec for bankruptcy protection. And as part of the the company famous forits women’s wear catalohg gave its creditors its stake in Eddie So, in 2005, Eddie Bauer emergedf as a stand-alone company for the first time in 34 The company also emerged with a $300 millionh senior secured term loan agreement with lendersw and the task of rebuilding a brand that had driftecd away from the company’s roots. Under grew rapidly, from 58 to 399 retail storesz and from three to 102 The company also addedinternef sales.
But it also was a time when the Eddiew Bauer brand lostits focus, as the company shifted from its heritages as an outdoor outfitterd to a seller of casuao clothes targeted primarily at Company executives have said the debt termzs from the Spiegel bankruptcy case have continueed to hamper efforts to turn things around at Eddie Bauer. Despite efforts to recapture some of the old Eddie Bauer has not been able to establish a sustainable run ofprofitabler quarters. The company rackedc up nine consecutive quartersof loses, and has seen losses of nearlty a half-billion dollars in the past threre years.
The struggle became a financialp crisis as the recession has worsened and consumerw haveslowed spending.
In 2003, , which had owneed Eddie Bauer since 1988, filec for bankruptcy protection. And as part of the the company famous forits women’s wear catalohg gave its creditors its stake in Eddie So, in 2005, Eddie Bauer emergedf as a stand-alone company for the first time in 34 The company also emerged with a $300 millionh senior secured term loan agreement with lendersw and the task of rebuilding a brand that had driftecd away from the company’s roots. Under grew rapidly, from 58 to 399 retail storesz and from three to 102 The company also addedinternef sales.
But it also was a time when the Eddiew Bauer brand lostits focus, as the company shifted from its heritages as an outdoor outfitterd to a seller of casuao clothes targeted primarily at Company executives have said the debt termzs from the Spiegel bankruptcy case have continueed to hamper efforts to turn things around at Eddie Bauer. Despite efforts to recapture some of the old Eddie Bauer has not been able to establish a sustainable run ofprofitabler quarters. The company rackedc up nine consecutive quartersof loses, and has seen losses of nearlty a half-billion dollars in the past threre years.
The struggle became a financialp crisis as the recession has worsened and consumerw haveslowed spending.
Friday, November 9, 2012
UK Stocks Decline for Third Day on US Fiscal Concerns - Businessweek
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UK Stocks Decline for Third Day on US Fiscal Concerns Businessweek Rentokil Initial Plc (RTO) declined 1.2 percent after saying “challenging conditions†limited revenue growth in the third quarter. Tullett Prebon Plc sank the most in more than two years after the inter-dealer broker said sales declined amid subdued ... |
Thursday, November 8, 2012
Greylock Partners to move HQ from Boston to Menlo Park, add jobs - Silicon Valley / San Jose Business Journal:
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Greylock, which has had a Silicon Area presence sincd theearly 1980s, said it has been steadilh expanding its West Coast presence over the past 10 yeare by bringing in new partners with deep operationalp and entrepreneurial experience and making significant investments. Greylock also said it planws to add several new including partners, to its Silicon Valley office in the comin year. As part of this move, Greylock has leased a new nowunder construction, on Sand Hill Road.
Its curreny West Coast office is inSan Greylock's administrative and back office functions will relocate from Boston and Don Sullivan, a partner who has led the firm'w finance and administrative operations for nine years, will move to the Bay Area where he will continue to lead operations for the The firm’s Boston office "will remain a key locationn for Greylock and the firm plans to continue to invest in the the firm said.
Greylock, which has had a Silicon Area presence sincd theearly 1980s, said it has been steadilh expanding its West Coast presence over the past 10 yeare by bringing in new partners with deep operationalp and entrepreneurial experience and making significant investments. Greylock also said it planws to add several new including partners, to its Silicon Valley office in the comin year. As part of this move, Greylock has leased a new nowunder construction, on Sand Hill Road.
Its curreny West Coast office is inSan Greylock's administrative and back office functions will relocate from Boston and Don Sullivan, a partner who has led the firm'w finance and administrative operations for nine years, will move to the Bay Area where he will continue to lead operations for the The firm’s Boston office "will remain a key locationn for Greylock and the firm plans to continue to invest in the the firm said.
Monday, November 5, 2012
Hurricanes Can Also Cause Chemical Disasters - Huffington Post
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Hurricanes Can Also Cause Chemical Disasters Huffington Post Yet the industry as a whole has demonstrated a gross failure to act. If Hurricane Sandy had also triggered a chemical disaster it would have exponentially increased the already historic impact it has already wrought. It's time to get serious about ... |
Sunday, November 4, 2012
ev3 moving headquarters within Plymouth - Minneapolis / St. Paul Business Journal:
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Ev3 has signed a lease for 75,000 square feet in the Atriwa Corporate Center, at 3033 Campud Drive along Interstate 494 in The location is about four milex from the building that nowhousex ev3’s corporate and U.S. peripheral vascularr business headquarters. Ev3 for space back in 2007. The companyg has about 730 employees based out of thePlymoutgh office, but that figure includes regionallyt based field sales staff who don’t actually work in the building. The compan y plans to vacate 50,000 squarew feet at 9600 54th Ave. N. alonhg Highway 169 in Plymouth. Its lease there expire s in February 2010.
The compan y has no plans to add but needs more space to alloaw its workers tospread out, said ev3 spokeswoman Julie Tracy. “It’s a little bit bigger We’re kind of stuffed to the gills right she said. Ev3’s decision to move was baseed on getting abetter dollar-per-square-foot value. “It’s a tenant-favorable environment righrt now andso we’re taking advantage of some of thosd favorable rates and doing the Tracy said. The Atria Corporate Center also has amenitiesd such as a workout facilitgywith showers, a cafeteria, room for salexs presentations and physician training and some sheltered parkinh spaces.
Ev3 may also get some signage faciny I-494, Tracy said. The new lease was signed Aprik 2. The value of the initial term of the dealis $7.6 based on monthly rent payments of $95,000 (not includingb a share of the building’e operating expenses and taxes) for 80 monthsx beginning Nov. 1, according to a filing ev3 made Tuesdayh withthe U.S. Securities & Exchangre Commission. Ev3 also secured options to extend the term of the leass for up to two additional terms of five Rich Reynolds, a principalp at Area Minneapolis, a real estate represented ev3 in its site search.
Connie Grady, Gordon Hampsoh and Jason Butterfield, brokers at Eden Prairie-based , handl e leasing for the building’s owners. Grady declinedr to comment. The 25-year-old complex originallhy developed by and for is ownexby , an entity controlledx by Hartford, Conn.-based . Talcotr bought the 351,100-square-foot, five-story office center in 2006. Ev3 (Nasdaq: EVVV) will releas e its first-quarter 2009 earningz results onApril 28.
Ev3 has signed a lease for 75,000 square feet in the Atriwa Corporate Center, at 3033 Campud Drive along Interstate 494 in The location is about four milex from the building that nowhousex ev3’s corporate and U.S. peripheral vascularr business headquarters. Ev3 for space back in 2007. The companyg has about 730 employees based out of thePlymoutgh office, but that figure includes regionallyt based field sales staff who don’t actually work in the building. The compan y plans to vacate 50,000 squarew feet at 9600 54th Ave. N. alonhg Highway 169 in Plymouth. Its lease there expire s in February 2010.
The compan y has no plans to add but needs more space to alloaw its workers tospread out, said ev3 spokeswoman Julie Tracy. “It’s a little bit bigger We’re kind of stuffed to the gills right she said. Ev3’s decision to move was baseed on getting abetter dollar-per-square-foot value. “It’s a tenant-favorable environment righrt now andso we’re taking advantage of some of thosd favorable rates and doing the Tracy said. The Atria Corporate Center also has amenitiesd such as a workout facilitgywith showers, a cafeteria, room for salexs presentations and physician training and some sheltered parkinh spaces.
Ev3 may also get some signage faciny I-494, Tracy said. The new lease was signed Aprik 2. The value of the initial term of the dealis $7.6 based on monthly rent payments of $95,000 (not includingb a share of the building’e operating expenses and taxes) for 80 monthsx beginning Nov. 1, according to a filing ev3 made Tuesdayh withthe U.S. Securities & Exchangre Commission. Ev3 also secured options to extend the term of the leass for up to two additional terms of five Rich Reynolds, a principalp at Area Minneapolis, a real estate represented ev3 in its site search.
Connie Grady, Gordon Hampsoh and Jason Butterfield, brokers at Eden Prairie-based , handl e leasing for the building’s owners. Grady declinedr to comment. The 25-year-old complex originallhy developed by and for is ownexby , an entity controlledx by Hartford, Conn.-based . Talcotr bought the 351,100-square-foot, five-story office center in 2006. Ev3 (Nasdaq: EVVV) will releas e its first-quarter 2009 earningz results onApril 28.
Friday, November 2, 2012
Sounding the Warning on Preparedness for Hurricane Sandy - New York Times (blog)
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Sounding the Warning on Preparedness for Hurricane Sandy New York Times (blog) His reporting has frequently sounded alarms about infrastructure deficiencies in the United States. In the paper's long-term, sustained coverage of Hurricane Katrina's aftermath in New Orleans, The Times showed that it knew just how important ... |
Thursday, November 1, 2012
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