bengeyqafiba1640.blogspot.com
Ltd.’s unveiling of a remotely automated port in South Korea, and its plan to builrd three new terminals, including a $208 million terminaol at Dames Point, reflect the company’s aggressive mentalityu in spite of the recession, said Roy senior director of trade development and global marketing for the . That and Mitsuj O.S.K. Lines Ltd.’s own plans for expansion show confidence inthe industry’ws upturn and cements thei r current and future operations in Jacksonville. Hanjin’s “attitude is, ‘We’d be foolish not to push things forward and getthings done,’ Schleicher said.
“We thought they might want to slowthings down, but instead they want to push forward Hanjin’s revenue has fared better than with nearly 30 percent growth to abouft $8 billion in fiscal year compared with the same period a year ago. Despitwe a drop in cargo volume, the sixth-largest shipping company’s profitd grew by more than 60 percentt toabout $198 million within the same But the international slump caughf up with the company in the firstf quarter of 2009, when it reporte a $191 million net loss, accordinh to the Journal of Commerce. In the company pushed back some of its ordersfor Mitsui, which is the 15th-largest internationak shipping company, posted a $1.
3 billiobn profit in fiscal 2008, down nearlyg 32 percent. It blamed the decline in profits on the international trade slump, high fuel pricew and a strong yen. The company’s revenue declined by aboutr 4.1 percent to $18.6 billion. Hanjin is opening a terminal in Spaibn in 2010 and another in Vietnam with Mitsuiin 2011. With the openingv of its terminal in Jacksonvillrein 2012, Hanjin will have five terminals in Soutg Korea and eight abroad. Hanjin plans to expand its vesselk capacity fromabout 375,000 twenty-foot equivalent units, or TEUs, to aboug 575,000 TEUs within the next few said William Rooney, managing director of the company’sd American headquarters.
Similarly, Mitsui, the parent company of the Damew Point terminaloperator , is looking to spendx millions of dollars to buy an overseas bulk shippiny line. The slump has lowered the valuation of potential The Japanese company plans to increase its fleet of bulk tankers and car carriersby 6.5 percenr to 740 ships by the end of this fiscap year. Mitsui plans also to open a new terminalin Netherlands, in late 2013. In the company has added three services, bringing two weekly services that open Jacksonvillwe to new Asian markets and strengthening Europeabcontainer service.
Mitsui’s service calls on Busan and there will likelty be an increase in trads between Jacksonville and South Korea when Hanjinbegine service, Schleicher said. South Korea is a large exporte of consumer electronics and a strong importeer ofconsumer goods, lumber and Schleicher said he was impressed with Hanjin’s technological capability after attending the opening of its Busaj terminal May 21 with Rick Ferrin, the authority’zs executive director. The terminal gives a glimpss of how the remotely automated terminapl planned in Jacksonvillewill operate.
“I’ve never seen a terminal businesas as sophisticated asthis one,” Schleicher The Busan terminal can handle up to 2 million TEUs compared with the planned Jacksonville terminakl that can handle about 800,000 TEUs The Jacksonville terminal will be similar in that it will also use rail-mountedx gantry cranes to transport containerd between the yard and the ship, Rooney said. The crane travelsa on rails and is controlled remotely byan operator. The terminall at Dames Point will have 12 to15 rail-mounted gantrgy cranes.
One operator can handle aboutt three cranes at a Rooney said that the container s will be kept in a yard with sensors that will shut it down if they detecrhuman motion. He said the companyy hadn’t decided the exact productivitty rate Hanjin expects from theJacksonville terminal, but it aimesd for world-class productivity levels, which is abouty 40 container moves per hour per Rooney said. Hanjin is expectex to meet withthe ’s Localk 1593 and 1408 in June or July. Jess president of ILA Clerks CheckersLocal 1593, said his union and ILA Local 1408 are negotiatingv with the company on positions that Hanjin wants its employeew to handle but the union says it can handlr instead.
The union’s two gangsz averaged about 33 moves per hour per crane when they unloadedr a ship at the TraPac terminalMay 23. That is one move away from the company’zs goal, which needs to be met before TraPadc will allow the union to expansdits gangs, Babich said. TraPac was not available to confirm the rate of The agreement between TraPac and the union comesw after the terminal operator threatened to leave ifproductivity didn’t
Thursday, December 30, 2010
Tuesday, December 28, 2010
Scripted sales calls old fashioned, fail to connect with customers - Denver Business Journal:
shelly-polymer.blogspot.com
Geez, I have been saying this for more than 25 andI can’t believe companies still use them to sell over the OK, forget the companies themselves, let’ss blame the manager or the person who is responsiblde for still trying to do something that everuy sales trainer on the planet says does not work. Now, before I go on, do not writed or send an e-mail telling me that I am wronvg orbeing stubborn. Instead, why don’t you try something new – that is, new to you or your organizationh – and just do what I will lay out Trust me, it has worked every single time with any big or small, that I have workerd with.
