http://chryslerautoclub.com/1991-plymouth-vogageur-transmission-problem
The state’s largest health insurer has cut humanj resources positions in recent weeks and has told employees jobs will be slashec in itsclaims department. BlueCross has a June 15 meetinhg in which health management provider service department employeess are expected to learn if they will be impacted by the according to sources who spoke on the conditionof BlueCross’ claims department personnel attended a June 4 meetin in which employees were told only eight jobs were availablr to bid on in a 200-person sources said. BlueCross managers told employees many businesses are turning toelectronivc claims, decreasing the need for paper records administeree in-house.
Increasing unemployment figures coupled with corresponding risingf uninsured rolls callfor belt-tightening measures for insurance companies, public healtn professor Dean G. Smity said. BlueCross said it is “reviewing the scalew of our administrative capacities” to be properly aligned with its customer base and itscorporate mission. Without providing specific numbers on anticipatedrjob cuts, it said its personnel adjustmentzs are in response to declining customet levels. It blamed the recession and the state’d escalating unemployment rate for thejob cuts. In an e-mailer statement, BlueCross said it is “not immune to these challenging anddifficult times.
“We too are being affected by the current economic downturnb and the doubling of the unemployment rate in Alabama over the last12 BlueCross’ statement read. “Many of our customers have had to reducew their work force and this has resultefd in some having to drop their healthcare coverage.” Alabama’ds unemployment rate was 9 percent in April up from 4.5 percent in April 2008. BlueCross of Alabams said it has 3,400 employees in In 2008, BlueCross had 3,000 local according to research. It held 96 percent of the small businesx health insurance market in the statedin 2007, the most recent data available shows.
In BlueCross reported $4 billion in premium revenue, up from $3.5 billioh in 2007. Its $28.6 million 2008 net incomre resulted in a profit margin of less than one half of 1 Thinning profit margins are troubling forinsurance companies, University of Michigan’s Smith said. Insurance firmsa generally aim for profit margines in the 2percent neighborhood. As unemployment ratesa rise, the number of insuredr declines, which takes a toll on an insurer’s bottomm line, Smith said. He said cuts are in responser to theslumping economy. “Too few peoplwe insured means fewer people needed to managd the business asvolume decreases,” Smitjh said.
“They also might be tighteningb their belt a little bit in anticipation to what migh be downthe road. When you have less businesx you needfewer workers. That’s good management.”
Thursday, September 30, 2010
Tuesday, September 28, 2010
QUESTION: What green amenity or feature is most in demand among tenants? - Austin Business Journal:
http://homebusinesssecrets.biz/how-to-select-a-legitimate-home-business/
- Mary Bledsoe | Vice president , Lauckgroup From a financial standpoint, most tenants favor energy conservation as the primar y green initiative in abuilding — as it lower s operating cost passthroughs. From a social consciousness standpoint, peoplwe tend to be excited and like to participatde in recycling efforts that establish positivew impact in theglobal community. - Troy Holme | Senio vice president , CB Richard Ellis’ Austij office Large tenants considering a spacw or renewing a lease are increasingly requestinfgthat touch-free bathroom fixtures be implemented.
This includes everything from occupancy sensorzs for controlling the lightingto touch-freer faucets, soap and towel dispensers, and auto flushers. They realize thesr items not only make their employees feel more comfortablde about sanitation but also helpreduc water, electric and paper consumption. - Tammy Counts | Property manager , REIT Management & Researchj Even in these leaner economic our commercial clients want to includregreen amenities.
But they want emphasixs on features theycan market, as both visible to the generall public, such as a rainwater system or pervious concrete as well as a LEED Also, prioritizing amenities with a clear benefigt to their employees, such as includingv a shower or bike rack so they can ride their bike to work or go to the gym at continue to have a strong valued versus the additional cost. - Mark Vornbergy | Senior associate , Dick Clark Architecture
- Mary Bledsoe | Vice president , Lauckgroup From a financial standpoint, most tenants favor energy conservation as the primar y green initiative in abuilding — as it lower s operating cost passthroughs. From a social consciousness standpoint, peoplwe tend to be excited and like to participatde in recycling efforts that establish positivew impact in theglobal community. - Troy Holme | Senio vice president , CB Richard Ellis’ Austij office Large tenants considering a spacw or renewing a lease are increasingly requestinfgthat touch-free bathroom fixtures be implemented.
This includes everything from occupancy sensorzs for controlling the lightingto touch-freer faucets, soap and towel dispensers, and auto flushers. They realize thesr items not only make their employees feel more comfortablde about sanitation but also helpreduc water, electric and paper consumption. - Tammy Counts | Property manager , REIT Management & Researchj Even in these leaner economic our commercial clients want to includregreen amenities.
But they want emphasixs on features theycan market, as both visible to the generall public, such as a rainwater system or pervious concrete as well as a LEED Also, prioritizing amenities with a clear benefigt to their employees, such as includingv a shower or bike rack so they can ride their bike to work or go to the gym at continue to have a strong valued versus the additional cost. - Mark Vornbergy | Senior associate , Dick Clark Architecture
Monday, September 27, 2010
Filling NCR headquarters space to be difficult - Puget Sound Business Journal (Seattle):
http://thegamesstore.com/index.php?show_price=yes&sort=Price&direction=DESC
Brokers said donating NCR’s (NYSE: NCR) 1.3 million-square-foor building to an education institutioj or the city of Dayton may be thebest bet. The brokersw said trying to market the space to anothefr corporate user would be difficult as there are few single usere out there needing thatmuch space. It coulxd be parceled into an office complex for multiple NCR intends to sell the a company spokesperson The five-story property is among the largest offic buildings in the Daytonj area. Paul Hutchins, owner and brokert with Dayton-based , said a good option would be to donatde the building tothe .
NCR woulr gain the benefits of atax write-off and the universitt would have a business campus, complete with a cafeteria and plenty of space for to mold for its needs. “k bet they’ve already talked about donating itto UD,” Hutchinxs said. “Giving it to UD is a NCR gets a hugetax write-off and UD gets a high-tecu technology center.” Mark owner of Centerville-based , agreed. “It would be really nice if they give it to Fornes said. “It would be a nice gesture in return for taking theirheadquarters out.” NCR’s at 1700 S. Patterson Blvd., sits on 54 acres.
