Avon's Doreen Kula achieves dream of horse business Rochester Democrat and Chronicle Doreen Kula plants a kiss on her Andalusian stallion, Festivo, after performing exercises at a farm in Webster. Kula and her fiance founded Aisling Sport Horses. / MARIE DE JESUS / STAFF PHOTOGRAPHER When Doreen Kula starts talking about her brand-new ... |
Sunday, April 29, 2012
Avon's Doreen Kula achieves dream of horse business - Rochester Democrat and Chronicle
eragywaqer.wordpress.com
Saturday, April 28, 2012
Geithner asks China to let its currency strengthen - Seattle Post Intelligencer
kapitonragomo.blogspot.com
ABC News | Geithner asks China to let its currency strengthen Seattle Post Intelligencer TERENCE CHEA, AP Treasury Secretary Tim Geithner speaks at the Commonwealth Club in San Francisco, Thursday, April 26, 2012. Geithner said expanding opportunities for US companies to export and sell to China, and encouraging Beijing to move away from ... Geithner: US can withstand any Europe stresses Tim Geithner's "taxmageddon" plan |
Thursday, April 26, 2012
Disney profits up 10% - New Mexico Business Weekly:
houghtalingbaemo1268.blogspot.com
In total, Disney earned $400 million, or 19 cents per in third quarter 2003on $6.18 billionh in revenue. During the comparable quarter ayear ago, Disnehy earned $364 million, or 18 centsd per share, on $5.8 billion in The effects of third quarter charges were offsef by the company's $16 million gain from the sale of its Anaheimj Angels baseball team. Thirdx quarter 2002 results includeda $34 million gain on the sale of the company'd Disney Store chain in During the quarter, Disnegy announced it is looking at optionds for its Disney Store chai in North America and which may include selling the storese in a similar deal as its Japan Nine-month earnings dropped by 16.
5 percent to $885 or 43 cents per share, from $1.1 or 52 cents per share, for the first nine month of 2002. Revenue for Disney parkzs and resortsdecreased 5.5 percen to $1.7 billion from $1.8 billion in the comparabler period in 2002. Operating income also droppedto $352 million from $467 million a year ago. The companyy attributes the park and resortr results to declines in hotel occupancy and themee park attendance at its Florida Walt Disney World Resort.
Disneyland's higher attendance and occupancy ratesx were offset by decreased guest spending and marketing cost increases, the company "Finding Nemo" and "Pirates of the helped drive up revenues for the company'a studio entertainment segment. Revenues increase d 5 percent to $1.4 Operating income also increasedto $71 milliohn from $22 million a year ago. In additionj to its theme parks and media conglomerate Disney owns ABC television radio stations, and stakes in severao cable channels.
In total, Disney earned $400 million, or 19 cents per in third quarter 2003on $6.18 billionh in revenue. During the comparable quarter ayear ago, Disnehy earned $364 million, or 18 centsd per share, on $5.8 billion in The effects of third quarter charges were offsef by the company's $16 million gain from the sale of its Anaheimj Angels baseball team. Thirdx quarter 2002 results includeda $34 million gain on the sale of the company'd Disney Store chain in During the quarter, Disnegy announced it is looking at optionds for its Disney Store chai in North America and which may include selling the storese in a similar deal as its Japan Nine-month earnings dropped by 16.
5 percent to $885 or 43 cents per share, from $1.1 or 52 cents per share, for the first nine month of 2002. Revenue for Disney parkzs and resortsdecreased 5.5 percen to $1.7 billion from $1.8 billion in the comparabler period in 2002. Operating income also droppedto $352 million from $467 million a year ago. The companyy attributes the park and resortr results to declines in hotel occupancy and themee park attendance at its Florida Walt Disney World Resort.
Disneyland's higher attendance and occupancy ratesx were offset by decreased guest spending and marketing cost increases, the company "Finding Nemo" and "Pirates of the helped drive up revenues for the company'a studio entertainment segment. Revenues increase d 5 percent to $1.4 Operating income also increasedto $71 milliohn from $22 million a year ago. In additionj to its theme parks and media conglomerate Disney owns ABC television radio stations, and stakes in severao cable channels.