This horror of using scriptds came rushing back to me recently whilee working with a company whose stores are in everu big city inthe nation. The company is highly regarded for its ethicx and is a very visibld organization that many are familiae with because ofthe company’s longevity and branc awareness. I was asked to come to the company’e headquarters and look at its method of attractintg new business through itstelemarketing program, which the compang has been using for a couple of They said that although the results were OK at sales had become pretty It took me just 30 secondxs to read the script that the inside salespeople were using, and I was I talked with the company presidentf and said I could help the salespeoplr in just two but I needed him to let me do my job and not to interfers unless I called him in for his He agreed, but I coulds sense he was a bit apprehensive abouft the situation and my request.
I worked only with the manager, who was reallh a selling manager because she was on the phones herselfv at times trying to pitch inand help. We went into a and I spent an hour going over whyscripts don’t work and why she has been brainwashed to do somethinbg that was against all the rules of professional salesmanship. She was neithe thrilled with me at this poingt nor happy after I tookher eight-page ripped it up and threw it in the wastebasket. We role-playe d a little using real situations that she might have with her childrenand friends, for instance.
The goal was to show her that havinhga two-sided conversation is much more useful than a one-sided She was really starting to get it, even thougj she kept wanting to go back to a sellint mode by doing more talking than listenint and asking questions. It was so simple that it was frighteningt to her that a selling situation can be flexiblew and not just acannes speech, where she can actuallty have fun while conversing with a customer. The introductionh and questions I wrote out were basic and easy for her to They were: “Hi, my name is Susaj from Client Co., and I would like to ask you two or threw quick questions. It will not take more than 48 seconds I promise.
“Are you familiar with our companyIf yes, what aspects? “Why are you not a member, or why did you leave our organization?”
Geez, I have been saying this for more than 25 andI can’t believe companies still use them to sell over the OK, forget the companies themselves, let’ss blame the manager or the person who is responsiblde for still trying to do something that everuy sales trainer on the planet says does not work. Now, before I go on, do not writed or send an e-mail telling me that I am wronvg orbeing stubborn. Instead, why don’t you try something new – that is, new to you or your organizationh – and just do what I will lay out Trust me, it has worked every single time with any big or small, that I have workerd with.
This horror of using scriptds came rushing back to me recently whilee working with a company whose stores are in everu big city inthe nation. The company is highly regarded for its ethicx and is a very visibld organization that many are familiae with because ofthe company’s longevity and branc awareness. I was asked to come to the company’e headquarters and look at its method of attractintg new business through itstelemarketing program, which the compang has been using for a couple of They said that although the results were OK at sales had become pretty It took me just 30 secondxs to read the script that the inside salespeople were using, and I was I talked with the company presidentf and said I could help the salespeoplr in just two but I needed him to let me do my job and not to interfers unless I called him in for his He agreed, but I coulds sense he was a bit apprehensive abouft the situation and my request.
I worked only with the manager, who was reallh a selling manager because she was on the phones herselfv at times trying to pitch inand help. We went into a and I spent an hour going over whyscripts don’t work and why she has been brainwashed to do somethinbg that was against all the rules of professional salesmanship. She was neithe thrilled with me at this poingt nor happy after I tookher eight-page ripped it up and threw it in the wastebasket. We role-playe d a little using real situations that she might have with her childrenand friends, for instance.
The goal was to show her that havinhga two-sided conversation is much more useful than a one-sided She was really starting to get it, even thougj she kept wanting to go back to a sellint mode by doing more talking than listenint and asking questions. It was so simple that it was frighteningt to her that a selling situation can be flexiblew and not just acannes speech, where she can actuallty have fun while conversing with a customer. The introductionh and questions I wrote out were basic and easy for her to They were: “Hi, my name is Susaj from Client Co., and I would like to ask you two or threw quick questions. It will not take more than 48 seconds I promise.
“Are you familiar with our companyIf yes, what aspects? “Why are you not a member, or why did you leave our organization?”
Saturday, December 25, 2010
Alfa Romeo: More might for Mito - New Zealand Herald
ucsffor-creditied.blogspot.com
Alfa Romeo: More might for Mito New Zealand Herald Alfa Romeo welcomes the arrival of entry-level cars, more engines and a twin-clutch auto transmission to its Mito badge. ... Going on auto pilot |
Thursday, December 23, 2010
Theragenics facing possible delisting - Atlanta Business Chronicle:
http://www.calafellviva.com/futbol/infantil.html
million, and it now faces a possiblee delisting from the New YorkStock Exchange. The Buford, Ga.-basec surgical products and cancer treatments companyy reported in Februarythat $63 million in goodwill impairment charges . In a Securitiez and Exchange filing on Theragenics (NYSE: TGX) said it got a letter from NYSE sayinf it no longer meets one of the continued listinh standard. A listed company must maintain shareholders' equitg of at least $75 million if the company'z average market capitalization has beenbelows $75 million for over the last 30 trading The impairment charges and net loss for 2008 reduce d the company's stockholders' equity to $74.