Brokers said donating NCR’s (NYSE: NCR) 1.3 million-square-foor building to an education institutioj or the city of Dayton may be thebest bet. The brokersw said trying to market the space to anothefr corporate user would be difficult as there are few single usere out there needing thatmuch space. It coulxd be parceled into an office complex for multiple NCR intends to sell the a company spokesperson The five-story property is among the largest offic buildings in the Daytonj area. Paul Hutchins, owner and brokert with Dayton-based , said a good option would be to donatde the building tothe .
NCR woulr gain the benefits of atax write-off and the universitt would have a business campus, complete with a cafeteria and plenty of space for to mold for its needs. “k bet they’ve already talked about donating itto UD,” Hutchinxs said. “Giving it to UD is a NCR gets a hugetax write-off and UD gets a high-tecu technology center.” Mark owner of Centerville-based , agreed. “It would be really nice if they give it to Fornes said. “It would be a nice gesture in return for taking theirheadquarters out.” NCR’s at 1700 S. Patterson Blvd., sits on 54 acres.
Saturday, September 25, 2010
Cautiously, Cincinnati banks dip toes back in, build branches - Business Courier of Cincinnati:
http://consumervideotips.com/2008/11/26/online-resources-for-planning-a-photovideo-trip/
Banks are slowly starting to spened money again on branch expansiom after that activity ground nearly to a halt earlietr this year amidcapital concerns. New branch openingxs and announcements have been poppingup lately, as the freezee in banks’ spending habits startsx to melt. opened a branch in Maineville June 15. That’s its first new branch opening in six although it opened four in the last 10 monthof 2008. It is considering other locations, spokeswoman Kendra Overbeck opened a Madeira sitein February. It announcex last month it plans to open a brancharounf year-end in Edgewood. And it’s planning two this year out of onein St. Mary’s, and one in Columbus, Ind.
, CEO Claude Davi said. Those will add to 82 bankingg centers itoperates now. Even is getting in on the act. It’s the eighth-largest bank in this market, but it hasn’gt opened a new local branch in five spokeswoman NancyNorris said. That will changes late this year when it opens an office on Montgomerg Road near FieldsErtel Road, its 26th local And and each is opening a new location in the next few too. Those examples show spendingt is starting to pick up again after it had waned sincelast fall. Capital becamse a huge factor for many banks struggling with loans that had gone bad whenborrowers couldn’t pay. So banks cut back on spending.
The numbefr of new branches in Greater Cincinnato tracked by the fell from five in the firs t half of 2008 through late May to just onethis year. In new branches dropped nearly 60 percentthis “It really seems to have slowedf down, if not stopped,” Doug CEO of Newark, Ohio-based ’s loca l market, said of banks addinvg branches until recent weeks. “The idea of conserving capital had to be highon everyone’se priority list, and it still is.” Park with a dozen local branches, just signed a deal in mid-Junse to build a branch in the Eastgate area. But announcementsx of new branchesfrom year-end untilk May were rare. That mirrors a national trend.
“We have been seeinfg around the country a generao slowdown in the aggressiveness ofbranch banking,” said Brucee Clapp, president of , a Dayton-based consultant to small banks. “People are takinvg a more judicious, prudent approach. There’s a lot more planning and due But people have notstopped , Cincinnati’s largest bank, has 133 local branchew already. It has slowed its brancj expansion plans acrossits 12-statre system. It opened 55 net new branches – subtractingh locations that closed last year. But it plans just 20 this year, spokeswomajn Stephanie Honan said.
It also acquired 65 last And this year’s figures don’t include 30 branches it plans to open in Atlantwa by the endof 2010. “We’rew certainly mindful of expense control,” Honan said, adding acquisitionse and partnerships such as the Kroge deal lifted its presence in some Capital is a majot factor when it comes tobranch openings. Chasre figures about $2 million per site for newly built Branches are a big deal for banksbecause they’rer often the best way for them to connect with Park National will put commercial and mortgagde lending people at its Eastgater branch as a means to make itself more conveniengt for customers.
Still, Comptoh doesn’t expect the floodgates to open. “I haven’t heard anyone really changing their tune about trying topreserve capital,” he Capital hasn’t been much of an issue for First Financial’s expansion plans, Davis said. But it did raise $98 milliomn in June through a common stock And it cut its dividend by 41 percentyin January. Still, its capital ratios are strong , givingf it a competitive edge, he said. “The current downturh is a great opportunity for thosewith capital,” he said.
Banks are slowly starting to spened money again on branch expansiom after that activity ground nearly to a halt earlietr this year amidcapital concerns. New branch openingxs and announcements have been poppingup lately, as the freezee in banks’ spending habits startsx to melt. opened a branch in Maineville June 15. That’s its first new branch opening in six although it opened four in the last 10 monthof 2008. It is considering other locations, spokeswoman Kendra Overbeck opened a Madeira sitein February. It announcex last month it plans to open a brancharounf year-end in Edgewood. And it’s planning two this year out of onein St. Mary’s, and one in Columbus, Ind.
, CEO Claude Davi said. Those will add to 82 bankingg centers itoperates now. Even is getting in on the act. It’s the eighth-largest bank in this market, but it hasn’gt opened a new local branch in five spokeswoman NancyNorris said. That will changes late this year when it opens an office on Montgomerg Road near FieldsErtel Road, its 26th local And and each is opening a new location in the next few too. Those examples show spendingt is starting to pick up again after it had waned sincelast fall. Capital becamse a huge factor for many banks struggling with loans that had gone bad whenborrowers couldn’t pay. So banks cut back on spending.
The numbefr of new branches in Greater Cincinnato tracked by the fell from five in the firs t half of 2008 through late May to just onethis year. In new branches dropped nearly 60 percentthis “It really seems to have slowedf down, if not stopped,” Doug CEO of Newark, Ohio-based ’s loca l market, said of banks addinvg branches until recent weeks. “The idea of conserving capital had to be highon everyone’se priority list, and it still is.” Park with a dozen local branches, just signed a deal in mid-Junse to build a branch in the Eastgate area. But announcementsx of new branchesfrom year-end untilk May were rare. That mirrors a national trend.