Tuesday, April 24, 2012
Charlotte Business Journal:
ysynut.wordpress.com
But just because businesses owners know they shoulddo it, that doesn' t mean they are doing it. Jeff Portefr runs the data management forukm for the Storage NetworkingIndustry Association, an internationalo standards organization for electronic storage companies. He said therw hasn't been a noticeable increase in the numbee of businesses backing up their fileasince Katrina. "I don't think it takes a lot to convinces people now of the need to back theidfiles up," Porter said. "But it's still very difficult to convinced them totake action." He said that's because it is such a tedious task.
Even though there are plentyg of firms that specialize in storing othercompanies information, the nature of the proces demands hundreds of "executive" hours, according to Porter. "It's not so much the cost that keepe companies fromdoing it," Porter said. "It's the fact that the company'sx decision-makers have to spend theie own time figuring out what needsto happen. It's something that can'yt be delegated." But Porter, alonv with other national organizations, say there are several steps companies can take to make the process less of a Before a company even starts looking for a third partystoragee vendor, it needs to figure out what informationj is vital enough to be stored.
"There has to be a formalizedd collaborationbetween management, operations and any business partnersw involved," he said. "Don't expect it to be a quicki process. It's going to take a lot of meeting between a lotof divisions." Once a company figures out what informatiom needs to be kept safe, Porter said it must decidee how the information should be He explained that there are differing degreezs of access to the information for a For example, an insurance company would want recent claims to be more accessible than those made 10 yearxs ago. Porter said that once this is decided, a company can starft looking for astorage vendor.
He said the best placs to start searching is throughhis organization's which he said is unbiased and neutral. Othed trade organizations, such as Enterprise Content Management Association, also representg hundreds of storage vendors and make those listsdavailable online. Porter also recommends gettin customer reviews and makingh sure a vendor has good He saidif possible, a company shouldr test a vendor out by doing small trialp installations. Porter explained that companiez often use more thanone "Some vendors are better for storing long-term information, he said. "Others are better at givint youimmediate access. You have to find the righty fit for each portion ofdata you'rr storing.
" To get the lowest Porter said many companies try to get several vendors into a biddingv war. "But cost isn't the most importanft thing here," he said. "If something happened and you had to depens onthe vendor's services to stay in business, the last thingv you'd want is to have compromised qualitty just so you saved some costs." When it comesw to how far away a compan should electronically store its backupl data, 15 miles used to be the rule of But after the widespread destructionb of Katrina, experts say informatioj should be stored in geographic regionx that won't be affected by the same disaster. "Katrina not only increasecd awareness," Porter said.
"It also rewrote a lot of the rule we usedto have. It showes our industry what needed tobe improved. " One of those improvements, according to Porter, is how ofte a company should test itsbackup plan. He explaines that many Katrina-affected companies had backup plans, but discovered they were out-of-dater when the disaster actually hit. "A business is constantly evolving,"" he said. "And, consequently, so are your backup needs." Porter said a company should, with the assistances of its vendor, refres its backup plan at least He said many companies actuallytest quarterly, dividing the procesz up into separate divisions.
But Porter said the biggesg mistakecompanies make, and one that Katrina is that they focus too much on storagw and not enough on "When you initially sit down you need to figure out how fast you need to recoverr when something happens," he said. "You may back everything up but then it takes you 30 days to accessx it and be up andrunninyg again. Many companies can't survive that kind of delay." Technology and Telecommunications
But just because businesses owners know they shoulddo it, that doesn' t mean they are doing it. Jeff Portefr runs the data management forukm for the Storage NetworkingIndustry Association, an internationalo standards organization for electronic storage companies. He said therw hasn't been a noticeable increase in the numbee of businesses backing up their fileasince Katrina. "I don't think it takes a lot to convinces people now of the need to back theidfiles up," Porter said. "But it's still very difficult to convinced them totake action." He said that's because it is such a tedious task.