1 million and average global market capitalization for the past 30 trading days has been belows $75 million. Theragenics has 45 days from the letter to submigt a plan to NYSE that shows it can get into compliancse with the continued listing standards withib the next18 months.
million, and it now faces a possiblee delisting from the New YorkStock Exchange. The Buford, Ga.-basec surgical products and cancer treatments companyy reported in Februarythat $63 million in goodwill impairment charges . In a Securitiez and Exchange filing on Theragenics (NYSE: TGX) said it got a letter from NYSE sayinf it no longer meets one of the continued listinh standard. A listed company must maintain shareholders' equitg of at least $75 million if the company'z average market capitalization has beenbelows $75 million for over the last 30 trading The impairment charges and net loss for 2008 reduce d the company's stockholders' equity to $74.
1 million and average global market capitalization for the past 30 trading days has been belows $75 million. Theragenics has 45 days from the letter to submigt a plan to NYSE that shows it can get into compliancse with the continued listing standards withib the next18 months.
Monday, December 20, 2010
Delinquent mortgages decline in Wisconsin - Kansas City Business Journal:
http://madridfranquicia.com/reportaje.php?id=651
The delinquency rate excludes loans in the process of The percentage of loans in Wisconsin on whic h foreclosure was started during the quarter rose 12 basia points to1 percent, whiled the percentage of loans in the foreclosure procesws at the end of the quarter rose 29 basis pointsx to 3.11 percent. The rates are not seasonally Mortgage delinquency rates normally drop in the first quarter of the year after peakingat year-end due to a varietyt of seasonal factors. The delinquency rate for primd adjustable rate mortgage loans decreased 75 basis pointsto 8.49 percen and the rate for prime fixed rate mortgage loans decreased 32 basis points to 3.07 percent.
The delinquencyu rate for the subprime ARM loans decreased 156 basis pointsto 25.25 percent, while the rate for subprimes fixed rate loans decreased 136 basis pointx to 20.47 percent.
The delinquency rate excludes loans in the process of The percentage of loans in Wisconsin on whic h foreclosure was started during the quarter rose 12 basia points to1 percent, whiled the percentage of loans in the foreclosure procesws at the end of the quarter rose 29 basis pointsx to 3.11 percent. The rates are not seasonally Mortgage delinquency rates normally drop in the first quarter of the year after peakingat year-end due to a varietyt of seasonal factors. The delinquency rate for primd adjustable rate mortgage loans decreased 75 basis pointsto 8.49 percen and the rate for prime fixed rate mortgage loans decreased 32 basis points to 3.07 percent.
The delinquencyu rate for the subprime ARM loans decreased 156 basis pointsto 25.25 percent, while the rate for subprimes fixed rate loans decreased 136 basis pointx to 20.47 percent.
Saturday, December 18, 2010
Debt collectors ringing up sales - Boston Business Journal:
gardellaorymiid1354.blogspot.com
Paul Donatio, district manager at in said customers are not sitting back this year waitinf tocollect debts. “We’re in a record-breakingv year,” said Donatio. With credit card use at an all-timr high and fallout from the foreclosurs crisis pushing the credit market into a more businesses are turning todebt collectors. Market analysts expect collections industry revenue to reacha 10-yead high of $14 billion in 2008 and project growth for the next five For debt collectors, the economicd environment is fertile. Market research firm IBISWorlf Inc. projects U.S. collection agency profits will riseby 9.8 percen year over year in 2008.
IBISWorld lists the collectionh industry as one of the top 10 performerx ofthe year. U.S. collection agencieds will generate total revenueof $14 billion in a 4.8 percent increase from 2007. Revenue is expected to increaser byanother 3.2 percent in according to a July 2008 report. In 2007, , whichy employs 30 workers, did $1.1 millioh in sales. This year Donatio is projecting $1.5 , among the largest nationwide debtcollectioh companies, acquired Transworld in February 2008. debt collectors say they are wary of stellarrearning outlooks, saying it’s hardet to collect when pockets are Robert Terrasi, president and CEO of Milford-basedx Peter Roberts & Associates Inc.
, said business is up by 6 percent over last year. “In this economy, I guess it’ a pretty decent number,” said Terrasi. The compang sends out 40,000 noticew per month and employsa 25-person staff that works daytime and evening shiftse to process collection cycles that typicallhy run 120 days long, Terrasi said. While the volum of business has risen since the company was founded 11years ago, its fees have droppefd from 33 percent of collected debt to the high teenws or low 20s, Terrasi said. “The amount of calles and notices is significantly upbecause we’ve But the margins are thinner,” said Terrasi.
He said collectors end up collectingh close to the same overall amount in a bad economuy because the average sizepayment shrinks. “Bad debt is but you’re collecting in a tougher economy,” said who added most of the company’ws clients are from the medicalk industry. Both Terrasi and Donatio expect growth in healtncare collections. Faced with projections of double-digit heatinvg costs this winter, Donatio also projects a rise in demand fromits home-heatinfg customers like the . One-third of Transworlcd Lexington’s clients are doctors’ offices, medical groups and dentists. Transworld’ss customer base has grown by 2,000 customers since he said.