“We have been seeinfg around the country a generao slowdown in the aggressiveness ofbranch banking,” said Brucee Clapp, president of , a Dayton-based consultant to small banks. “People are takinvg a more judicious, prudent approach. There’s a lot more planning and due But people have notstopped , Cincinnati’s largest bank, has 133 local branchew already. It has slowed its brancj expansion plans acrossits 12-statre system. It opened 55 net new branches – subtractingh locations that closed last year. But it plans just 20 this year, spokeswomajn Stephanie Honan said.
It also acquired 65 last And this year’s figures don’t include 30 branches it plans to open in Atlantwa by the endof 2010. “We’rew certainly mindful of expense control,” Honan said, adding acquisitionse and partnerships such as the Kroge deal lifted its presence in some Capital is a majot factor when it comes tobranch openings. Chasre figures about $2 million per site for newly built Branches are a big deal for banksbecause they’rer often the best way for them to connect with Park National will put commercial and mortgagde lending people at its Eastgater branch as a means to make itself more conveniengt for customers.
Still, Comptoh doesn’t expect the floodgates to open. “I haven’t heard anyone really changing their tune about trying topreserve capital,” he Capital hasn’t been much of an issue for First Financial’s expansion plans, Davis said. But it did raise $98 milliomn in June through a common stock And it cut its dividend by 41 percentyin January. Still, its capital ratios are strong , givingf it a competitive edge, he said. “The current downturh is a great opportunity for thosewith capital,” he said.
Friday, September 24, 2010
UCBH
http://ceo-summit.com/2008_site/agenda.html
“I could see storm clouds on the horizon, but I had no idea how fiercwe the stormwould become,” Ho said. “I’ an optimist by nature, but I’ve learned I may need to be more That’s a lesson taken to heartg by many of her lending peers these days as they grappls withtroubled loans. But as president of community bankingg forthe $13 billion Unitesd Commercial Bank, Ho is looking Specifically, she made her first trip to China this month as an executive with Uniteed Commercial Bank. The bank has officeds nationwide, focusing on the Chinese-Americanm community in the United States as well as Americahn companies doing business ingreater China.
Ho assumed her new role with United Commercia Bank after taking some time off following her departurde from Wells Fargo inSeptember 2007. “We believw that she can provide the strongg leadership that is vital to achieving our objectivesx to expandcustomer relationships, improve customer profitability and increasee market share,” said Thomas Wu, chairman, president and CEO of Ho headed Wells Fargo’s consumert credit group from 1998 to 2007. Among her accomplishmentes at the SanFranciscoo bank, was her ability to take Wells Fargo to firsty place in market share in from fifth place in 1998.
Prior to Wellsx Fargo, Ho was with from 1974 to initially working in public relations at the New York She later held a variety of positions at Citibankk incorporate banking, consumer lending, retail bankint and business banking. The former war correspondent for Time who reported from Southeast Asia in theearly 1970s, saw bankinhg as an avenue to have a greatere impact on the world. “I left journalis and went into banking becauser I wanted to make things happen rather than just report on those who madethings happen,” she
“I could see storm clouds on the horizon, but I had no idea how fiercwe the stormwould become,” Ho said. “I’ an optimist by nature, but I’ve learned I may need to be more That’s a lesson taken to heartg by many of her lending peers these days as they grappls withtroubled loans. But as president of community bankingg forthe $13 billion Unitesd Commercial Bank, Ho is looking Specifically, she made her first trip to China this month as an executive with Uniteed Commercial Bank. The bank has officeds nationwide, focusing on the Chinese-Americanm community in the United States as well as Americahn companies doing business ingreater China.
Ho assumed her new role with United Commercia Bank after taking some time off following her departurde from Wells Fargo inSeptember 2007. “We believw that she can provide the strongg leadership that is vital to achieving our objectivesx to expandcustomer relationships, improve customer profitability and increasee market share,” said Thomas Wu, chairman, president and CEO of Ho headed Wells Fargo’s consumert credit group from 1998 to 2007. Among her accomplishmentes at the SanFranciscoo bank, was her ability to take Wells Fargo to firsty place in market share in from fifth place in 1998.
Prior to Wellsx Fargo, Ho was with from 1974 to initially working in public relations at the New York She later held a variety of positions at Citibankk incorporate banking, consumer lending, retail bankint and business banking. The former war correspondent for Time who reported from Southeast Asia in theearly 1970s, saw bankinhg as an avenue to have a greatere impact on the world. “I left journalis and went into banking becauser I wanted to make things happen rather than just report on those who madethings happen,” she
Wednesday, September 22, 2010
Amphion Innovations plc: Amphion Partner Company, FireStar Software, Wins ... - Reuters (press release)
http://onlystyles.ru/2010/09/%D0%B8%D0%BD%D0%B3%D0%B0%D0%BB%D1%8F%D1%86%D0%B8%D1%8F-%D0%B2-%D0%B4%D0
Amphion Innovations plc: Amphion Partner Company, FireStar Software, Wins ... Reuters (press release) Note to editors: For a listing of all OMG trademarks, visit http://www.omg.org/legal/tm_list.htm http://www.omg.org/legal/tm_list.htm . ... |
Tuesday, September 21, 2010
Web cams track Rio Rancho construction - Silicon Valley / San Jose Business Journal:
http://www.seaos2.org/article/Fujitsu-to-use-carbon-nanotubes-as-heatsinks-for-semiconductors-.html
Current images capture the constructionof ’x new customer service and technical support center as well as the firstf building of the ’s West campus. The allows users to see a new imags of construction every 11 to 12 minutes anda time-lapse movier of the process. Viewers can zoom in, download and e-maill images and see the progress of both projects The H-P facility is scheduled to be completer by late 2009. The UNM West campus is scheduler to start offering classes by springbsemester 2010.
As future development takes place, the cameras will be repositionexd to chronicle the progress of those Images from the cameras also will be used as contenyton RioVision, the city’s public, education and governmeng cable channels (Channels 15 and 22 for subscribers). City Councilorss Mike Williams and Kathy Colley contributee funding from their discretionar accounts for the purchase and installation of the The Web cam images are made possibleby .
, the city’sw contracted service providerfor RioVision, will service the
Current images capture the constructionof ’x new customer service and technical support center as well as the firstf building of the ’s West campus. The allows users to see a new imags of construction every 11 to 12 minutes anda time-lapse movier of the process. Viewers can zoom in, download and e-maill images and see the progress of both projects The H-P facility is scheduled to be completer by late 2009. The UNM West campus is scheduler to start offering classes by springbsemester 2010.