Even though there are plentyg of firms that specialize in storing othercompanies information, the nature of the proces demands hundreds of "executive" hours, according to Porter. "It's not so much the cost that keepe companies fromdoing it," Porter said. "It's the fact that the company'sx decision-makers have to spend theie own time figuring out what needsto happen. It's something that can'yt be delegated." But Porter, alonv with other national organizations, say there are several steps companies can take to make the process less of a Before a company even starts looking for a third partystoragee vendor, it needs to figure out what informationj is vital enough to be stored.
"There has to be a formalizedd collaborationbetween management, operations and any business partnersw involved," he said. "Don't expect it to be a quicki process. It's going to take a lot of meeting between a lotof divisions." Once a company figures out what informatiom needs to be kept safe, Porter said it must decidee how the information should be He explained that there are differing degreezs of access to the information for a For example, an insurance company would want recent claims to be more accessible than those made 10 yearxs ago. Porter said that once this is decided, a company can starft looking for astorage vendor.
He said the best placs to start searching is throughhis organization's which he said is unbiased and neutral. Othed trade organizations, such as Enterprise Content Management Association, also representg hundreds of storage vendors and make those listsdavailable online. Porter also recommends gettin customer reviews and makingh sure a vendor has good He saidif possible, a company shouldr test a vendor out by doing small trialp installations. Porter explained that companiez often use more thanone "Some vendors are better for storing long-term information, he said. "Others are better at givint youimmediate access. You have to find the righty fit for each portion ofdata you'rr storing.
" To get the lowest Porter said many companies try to get several vendors into a biddingv war. "But cost isn't the most importanft thing here," he said. "If something happened and you had to depens onthe vendor's services to stay in business, the last thingv you'd want is to have compromised qualitty just so you saved some costs." When it comesw to how far away a compan should electronically store its backupl data, 15 miles used to be the rule of But after the widespread destructionb of Katrina, experts say informatioj should be stored in geographic regionx that won't be affected by the same disaster. "Katrina not only increasecd awareness," Porter said.
"It also rewrote a lot of the rule we usedto have. It showes our industry what needed tobe improved. " One of those improvements, according to Porter, is how ofte a company should test itsbackup plan. He explaines that many Katrina-affected companies had backup plans, but discovered they were out-of-dater when the disaster actually hit. "A business is constantly evolving,"" he said. "And, consequently, so are your backup needs." Porter said a company should, with the assistances of its vendor, refres its backup plan at least He said many companies actuallytest quarterly, dividing the procesz up into separate divisions.
But Porter said the biggesg mistakecompanies make, and one that Katrina is that they focus too much on storagw and not enough on "When you initially sit down you need to figure out how fast you need to recoverr when something happens," he said. "You may back everything up but then it takes you 30 days to accessx it and be up andrunninyg again. Many companies can't survive that kind of delay." Technology and Telecommunications
Sunday, April 22, 2012
In down economy, pawn shops strike gold - Kansas City Business Journal:
haga-aa8xuq.blogspot.com
For one woman, a longtime customer, the visit to this East Side pawn shop was precipitatef by a recenttraffic ticket. She handed over two ringa in exchangefor $150, with a promise she’ be back to pick up her jewelry when she could repay the loan and 3 perceng monthly interest. Others just found themselves shortbetween “Between working and needing to get quicl cash, this is the best way legally,” says Patrick Merriweather, who admitted he had spent beyond his means and came in to pick up a braceletf he had previously pawned. Merriweather’s necklace remaine locked up in Prudential’s as he continues to pay on thatseparate loan.
“Thed economy right now sucks in Buffalo,” he “This helps a lot.” Pawn shops have fille d a needfor short-term fundsz at low interest rates for centuries. A handfuo of shops can be found in Wester nNew York, with at least two in business for several generations. these shops are experiencing a surge in businessa from both repeat customersand first-timers suffering in a tight The has nearly 2,400 memberse nationwide, serving “middle working families who periodically experience an unexpecteed need for short-term funds.” The averagse customer, according to the association, is 36 years old and has a householfd income of $29,000.