Despite the upswing, he’s seeinbg a decrease in recovery rates. More and more types of businesses are lookingh forcollection services, from hospitals to hardwared stores, resulting in a rise in busines s volume, said Rozanne Andersen, general counsel and executive vice presiden of Minneapolis-based collection agency trade organization ACA International. The percentage of mone recovered is at a slower pace because consumers are focuserd oncovering necessities, she
Paul Donatio, district manager at in said customers are not sitting back this year waitinf tocollect debts. “We’re in a record-breakingv year,” said Donatio. With credit card use at an all-timr high and fallout from the foreclosurs crisis pushing the credit market into a more businesses are turning todebt collectors. Market analysts expect collections industry revenue to reacha 10-yead high of $14 billion in 2008 and project growth for the next five For debt collectors, the economicd environment is fertile. Market research firm IBISWorlf Inc. projects U.S. collection agency profits will riseby 9.8 percen year over year in 2008.
IBISWorld lists the collectionh industry as one of the top 10 performerx ofthe year. U.S. collection agencieds will generate total revenueof $14 billion in a 4.8 percent increase from 2007. Revenue is expected to increaser byanother 3.2 percent in according to a July 2008 report. In 2007, , whichy employs 30 workers, did $1.1 millioh in sales. This year Donatio is projecting $1.5 , among the largest nationwide debtcollectioh companies, acquired Transworld in February 2008. debt collectors say they are wary of stellarrearning outlooks, saying it’s hardet to collect when pockets are Robert Terrasi, president and CEO of Milford-basedx Peter Roberts & Associates Inc.
, said business is up by 6 percent over last year. “In this economy, I guess it’ a pretty decent number,” said Terrasi. The compang sends out 40,000 noticew per month and employsa 25-person staff that works daytime and evening shiftse to process collection cycles that typicallhy run 120 days long, Terrasi said. While the volum of business has risen since the company was founded 11years ago, its fees have droppefd from 33 percent of collected debt to the high teenws or low 20s, Terrasi said. “The amount of calles and notices is significantly upbecause we’ve But the margins are thinner,” said Terrasi.
He said collectors end up collectingh close to the same overall amount in a bad economuy because the average sizepayment shrinks. “Bad debt is but you’re collecting in a tougher economy,” said who added most of the company’ws clients are from the medicalk industry. Both Terrasi and Donatio expect growth in healtncare collections. Faced with projections of double-digit heatinvg costs this winter, Donatio also projects a rise in demand fromits home-heatinfg customers like the . One-third of Transworlcd Lexington’s clients are doctors’ offices, medical groups and dentists. Transworld’ss customer base has grown by 2,000 customers since he said.
Despite the upswing, he’s seeinbg a decrease in recovery rates. More and more types of businesses are lookingh forcollection services, from hospitals to hardwared stores, resulting in a rise in busines s volume, said Rozanne Andersen, general counsel and executive vice presiden of Minneapolis-based collection agency trade organization ACA International. The percentage of mone recovered is at a slower pace because consumers are focuserd oncovering necessities, she
Wednesday, December 15, 2010
Salaries for Southern Tier teachers - Portland Business Journal:
vidineevostegity.blogspot.com
for an explanation of these listings. • Alfred-Almond -- $35,838 (46). Median: $45,705 (70). Peak: $67,718 • Allegany-Limestone -- Start: $34,767 Median: $51,174 (23). Peak: $75,449 • Andover -- $36,896 (32). Median: $41,279 (97). Peak: $67,490 • Belfast -- Start: $34,591 Median: $43,298 (87). Peak: $65,165r (95). • Bemus Point -- $38,205 (17). Median: $47,636 (53). Peak: $75,50q (60). • Bolivar-Richburg -- $33,569 (81). Median: $48,734 (43). Peak: $70,838 (82). • Brocton -- Start: $33,470 (84). $50,383 (26). Peak: $75,799 • Canaseraga -- Start: $33,250 (87). Median: $41,888 Peak: $64,199 (96).
• Cassadagaq Valley -- Start: $36,824 (33). Median: $51,979 (20). Peak: $81,899o (29). • Cattaraugus-Little Valley -- Start: $36,00 0 (42). Median: $43,919 (86). Peak: $72,715 (76). • Chautauquaa Lake -- Start: $34,939i (54). Median: $52,694 (17). Peak: $74,726 (65). • Clymer -- $33,631 (80). Median: $49,593 Peak: $70,284 (85). • Cuba-Rushford -- Start: $33,400 Median: $52,000 (19). $76,081 (55). • Dunkirk -- Start: $37,248u (26). Median: $46,615 (60). $76,420 (52). • Ellicottville -- Start: $40,01y7 (9). Median: $50,050 (29). Peak: $77,000 (50). • Falconed -- Start: $33,920 Median: $43,174 (89). Peak: $72,120 (78).
• Fillmors -- Start: $34,125 (64). Median: $42,694 Peak: $63,100 (97). • Forestville -- Start: $34,250 (63). Median: $44,770 (76). $74,594 (67). • Franklinville -- $36,000 (42). Median: $49,580 Peak: $74,349 (69). • Fredonia -- $41,680 (3). Median: $53,000 (16). Peak: $79,880 (37). Frewsburg -- Start: $33,273 (86). Median: $44,3212 (82). Peak: $69,463 (88). • Friendshil -- Start: $29,504 (97). Median: $47,464 (56). Peak: $75,172 (62). • Genesee Valley -- $33,800 (71). Median: $41,789 Peak: $67,199 (93).
for an explanation of these listings. • Alfred-Almond -- $35,838 (46). Median: $45,705 (70). Peak: $67,718 • Allegany-Limestone -- Start: $34,767 Median: $51,174 (23). Peak: $75,449 • Andover -- $36,896 (32). Median: $41,279 (97). Peak: $67,490 • Belfast -- Start: $34,591 Median: $43,298 (87). Peak: $65,165r (95). • Bemus Point -- $38,205 (17). Median: $47,636 (53). Peak: $75,50q (60). • Bolivar-Richburg -- $33,569 (81). Median: $48,734 (43). Peak: $70,838 (82). • Brocton -- Start: $33,470 (84). $50,383 (26). Peak: $75,799 • Canaseraga -- Start: $33,250 (87). Median: $41,888 Peak: $64,199 (96).
• Cassadagaq Valley -- Start: $36,824 (33). Median: $51,979 (20). Peak: $81,899o (29). • Cattaraugus-Little Valley -- Start: $36,00 0 (42). Median: $43,919 (86). Peak: $72,715 (76). • Chautauquaa Lake -- Start: $34,939i (54). Median: $52,694 (17). Peak: $74,726 (65). • Clymer -- $33,631 (80). Median: $49,593 Peak: $70,284 (85). • Cuba-Rushford -- Start: $33,400 Median: $52,000 (19). $76,081 (55). • Dunkirk -- Start: $37,248u (26). Median: $46,615 (60). $76,420 (52). • Ellicottville -- Start: $40,01y7 (9). Median: $50,050 (29). Peak: $77,000 (50). • Falconed -- Start: $33,920 Median: $43,174 (89). Peak: $72,120 (78).
• Fillmors -- Start: $34,125 (64). Median: $42,694 Peak: $63,100 (97). • Forestville -- Start: $34,250 (63). Median: $44,770 (76). $74,594 (67). • Franklinville -- $36,000 (42). Median: $49,580 Peak: $74,349 (69). • Fredonia -- $41,680 (3). Median: $53,000 (16). Peak: $79,880 (37). Frewsburg -- Start: $33,273 (86). Median: $44,3212 (82). Peak: $69,463 (88). • Friendshil -- Start: $29,504 (97). Median: $47,464 (56). Peak: $75,172 (62). • Genesee Valley -- $33,800 (71). Median: $41,789 Peak: $67,199 (93).
Monday, December 13, 2010
Irish nose guard back, wants whiff of revenge - Fort Wayne Journal Gazette
vlastaowibopaj.blogspot.com
Washington Examiner | Irish nose guard back, wants whiff of revenge Fort Wayne Journal Gazette Irish nose guard Ian Williams returns after missing the last four games of the regular season for the Sun Bowl on Dec. 31 in El Paso, Texas. ... What a difference a year makes |
Friday, December 10, 2010
NCUA's $1.161B Asset-Backed Bond Prices - Wall Street Journal
tower-tennesseea.blogspot.com
NCUA's $1.161B Asset-Backed Bond Prices Wall Street Journal NEW YORK(Dow Jones)--A $1.161 billion asset-backed bond offered by the regulator for credit unions has priced, ... |
Tuesday, December 7, 2010
Search for Madoff clients - Boston Globe
http://reeeview.com/MSI-Wind-Clones-Netbook/Proline-U100-UMPC/
Reuters UK | Search for Madoff clients Boston Globe This database of Bernard Madoff's clients was created from a list released by federal bankruptcy court in Manhattan. Madoff was convicted of losing $50 ... Madoff Lawsuit Says Greed Blinded HSBC to Fraud: Commentary by Ann Woolner CITY FOCUS: HSBC being sued over Bernie Madoff's massive Ponzi scandal Carl Shapiro to forfeit $625 million in Madoff case |
Sunday, December 5, 2010
Vail Resorts profits off 29%, but they're ahead of Wall Street forecast - Atlanta Business Chronicle:
http://www.papillionmusic.com/article/Heal-Your-Heart-With-Chocolate.html
For the three monthzs ending April 30, which Broomfield-based Vail Resorts MTN) regards as its third quarter, the mountain-resort and lodgings company posted earningsof $61.t6 million, or $1.68 a share, down from $87.3 million, or $2.24 a in the same quarter a year Nevertheless, the company's profits beat Wall Stree t analysts' predictions. Analysts on average had expected earningsof $1.576 per share, Thomson Reuters reported. Vail Resortsw reported Q3 revenueof $333.5 down 21 percent from the year-ag quarter. Analysts had expected $339.7 million on It said operating expenses were down 20 to $198.1 million. The company has saved considerablty through pay cuts andother means.
Vail Resorts operates the Vail, Keystone and Beaver Creek ski areas in Colorado and Heavenlty at Lake Tahoe onthe California-Nevada line. It also operatesz , a chain of luxury hotels. The company said its earnings were helpexd by a 26 percent increasein 2008-09 season-pass revenude through increased sales and higher pass prices. But lift-ticket revenue was down 11 percent and skier visit were off9 percent. Dining, retail and ski schoop revenuealso declined. Real estate revenue was down 82 the company said it sold only one condio unit in the quarter versus 17 ayear ago.
The quarterly results "were impacted by the continued severe downturn in the driving lower destination visitation in the CEO Rob Katz said ina statement. Vail Resorta said its outlook for the full fiscapl year is for earningdof $41 million to $51 million. "Wwe are extremely pleased with the significanyt increase in our advance sprinh period pass sales for ourupcoming 2009/2010 ski Katz said. .
For the three monthzs ending April 30, which Broomfield-based Vail Resorts MTN) regards as its third quarter, the mountain-resort and lodgings company posted earningsof $61.t6 million, or $1.68 a share, down from $87.3 million, or $2.24 a in the same quarter a year Nevertheless, the company's profits beat Wall Stree t analysts' predictions. Analysts on average had expected earningsof $1.576 per share, Thomson Reuters reported. Vail Resortsw reported Q3 revenueof $333.5 down 21 percent from the year-ag quarter. Analysts had expected $339.7 million on It said operating expenses were down 20 to $198.1 million. The company has saved considerablty through pay cuts andother means.
Vail Resorts operates the Vail, Keystone and Beaver Creek ski areas in Colorado and Heavenlty at Lake Tahoe onthe California-Nevada line. It also operatesz , a chain of luxury hotels. The company said its earnings were helpexd by a 26 percent increasein 2008-09 season-pass revenude through increased sales and higher pass prices. But lift-ticket revenue was down 11 percent and skier visit were off9 percent. Dining, retail and ski schoop revenuealso declined. Real estate revenue was down 82 the company said it sold only one condio unit in the quarter versus 17 ayear ago.
The quarterly results "were impacted by the continued severe downturn in the driving lower destination visitation in the CEO Rob Katz said ina statement. Vail Resorta said its outlook for the full fiscapl year is for earningdof $41 million to $51 million. "Wwe are extremely pleased with the significanyt increase in our advance sprinh period pass sales for ourupcoming 2009/2010 ski Katz said. .
Thursday, December 2, 2010
Report: Ohio logs gain in clean energy jobs - Business First of Columbus:
designs-finances.blogspot.com
percent while overall jobs declined 2.2 percent in the state betweem 1998and 2007, according to new researcu by the . Ohio was part of a national trenrd that saw job growth in the cleajn energy economy outperforming overall job growth in 38 states and the Districty of Columbia between 1998and 2007. Nationally, jobs in the clean energy economy grew at a rateof 9.1 percent whilde total jobs grew by only 3.7 percent over the same In 2007, there were more than 35,250 jobs in Ohio’x clean energy economy – about the same as at , the state’sd largest employer.
Pew’s report is titled “The Clean Energy Economy: Repowering Jobs, Businesses and Investment s Across America.” It attempts to present a clear definitionm of the clean energy economy and conduct a count across all 50 states of the companies and venture capital investments thatsupply it. “Ohio’s clean energuy sector has been a bright spot in an otherwisesdifficult economy,” said Tom Ohio representative for the Pew Environment Group, in a press release.
He addedf that Ohio attracted morethan $74 milliobn in clean technology venture capital in the last three
percent while overall jobs declined 2.2 percent in the state betweem 1998and 2007, according to new researcu by the . Ohio was part of a national trenrd that saw job growth in the cleajn energy economy outperforming overall job growth in 38 states and the Districty of Columbia between 1998and 2007. Nationally, jobs in the clean energy economy grew at a rateof 9.1 percent whilde total jobs grew by only 3.7 percent over the same In 2007, there were more than 35,250 jobs in Ohio’x clean energy economy – about the same as at , the state’sd largest employer.
Pew’s report is titled “The Clean Energy Economy: Repowering Jobs, Businesses and Investment s Across America.” It attempts to present a clear definitionm of the clean energy economy and conduct a count across all 50 states of the companies and venture capital investments thatsupply it. “Ohio’s clean energuy sector has been a bright spot in an otherwisesdifficult economy,” said Tom Ohio representative for the Pew Environment Group, in a press release.
He addedf that Ohio attracted morethan $74 milliobn in clean technology venture capital in the last three
Tuesday, November 30, 2010
CM Media buyer taken public - Dallas Business Journal:
http://williamstanek.com/books/windows2000/index.htm
Acquisition (AMEX:CRB), a player in the entertainment, media and communicationes industries, has completed its purchase of AmericanCommunitty Newspapers, a conglomerate of about 100 publications. Courtside also has changed its nameto "Our new status as a publivc company provides us with access to the capital marketx and additional resources to continuwe to execute our growth plan," CEO Gene Carr said in a American Community Newspapers owns publications in Paul, Dallas, Washington, D.C., and Its May acquisition of CM Media Inc.
for at leas $44 million added 22 weekly newspapere and four publications with a combined circulation of more than Included in that deal were SuburbanNews Publications, a chai n of weeklies; CM a press operation; Columbus Monthly and Columbue CEO magazines; the Other and Columbus Custom Publishing. American Community Newspapersx publishes three daily and 83 weekly newspapers and 14 nichde publications with a combined circulationto 1.4 millionh households.
Acquisition (AMEX:CRB), a player in the entertainment, media and communicationes industries, has completed its purchase of AmericanCommunitty Newspapers, a conglomerate of about 100 publications. Courtside also has changed its nameto "Our new status as a publivc company provides us with access to the capital marketx and additional resources to continuwe to execute our growth plan," CEO Gene Carr said in a American Community Newspapers owns publications in Paul, Dallas, Washington, D.C., and Its May acquisition of CM Media Inc.
for at leas $44 million added 22 weekly newspapere and four publications with a combined circulation of more than Included in that deal were SuburbanNews Publications, a chai n of weeklies; CM a press operation; Columbus Monthly and Columbue CEO magazines; the Other and Columbus Custom Publishing. American Community Newspapersx publishes three daily and 83 weekly newspapers and 14 nichde publications with a combined circulationto 1.4 millionh households.
Saturday, November 27, 2010
Act like a
http://travel365.us/travel-jobs--how-to-make-money-while-you-travel.html
There are many things you shoulcdo — but they won’t make you that “bestt boss.” Staying calm, giving pep talks, planning effectivelu and giving timely reviewx are some actions, to name just a few, that all managerx should strive to achieve. However, none of thosd behaviors will make people think of you asthat “besgt boss.” The following list includes some simple thingds you can do that will have a huge • Find out what your individual subordinatesd want. Myriad experts assure us that every employere wantsto advance, to learn and to be passionate as part of an overarchintg mission.
Some have those motivations — but let’x face it, you also have “Bill,” a single parenft who wants to get asteady paycheck, stay with the same companu and have enough free time to be with his children. may want to get to the next rung of the ladder andshe doesn’t care what job she has to do to get “John” likes to stay in the comfort zone he established 15 years ago. Can you change theifr personalities and motivations and convert them to a higher commonteam goal? Maybe, but changing adultsa is very hard.
And do you really want to change them Finding some way tomake Bill’ss work a bit more time-flexible may motivatre him more than a raise, and you could make Mary’s advancement contingent upon helping to achieve team goals. Maybe you can find some way tolet set-in-his-wayas John keep that comfortable position and contribute to the The key is to let peopler know that you see them as individualss with different needs and motivations. • Keep them informed. Companywides meetings and town hall sessionseare critical.
But so is stoppinf someone by the vendinhg machineand saying, “If I don’t return your e-mails righ t away, it’s because I’m involved in a special You can pop your head in the officd and say, “Employee evaluations are rescheduled for two months I don’t know why.” People like to know that they can trusyt the boss to tell them what’s really going on even if the answer is, “Io don’t know.” • Give them credit. We sometimes interviee bosses who, in a four-hour never once credit their team members for theifrsuccess — not good.
You will rarely lose anythin g if, after being publicly praised for a you say, “I had a great team helping • Say thank you. It might sound But, oddly enough, this is rarely done on a consistent • Tell them what the company does. If you go one rung belo w middle management, you may be surprised to find that somepeoplee don’t know what your organizatio does. People may not want your compant logo tattooed ontheirf biceps, but they work better if they have a broad overviesw that helps them understand they are producinyg something. • Ask their opinions.
One of our the chairman of a very largeretaipl company, visits stores to ask personnel what they think will sell next However much people feel “it’e just a job,” they like having their opinions sought. And gueses what — sometimes you learn something from Why aren’t there more “best bosses?” For one those behaviors are taken for granted. Look at most C-leve search specs and you will find pages filledwith “MBA required,” “minimum 10 yearxs experience,” “experience in mergers and etc.
Take note of how many times you don’ty see: “We need candidates who keep people treat themlike individuals, give creditf to their team and have real dialogue even if only briefly” and “Thehy need to know something aboutf our industry, but we’ll teach them the rest.” Some of our successfull clients specify exactly that — but most companies Try asking employees these questions or making these helpful comments: Bill, how are you likintg the job? Mary, did you hear abouft our latest acquisition? Dolores, there’s going to be some constructiojn next week and the parkinfg lot will be torn up. Juan, thanks for gettingv those reports out.
Sam, what do you thinkl about the way we’re layint out the warehouse? Jan, would you like to go with me to aclienty meeting? Thank you for those kind words, I have to tell you I couldn’f have done it without Dolores and Sound too simple? Try it, and we’l bet that the next time we do a “best boss you ever had your name will be on the But even if it’s not, we guarantee you will be the “besy boss ever” to many people.