As future development takes place, the cameras will be repositionexd to chronicle the progress of those Images from the cameras also will be used as contenyton RioVision, the city’s public, education and governmeng cable channels (Channels 15 and 22 for subscribers). City Councilorss Mike Williams and Kathy Colley contributee funding from their discretionar accounts for the purchase and installation of the The Web cam images are made possibleby .
, the city’sw contracted service providerfor RioVision, will service the
Sunday, September 19, 2010
Saturday, September 18, 2010
Ryan Reynolds' outside-the-box strategy: Get in the box - USA Today
kdrummondbs37.blogspot.com
Ryan Reynolds' outside-the-box strategy: Get in the box USA Today As the movie opens, Reynolds' character, Paul Conroy, a civilian contractor in Iraq, wakes up trapped in a coffin six feet under, with no idea how he got ... |
Thursday, September 16, 2010
2011 Spring New York Fashion Week: Lindsey Wixon's Moment - FabSugar.com
guslyarovalite.blogspot.com
2011 Spring New York Fashion Week: Lindsey Wixon's Moment FabSugar.com For New York Fashion Week Spring '11, Lindsey Wixson is one of them. In a sea of models who resemble one another รข€" it's so hard to tell them apart these ... |
Wednesday, September 15, 2010
Alcose Credit Union and Basil Community Credit union to merge - Pittsburgh Business Times:
xysecurakihir.blogspot.com
Alcose Credit Union in White Oak is absorbing Basil Community Creditt Unionin Carrick, but Alcose will retain Basil’s employees and its which will operate as an Alcose said Joy Benedek, Alcose manager and CEO. Money did not change hands during the The deal requires final approval from the National CreditUnion Association, the Alexandria, Va.-based independenty federal agency that charters and supervised credit unions. The merger will raisre Alcose’s membership from 2,300 to 4,500, Benedem said. Alcose has assets of $8 and the addition of Basil’s $5.9 million will bring that figurre toalmost $14 million. Alcose employes four people.
Basil will add two full-timwe and two part-time staffers to Alcose’s employeed count. Alcose was established in 1950 as Allegheny Counth School EmployeesCredit Union, but its membership has grown and it now services many organizations and Basil was founded in 1934 as St. Basil’s Parish Credi t Union but changed its charter in 2005 to servse SouthHills neighborhoods. The merger with Basil was prompted bypersonnep issues. “We’re such a tiny credit union and (employees) wear so many hats, we weren’t able to find a replacemen for the salary we were able to CEO DianaSchmotzer said.
Schmotzerd said four directors, each of whom had tenure of at leasg25 years, have opted to retire along with her, and the remaininfg two have been invited to join Alcose’sa board. She expects to help smooth the transitionjand hasn’t set a specifi c retirement date. That’s not unusual, said Michaeol Wishnow, senior vice president of the Pennsylvania Credit Union Associationin “Statewide, we’ve been seeing anywhere from 25 to 35 mergers annuallyy for the past 10 or 15 years,” Wishnow “Often, they involve credit union s with less than $10 million in assets.
They’res run by one persohn who’s been there for a long time and can’t find anyonde to take the job when the CEOsteps down.” The merger is the secondd for Alcose since Benedek took the helm in late 2006. Artcrafrt Credit Union in North Huntingtonm became part of Alcosein 2007. Benedek said she didn’t know if more deals are in Alcose’sd future. “That’s hard to she said. “I really wouldn’t care to speculate.
”
Alcose Credit Union in White Oak is absorbing Basil Community Creditt Unionin Carrick, but Alcose will retain Basil’s employees and its which will operate as an Alcose said Joy Benedek, Alcose manager and CEO. Money did not change hands during the The deal requires final approval from the National CreditUnion Association, the Alexandria, Va.-based independenty federal agency that charters and supervised credit unions. The merger will raisre Alcose’s membership from 2,300 to 4,500, Benedem said. Alcose has assets of $8 and the addition of Basil’s $5.9 million will bring that figurre toalmost $14 million. Alcose employes four people.
Basil will add two full-timwe and two part-time staffers to Alcose’s employeed count. Alcose was established in 1950 as Allegheny Counth School EmployeesCredit Union, but its membership has grown and it now services many organizations and Basil was founded in 1934 as St. Basil’s Parish Credi t Union but changed its charter in 2005 to servse SouthHills neighborhoods. The merger with Basil was prompted bypersonnep issues. “We’re such a tiny credit union and (employees) wear so many hats, we weren’t able to find a replacemen for the salary we were able to CEO DianaSchmotzer said.
Schmotzerd said four directors, each of whom had tenure of at leasg25 years, have opted to retire along with her, and the remaininfg two have been invited to join Alcose’sa board. She expects to help smooth the transitionjand hasn’t set a specifi c retirement date. That’s not unusual, said Michaeol Wishnow, senior vice president of the Pennsylvania Credit Union Associationin “Statewide, we’ve been seeing anywhere from 25 to 35 mergers annuallyy for the past 10 or 15 years,” Wishnow “Often, they involve credit union s with less than $10 million in assets.
They’res run by one persohn who’s been there for a long time and can’t find anyonde to take the job when the CEOsteps down.” The merger is the secondd for Alcose since Benedek took the helm in late 2006. Artcrafrt Credit Union in North Huntingtonm became part of Alcosein 2007. Benedek said she didn’t know if more deals are in Alcose’sd future. “That’s hard to she said. “I really wouldn’t care to speculate.
”
Monday, September 13, 2010
Travelling to the US? Everything you need to know about ESTA - Daily Mail
milicinodijoo1981.blogspot.com
Daily Mail | Travelling to the US? Everything you need to know about ESTA Daily Mail If you receive a Travel Not Authorised response it does not necessarily mean you are not allowed to enter the USA. It may just be because you are not ... |
Sunday, September 12, 2010
Best Buy to sell electric motorcycles, bikes - New Mexico Business Weekly:
aleshnikovenil.blogspot.com
The Richfield, Minn., retailer is embracinv the e-bike concept, preparing to begin selling next month an electric motorcycle madeby Brammo. Poweres bicycles made by Currie Technologies and Ultra Motore alsoare planned, according to a reporr in Bicycle Retailer and Industry News . The Bramm bikes — which resemble a small motorcyclr and can reach speeds of 50 mph will go on sale July 6 at a Best Buy locationin Ore., as part of a test-marketingg effort, said John Farris, a spokesman for Further West Coast Best Buy locationsz will follow. The first Brammo model to go on sale at Best Buy iscallede Enertia.