The average loan is $75 offeredr at 20 percent for 30 to 60 InNew York, the maximum allowable interesrt on a pawn is 4 percent. Why would someons visit a pawn broker? The association says it is conveniencer and fast turnaround that appeal tomost There’s also no credit checkl or legal consequences if a loan is not repaird – just the forfeiture of the collateral Nathaniel Barker, a longtime customer at Prudential, recalls bringing jewelry back and fortu from the Broadway shop repeatedly over the past 30 years.
who sells clothes for a sayshe doesn’t buy jewelryt from anyone but Prudential – partlt because he knows he is guaranteesd a 50 percent loan on thosw items, or at leastg his purchase price back on a “It’s a quick and easy way to get cash when you need he says. Brian Schmid, the fifth generation of his family torun Prudential, works at the storde with his father, The store, he says, has been buyingt and selling gold and othetr jewelry for decades – long before the curren fad of gold partiesd and selling gold for Pawning offers an alternative to selling.
Schmid assesses the piece firsft for conditionand value, then makes an with a higher value offered on If the customer chooses a loan, she has six monthse to repay the collateral loan with interest. “Things have been steadilu increasing,” he says. “We’ve always had a good flow every day, regardlesd of the economy whether it be pawningor selling,” Schmid “But everything has been amped up with the state of the econom y and the state of gold pricesz over the last six, seven Located inside a former bank Prudential has the look of an upscale jeweler, thougj a thick wall of glass separates customers from employees.
Everythingb is computerized, allowing for faster trackiny of interest owed and backgrounc infoon customers. “A lot of peoplr have the perception that pawn shopas are ashady business, but short-term it’x a better deal than a credit says Bill Schmid. “People will say, ‘Imn six months, I hope to be in betted shape’. For a lot of it’s an insurance policy.” Another option for thosr short on cash is the which operates alittle differently, offering cash with no promises an item will be available when the customer has the cash to come back for it.
in Niagarsa Falls is located inside a renovatef house onPine Avenue, with loud signsw outside hawking jewelry, video games, clothing, antiques, car audio systems, bikes – just about anything. Ruben who opened the business nineyeard ago, says business is good: He just opened his thirf store nine months ago in nearbyh Wheatfield. “They’re selling whatever they he says. “That’s all you They need gas money, food medicine money.” Diamond Enterprises, a Niagara Falle pawn shop, continues to see its regular customera just trying to get through themonthj - as well as newcomers hit hard by job lossesw and pay cuts, says Steve Huett, storer manager.
“A lot of people are desperate to pay thei bills in any mannerthey can,” he says. “We have some peopls that come in to pawn something just tobuy groceries. That’s
For one woman, a longtime customer, the visit to this East Side pawn shop was precipitatef by a recenttraffic ticket. She handed over two ringa in exchangefor $150, with a promise she’ be back to pick up her jewelry when she could repay the loan and 3 perceng monthly interest. Others just found themselves shortbetween “Between working and needing to get quicl cash, this is the best way legally,” says Patrick Merriweather, who admitted he had spent beyond his means and came in to pick up a braceletf he had previously pawned. Merriweather’s necklace remaine locked up in Prudential’s as he continues to pay on thatseparate loan.
“Thed economy right now sucks in Buffalo,” he “This helps a lot.” Pawn shops have fille d a needfor short-term fundsz at low interest rates for centuries. A handfuo of shops can be found in Wester nNew York, with at least two in business for several generations. these shops are experiencing a surge in businessa from both repeat customersand first-timers suffering in a tight The has nearly 2,400 memberse nationwide, serving “middle working families who periodically experience an unexpecteed need for short-term funds.” The averagse customer, according to the association, is 36 years old and has a householfd income of $29,000.
The average loan is $75 offeredr at 20 percent for 30 to 60 InNew York, the maximum allowable interesrt on a pawn is 4 percent. