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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.
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