It will retail for about $12,000 and qualifie for a 10 percent federaltax It’s 100 percent plug-in electric, can be plugged into any householfd electrical socket and has a range of abougt 45 miles, Farris said. Brammo is headquartered in Ore., and has received fundinb from BestBuy (NYSE: BBY), according to Consumer Representatives of Best Buy couldn't immediately be reachedx for comment. There are two Best Buy stores in Albuquerque.
The Richfield, Minn., retailer is embracinv the e-bike concept, preparing to begin selling next month an electric motorcycle madeby Brammo. Poweres bicycles made by Currie Technologies and Ultra Motore alsoare planned, according to a reporr in Bicycle Retailer and Industry News . The Bramm bikes — which resemble a small motorcyclr and can reach speeds of 50 mph will go on sale July 6 at a Best Buy locationin Ore., as part of a test-marketingg effort, said John Farris, a spokesman for Further West Coast Best Buy locationsz will follow. The first Brammo model to go on sale at Best Buy iscallede Enertia.
It will retail for about $12,000 and qualifie for a 10 percent federaltax It’s 100 percent plug-in electric, can be plugged into any householfd electrical socket and has a range of abougt 45 miles, Farris said. Brammo is headquartered in Ore., and has received fundinb from BestBuy (NYSE: BBY), according to Consumer Representatives of Best Buy couldn't immediately be reachedx for comment. There are two Best Buy stores in Albuquerque.
Friday, September 10, 2010
Architects picking up something at the shops - San Francisco Business Times:
http://www.directxs.org/index.php?s=D&c=489
That has meant that retail architecture practicesx have boomed in thepast decade, with San Francisco-basec leading the explosion. Retail is now one of this office'w largest practice areas. "Competition (among is so fierce," said Jeff a principal in Gensler's San Francisco Interiors are one way that retailers candifferentiate themselves, and so improvee their bottom lines. 'e recent performance highlights this retail truth.
One of the company's chief strategies to reverse a two-yea slide in same-store sales is a complete storw redesign that it tested last year in That redesign has impressed shopperse and investors in the four cities wherde ithas debuted, though the San Francisco-basex retailer will not comment on how sales improvedc at the remodeled stores. "Gap owned the white-wall-and-maple-floo r look," Henry said of Gap's years-olxd store design. "But everyone caught up.
" To a stale look can be read asstal style, and Gap's shoppers have seemed tired of the "There are so many choices wherde consumers can buy the same and it's the retailers who create the most memorable experiences who attract repeat customers," said Chrixs Barriscale, a principal with , which opened its San Francisco officr in July 2004. Gap was slow to realize it had lost itsdesig preeminence, but once it did, it called which has designed almost all Gap brande stores from the company's start. Gap spent a lot of time researchintits redesign. The lighting has been sittingareas introduced, the floors made dark.
Gap found that women shoppers like meandering through a space to discoveemerchandise gems. Men hate that. So the men'as and women's sides of the stores are separaterand distinct. The men's side is open so shoppers can easily find whatthey want. The women's by contrast, is divided into smaller spaces. Gensler worked with Gap'e in-house design team for over a year on the With a fleet of morethan 3,00p stores, a complete redesign of all Gap stores is too expensive to do in one go. To close to 60 stores in Denver, Hartford, New York, San Diego and Palo Alto have undergonw some elements of the and Gap expects to remodel 20 morein 2006.
Some storesz have been closed for three months duringthe remodel. like Palo Alto, incorporate only some elementsx of the redesign and so remained open durinythe makeover. The Gensler folks also came upwith less-expensive changes the retailer can implement now. Storefrontsd provide one such opportunity: Gensler envisions ever y Gap witha blue-framed entryway, whether it is in a mall or on a high "Our intent ... is to create an element so iconographicx that you can see the blue box and not even need a Gap saidMichael Bodziner, a principal at Gensler. "Likse the golden arches.
" "Getting into the customer'd mind is almost more importantg than getting into theright neighborhood," Henry Retail interiors are very much about a brand. But successx breeds copycats, so smart merchants will retool theier brands and reconfigure them once theybecomse diluted. "All retailers have to evolvew and refreshtheir looks," Barriscale said. "s lifetime of the typical store theswe days is about five years for asmall store, and departmenyt stores are constantly undergoing renovation.
" RYA Desigmn Consultancy is working on the new 340,000-square-foot that will open on Missiom Street in the fall, and Barriscale said that being able to evolvd and adapt to its customers' changing tastes is built into its architectural design. The San Francisco Bloomingdale's flagship will feature smaller retail spacexs that operate as specialty stores within the bigdepartmentf store. Bloomingdale's tried out that architectural approach inits smaller-formagt SoHo store in New York and found that customerse responded with their wallets, Barriscalr said.
"The Mission store will be more like a series of specialtyy shops bundled together underfthe Bloomingdale's umbrella," Barriscale said. Understanding a store'sw customers and creating an environment with them in mind is cruciao toretail success, and means that retail architecturew is not pure architecture. Industry leaders incorporate elements ofconsumere psychology, brand strategy and packaging into their and some even participate in developing new concepts. Gensledr did that with , which launchec One Thousand Steps, and RYA workef closely with Bebe when it decided to rollout stores.
Especiallg for large, multi-channel retailers, the in-store experience is one big brandinf opportunity. Channel consistency is key, and that, too, can be achieves by design. "Retail is a critical part of abrand experience," said Davidc Zapata, creative director for Fitch's San Francisco office. "Apple is a terrificx example where itsweb site, retail and the customer's experience with the product are all seamlessly integrated in your absolute delighy in this technology and your sense of accessing something and that you're special as a result." The righg look can boost sales, though authenticity is key.
As customerws become more sophisticated, design can't do it all; therre must be substance to the brand beneath thecosmeticf surface. "In terms of keeping environments current, branda are more appreciative of the need for refreshment than they have Zapata said. That is good news for the retailarchitecture field, where keeping ahead of the fashiom curve means retail architects have built-in "When we design, we designh with the idea that this concept be replicated many That's key to how we do it," Henryh said.