There are many things you shoulcdo — but they won’t make you that “bestt boss.” Staying calm, giving pep talks, planning effectivelu and giving timely reviewx are some actions, to name just a few, that all managerx should strive to achieve. However, none of thosd behaviors will make people think of you asthat “besgt boss.” The following list includes some simple thingds you can do that will have a huge • Find out what your individual subordinatesd want. Myriad experts assure us that every employere wantsto advance, to learn and to be passionate as part of an overarchintg mission.
Some have those motivations — but let’x face it, you also have “Bill,” a single parenft who wants to get asteady paycheck, stay with the same companu and have enough free time to be with his children. may want to get to the next rung of the ladder andshe doesn’t care what job she has to do to get “John” likes to stay in the comfort zone he established 15 years ago. Can you change theifr personalities and motivations and convert them to a higher commonteam goal? Maybe, but changing adultsa is very hard.
And do you really want to change them Finding some way tomake Bill’ss work a bit more time-flexible may motivatre him more than a raise, and you could make Mary’s advancement contingent upon helping to achieve team goals. Maybe you can find some way tolet set-in-his-wayas John keep that comfortable position and contribute to the The key is to let peopler know that you see them as individualss with different needs and motivations. • Keep them informed. Companywides meetings and town hall sessionseare critical.
But so is stoppinf someone by the vendinhg machineand saying, “If I don’t return your e-mails righ t away, it’s because I’m involved in a special You can pop your head in the officd and say, “Employee evaluations are rescheduled for two months I don’t know why.” People like to know that they can trusyt the boss to tell them what’s really going on even if the answer is, “Io don’t know.” • Give them credit. We sometimes interviee bosses who, in a four-hour never once credit their team members for theifrsuccess — not good.
You will rarely lose anythin g if, after being publicly praised for a you say, “I had a great team helping • Say thank you. It might sound But, oddly enough, this is rarely done on a consistent • Tell them what the company does. If you go one rung belo w middle management, you may be surprised to find that somepeoplee don’t know what your organizatio does. People may not want your compant logo tattooed ontheirf biceps, but they work better if they have a broad overviesw that helps them understand they are producinyg something. • Ask their opinions.
One of our the chairman of a very largeretaipl company, visits stores to ask personnel what they think will sell next However much people feel “it’e just a job,” they like having their opinions sought. And gueses what — sometimes you learn something from Why aren’t there more “best bosses?” For one those behaviors are taken for granted. Look at most C-leve search specs and you will find pages filledwith “MBA required,” “minimum 10 yearxs experience,” “experience in mergers and etc.
Take note of how many times you don’ty see: “We need candidates who keep people treat themlike individuals, give creditf to their team and have real dialogue even if only briefly” and “Thehy need to know something aboutf our industry, but we’ll teach them the rest.” Some of our successfull clients specify exactly that — but most companies Try asking employees these questions or making these helpful comments: Bill, how are you likintg the job? Mary, did you hear abouft our latest acquisition? Dolores, there’s going to be some constructiojn next week and the parkinfg lot will be torn up. Juan, thanks for gettingv those reports out.
Sam, what do you thinkl about the way we’re layint out the warehouse? Jan, would you like to go with me to aclienty meeting? Thank you for those kind words, I have to tell you I couldn’f have done it without Dolores and Sound too simple? Try it, and we’l bet that the next time we do a “best boss you ever had your name will be on the But even if it’s not, we guarantee you will be the “besy boss ever” to many people.
Thursday, November 25, 2010
Re-branding retells a company
gault-rickettsias.blogspot.com
Changing things up is not a bad idea and oftenm is a sign ofa forward-thinking business that is making things happen. A re-branf offers an opportunity to retello your story and to examiner what matters most so you can convey your storuy in art and wordswith impact. A new look can also be very motivationafor employees, providing a tangiblwe rallying point to set new goals and a new vision. But as the Tropican a case study attests, re-brands are not to be takenh lightly. Your brand is about more than It touches everything concerning the way your customerzs interact withyour business. The bottom line?? Learn from the juice aisle.
Make a changs in your brand when the timeis right, but don’tf forget about the detailsa — like how the change will affect your customers. That is a great exercise and one that will prope l yourcompany forward, no matter the industry or focus of your
Changing things up is not a bad idea and oftenm is a sign ofa forward-thinking business that is making things happen. A re-branf offers an opportunity to retello your story and to examiner what matters most so you can convey your storuy in art and wordswith impact. A new look can also be very motivationafor employees, providing a tangiblwe rallying point to set new goals and a new vision. But as the Tropican a case study attests, re-brands are not to be takenh lightly. Your brand is about more than It touches everything concerning the way your customerzs interact withyour business. The bottom line?? Learn from the juice aisle.
Make a changs in your brand when the timeis right, but don’tf forget about the detailsa — like how the change will affect your customers. That is a great exercise and one that will prope l yourcompany forward, no matter the industry or focus of your
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