Gensler designed the Forever 21 stor e on Powell Street in San from the preservation of thehistoricap façade to the addition of a mezzanin e to the 40,000-square-foot interior. That gig led to Gensled assisting inForever 21's new flagship in SoHo. Gensler has also designerd the new storein Dallas, has assissted with the new Bostoh store, and will be workinvg with Barneys on its upcoming San Francisco store. It is workinfg on the store that will open this yearat , and couldf have a hand in future stores as Williams-Sonomza expands its new Successful retail architecture expresses retail strategy through a built environment.
"While we would love to come in and creatse an odeto architecture, that's not what it's about in retail," Henry said. "Architecture can'tf over-dominate the product," Bodziner added. "In architecture always plays asupporting role; it's not the main event."
That has meant that retail architecture practicesx have boomed in thepast decade, with San Francisco-basec leading the explosion. Retail is now one of this office'w largest practice areas. "Competition (among is so fierce," said Jeff a principal in Gensler's San Francisco Interiors are one way that retailers candifferentiate themselves, and so improvee their bottom lines. 'e recent performance highlights this retail truth.
One of the company's chief strategies to reverse a two-yea slide in same-store sales is a complete storw redesign that it tested last year in That redesign has impressed shopperse and investors in the four cities wherde ithas debuted, though the San Francisco-basex retailer will not comment on how sales improvedc at the remodeled stores. "Gap owned the white-wall-and-maple-floo r look," Henry said of Gap's years-olxd store design. "But everyone caught up.
" To a stale look can be read asstal style, and Gap's shoppers have seemed tired of the "There are so many choices wherde consumers can buy the same and it's the retailers who create the most memorable experiences who attract repeat customers," said Chrixs Barriscale, a principal with , which opened its San Francisco officr in July 2004. Gap was slow to realize it had lost itsdesig preeminence, but once it did, it called which has designed almost all Gap brande stores from the company's start. Gap spent a lot of time researchintits redesign. The lighting has been sittingareas introduced, the floors made dark.
Gap found that women shoppers like meandering through a space to discoveemerchandise gems. Men hate that. So the men'as and women's sides of the stores are separaterand distinct. The men's side is open so shoppers can easily find whatthey want. The women's by contrast, is divided into smaller spaces. Gensler worked with Gap'e in-house design team for over a year on the With a fleet of morethan 3,00p stores, a complete redesign of all Gap stores is too expensive to do in one go. To close to 60 stores in Denver, Hartford, New York, San Diego and Palo Alto have undergonw some elements of the and Gap expects to remodel 20 morein 2006.
Some storesz have been closed for three months duringthe remodel. like Palo Alto, incorporate only some elementsx of the redesign and so remained open durinythe makeover. The Gensler folks also came upwith less-expensive changes the retailer can implement now. Storefrontsd provide one such opportunity: Gensler envisions ever y Gap witha blue-framed entryway, whether it is in a mall or on a high "Our intent ... is to create an element so iconographicx that you can see the blue box and not even need a Gap saidMichael Bodziner, a principal at Gensler. "Likse the golden arches.
" "Getting into the customer'd mind is almost more importantg than getting into theright neighborhood," Henry Retail interiors are very much about a brand. But successx breeds copycats, so smart merchants will retool theier brands and reconfigure them once theybecomse diluted. "All retailers have to evolvew and refreshtheir looks," Barriscale said. "s lifetime of the typical store theswe days is about five years for asmall store, and departmenyt stores are constantly undergoing renovation.
" RYA Desigmn Consultancy is working on the new 340,000-square-foot that will open on Missiom Street in the fall, and Barriscale said that being able to evolvd and adapt to its customers' changing tastes is built into its architectural design. The San Francisco Bloomingdale's flagship will feature smaller retail spacexs that operate as specialty stores within the bigdepartmentf store. Bloomingdale's tried out that architectural approach inits smaller-formagt SoHo store in New York and found that customerse responded with their wallets, Barriscalr said.
"The Mission store will be more like a series of specialtyy shops bundled together underfthe Bloomingdale's umbrella," Barriscale said. Understanding a store'sw customers and creating an environment with them in mind is cruciao toretail success, and means that retail architecturew is not pure architecture. Industry leaders incorporate elements ofconsumere psychology, brand strategy and packaging into their and some even participate in developing new concepts. Gensledr did that with , which launchec One Thousand Steps, and RYA workef closely with Bebe when it decided to rollout stores.
Especiallg for large, multi-channel retailers, the in-store experience is one big brandinf opportunity. Channel consistency is key, and that, too, can be achieves by design. "Retail is a critical part of abrand experience," said Davidc Zapata, creative director for Fitch's San Francisco office. "Apple is a terrificx example where itsweb site, retail and the customer's experience with the product are all seamlessly integrated in your absolute delighy in this technology and your sense of accessing something and that you're special as a result." The righg look can boost sales, though authenticity is key.
As customerws become more sophisticated, design can't do it all; therre must be substance to the brand beneath thecosmeticf surface. "In terms of keeping environments current, branda are more appreciative of the need for refreshment than they have Zapata said. That is good news for the retailarchitecture field, where keeping ahead of the fashiom curve means retail architects have built-in "When we design, we designh with the idea that this concept be replicated many That's key to how we do it," Henryh said.
Gensler designed the Forever 21 stor e on Powell Street in San from the preservation of thehistoricap façade to the addition of a mezzanin e to the 40,000-square-foot interior. That gig led to Gensled assisting inForever 21's new flagship in SoHo. Gensler has also designerd the new storein Dallas, has assissted with the new Bostoh store, and will be workinvg with Barneys on its upcoming San Francisco store. It is workinfg on the store that will open this yearat , and couldf have a hand in future stores as Williams-Sonomza expands its new Successful retail architecture expresses retail strategy through a built environment.
"While we would love to come in and creatse an odeto architecture, that's not what it's about in retail," Henry said. "Architecture can'tf over-dominate the product," Bodziner added. "In architecture always plays asupporting role; it's not the main event."
Thursday, September 9, 2010
Power co-op looks to grow 'green' power - Baltimore Business Journal:
http://www.iwannalink.com/index.php?s=D&c=489
William Berg, Dairyland president and CEO, said the co-op is also spendinfg $400 million in in environmentaol control equipmentat coal-fired power plantsa and promoting energy conservation, includinb a program in which it gives away energy-efficienyt compact fluorescent light bulbs. Dairyland is looking to investin 'green' technologies and expandf its electricity generation from various renewable energh sources, including wind, landfill gas, animal wastw and hydroelectric power. Dairyland reportesd that its earnings for 2008 decline dto $11.3 million, compared with $14.34 million in 2007.
Management noted that fuel to operate Dairyland’s generating facilities, primarily coal, continues to be Dairyland’s largest annual The rising costs contributed to anaverage 9.8 percenft increase in wholesale rates in 2008. Total operatin revenue for 2008 increasedto $373. million, up 14 percen t compared with $328.5 million in 2007. Electric sales also increasecdin 2008, with total sales up 8 Dairyland Power provides wholesale electricity to 25 membee distribution cooperatives and 16 municipal
William Berg, Dairyland president and CEO, said the co-op is also spendinfg $400 million in in environmentaol control equipmentat coal-fired power plantsa and promoting energy conservation, includinb a program in which it gives away energy-efficienyt compact fluorescent light bulbs. Dairyland is looking to investin 'green' technologies and expandf its electricity generation from various renewable energh sources, including wind, landfill gas, animal wastw and hydroelectric power. Dairyland reportesd that its earnings for 2008 decline dto $11.3 million, compared with $14.34 million in 2007.
Management noted that fuel to operate Dairyland’s generating facilities, primarily coal, continues to be Dairyland’s largest annual The rising costs contributed to anaverage 9.8 percenft increase in wholesale rates in 2008. Total operatin revenue for 2008 increasedto $373. million, up 14 percen t compared with $328.5 million in 2007. Electric sales also increasecdin 2008, with total sales up 8 Dairyland Power provides wholesale electricity to 25 membee distribution cooperatives and 16 municipal
Tuesday, September 7, 2010
Antony and the Johnsons Added to White Light Fest - Wall Street Journal
http://www.forum-portal.org/index.php?s=D&c=489
Antony and the Johnsons Added to White Light Fest Wall Street Journal Also newly added: Antony and the Johnson, the soulful, New York-based chamber-pop group whose new EP, "Thank You For Your Love," has earned strong reviews, ... |
Monday, September 6, 2010
How we relate to the real world in our digital age - Charlotte Observer
http://www.stroysm.ru/455/462/
Charlotte Observer | How we relate to the real world in our digital age Charlotte Observer Q. What are some characteristics of cities and neighborhoods that promote social interaction? Mass transit, green public spaces sponsored by businesses, ... |
Saturday, September 4, 2010
Cincinnati Fine Arts Fund campaign falling short - Business Courier of Cincinnati:
http://www.blier.ru/?page_id=118
Scott Provancher, vice president and campaign director at the Fine Arts said the campaign has raised about 65 percentg of its goal to orroughly $7.6 million. That’s 8 percen t less than the campaign had hoped to raise by this time to meetits $12 millio goal. If that trend holds true, the campaign will fall $960,000p short of the $12 million raised last year. To closee the gap, local arts organizations are talking up the campaigj every chance they get from now through its conclusiojnApril 30, Provancher said. The Fine Arts Fund also is promotin a challenge grant fromthe . The foundationm will match any new gifte to the Fine Arts Fund upto $100,000.
“We’re hoping it gives us a little bit of push for the next couplde of weeks to makesure we’re not leaving any opportunityh on the table,” he said. “In terme of where we realistically are going toend up, it’sd really hard for us to tell at this Provancher said the good news is that the campaign hasn’ft seen many past donorsd drop out completely. Rather, many loyal donors are giving lessthis year. “Thougj we’re tracking behind in terms of revenue where we wantto be, the supporg has been unbelievable,” he said.
“There’s a real sense that the heritage of arts and culturr here in town runspretthy deep, and we’re clearly seeing some of the correctiohn that a lot of other industriez are seeing.” Provancher said he hopes that concentrating on new, smalk gifts will help close the gap and broadenh the base of donors to the Fine Arts Fund for futurw years. And the Fine Arts Fund is tapping into everty channel possible todo it, including Twitter and direct he said. The Fine Arts Fund was founded in 1927 as the Cincinnatii Institute ofFine Arts. It support local arts institutions through fundraising andsupport services.
The annual campaigb was established in 1949 as the first unitedc arts fund in the country and has raiser morethan $200 million for its membe r organizations.
Scott Provancher, vice president and campaign director at the Fine Arts said the campaign has raised about 65 percentg of its goal to orroughly $7.6 million. That’s 8 percen t less than the campaign had hoped to raise by this time to meetits $12 millio goal. If that trend holds true, the campaign will fall $960,000p short of the $12 million raised last year. To closee the gap, local arts organizations are talking up the campaigj every chance they get from now through its conclusiojnApril 30, Provancher said. The Fine Arts Fund also is promotin a challenge grant fromthe . The foundationm will match any new gifte to the Fine Arts Fund upto $100,000.
“We’re hoping it gives us a little bit of push for the next couplde of weeks to makesure we’re not leaving any opportunityh on the table,” he said. “In terme of where we realistically are going toend up, it’sd really hard for us to tell at this Provancher said the good news is that the campaign hasn’ft seen many past donorsd drop out completely. Rather, many loyal donors are giving lessthis year. “Thougj we’re tracking behind in terms of revenue where we wantto be, the supporg has been unbelievable,” he said.
“There’s a real sense that the heritage of arts and culturr here in town runspretthy deep, and we’re clearly seeing some of the correctiohn that a lot of other industriez are seeing.” Provancher said he hopes that concentrating on new, smalk gifts will help close the gap and broadenh the base of donors to the Fine Arts Fund for futurw years. And the Fine Arts Fund is tapping into everty channel possible todo it, including Twitter and direct he said. The Fine Arts Fund was founded in 1927 as the Cincinnatii Institute ofFine Arts. It support local arts institutions through fundraising andsupport services.
The annual campaigb was established in 1949 as the first unitedc arts fund in the country and has raiser morethan $200 million for its membe r organizations.
Friday, September 3, 2010
Aggressive driving faulted for Route 7 accident - Albany Times Union
http://all-floors-contractors.net
Aggressive driving faulted for Route 7 accident Albany Times Union ... night killed one person, injured several others and closed the highway in both directions between I-787 and the Northway for hours, State Police said. ... Fatal crash shuts Route 7 One Killed In Fiery, Five Car Crash In Colonie |
Wednesday, September 1, 2010
Rising costs give S.F. restaurants indigestion - Austin Business Journal:
http://www.turkattacker.org/index.php?topic=6405.0
In addition to the cost of recentf San Francisco ordinances mandating employerhealthb care, paid sick leave and an increaswe in the city's mimimumj wage, sharply rising food costs are takint a further bite out of restaurant owners. Gas may be the finakl straw. Even as their own energy costs for things like refrigeratiohn and air conditioning restaurants are finding that their vendors anddistributorzs -- the produce and meat the liquor man, florist and linenj company -- are employing the same tactics restaurantsz have tried to varyinfg degrees: adding a surcharge to the , a major national dry goodas distributor, is now charging a $9 fuel surcharge per and that's but one of the restaurant's regulafr accounts.
Vendors passing along a fuel feeis "nott a new concept," said Kevin Westlye, executive director of the , but he adde d that "we haven't seen it at this level for some Same with food inflation, which is the worst it's been in two decades. Restaurants have tried to keep pace by raising and over the pastthree years, menu pricex are up about 40 percent, Westlye He noted that as recently as the majority of entréezs on most menus were in the and now they are in the mid- to Indeed, as any business diner knows, numerous restaurant s around town have nary an entrée under $30.
Yet there'z a limit to what restaurateura can pass along to especially with the economic outloomkso uncertain. "You can only raise prices so so basically, we eat it," said Dan Scherotter, owner of Palii d'Asti in San Francisco's Financial He and others are scratching their heads to come up with reasonabld solutions astheir margins, already small, continued to shrink. Nationally, average pre-tac restaurant margins are 4.6 Westlye said. In San Francisco, they're half Some restaurants are cutting portion but that's not kosher in an Italianj restaurant, Scherotter said.
Others are boostin g prices, subbing cheaper cuts of meat like lamb loins for rackwsof lamb, streamlining operations or some combinationm of all, as at Palio where sales are up but profits are down. The restauranty has also addeda $2 covert charge. "We look to see how we can balance it saidPete Sittnick, general managef of and . "We will pass some costs on to guestss by raisingmenu prices, but we'l l also look at how we can maximizs our own efficiencies without sacrificing any servicde to the guest.
" That means that Epic and Waterba r have reduced employee hours at non-peak times and foregone flowedr arrangements in the men's Epic still uses a napkin that's 5 cents more expensive than the but for now, Sittnick sees valure there. Far more troubling is the linen company's new deliveru fee of $3 to $5 per run. Tim Stannard at said he'e trying to hold the line on pricee at Spruce and Village Pub in Woodsidesincr it's hard to bringt prices back down once they'vee gone up. Some vendors, like produce distributor have resisted thedelivery surcharge.
Frank Ballentine, vice presidengt and general manager, said he encouragees customers to placemore accurate, largedr orders to reduce the number of weeklg deliveries. Greenleaf has also added new products to help customersincreasde orders. But Greenleaf will now chargewfor second, emergency orders. "Somw (vendors) say we'll tack on a fuel charger so we don't raise our prices, and others just bury it in theie prices," Sittnick said. "It's the same strategy the restaurante use, really.
"
In addition to the cost of recentf San Francisco ordinances mandating employerhealthb care, paid sick leave and an increaswe in the city's mimimumj wage, sharply rising food costs are takint a further bite out of restaurant owners. Gas may be the finakl straw. Even as their own energy costs for things like refrigeratiohn and air conditioning restaurants are finding that their vendors anddistributorzs -- the produce and meat the liquor man, florist and linenj company -- are employing the same tactics restaurantsz have tried to varyinfg degrees: adding a surcharge to the , a major national dry goodas distributor, is now charging a $9 fuel surcharge per and that's but one of the restaurant's regulafr accounts.
Vendors passing along a fuel feeis "nott a new concept," said Kevin Westlye, executive director of the , but he adde d that "we haven't seen it at this level for some Same with food inflation, which is the worst it's been in two decades. Restaurants have tried to keep pace by raising and over the pastthree years, menu pricex are up about 40 percent, Westlye He noted that as recently as the majority of entréezs on most menus were in the and now they are in the mid- to Indeed, as any business diner knows, numerous restaurant s around town have nary an entrée under $30.
Yet there'z a limit to what restaurateura can pass along to especially with the economic outloomkso uncertain. "You can only raise prices so so basically, we eat it," said Dan Scherotter, owner of Palii d'Asti in San Francisco's Financial He and others are scratching their heads to come up with reasonabld solutions astheir margins, already small, continued to shrink. Nationally, average pre-tac restaurant margins are 4.6 Westlye said. In San Francisco, they're half Some restaurants are cutting portion but that's not kosher in an Italianj restaurant, Scherotter said.
Others are boostin g prices, subbing cheaper cuts of meat like lamb loins for rackwsof lamb, streamlining operations or some combinationm of all, as at Palio where sales are up but profits are down. The restauranty has also addeda $2 covert charge. "We look to see how we can balance it saidPete Sittnick, general managef of and . "We will pass some costs on to guestss by raisingmenu prices, but we'l l also look at how we can maximizs our own efficiencies without sacrificing any servicde to the guest.
" That means that Epic and Waterba r have reduced employee hours at non-peak times and foregone flowedr arrangements in the men's Epic still uses a napkin that's 5 cents more expensive than the but for now, Sittnick sees valure there. Far more troubling is the linen company's new deliveru fee of $3 to $5 per run. Tim Stannard at said he'e trying to hold the line on pricee at Spruce and Village Pub in Woodsidesincr it's hard to bringt prices back down once they'vee gone up. Some vendors, like produce distributor have resisted thedelivery surcharge.
Frank Ballentine, vice presidengt and general manager, said he encouragees customers to placemore accurate, largedr orders to reduce the number of weeklg deliveries. Greenleaf has also added new products to help customersincreasde orders. But Greenleaf will now chargewfor second, emergency orders. "Somw (vendors) say we'll tack on a fuel charger so we don't raise our prices, and others just bury it in theie prices," Sittnick said. "It's the same strategy the restaurante use, really.
"
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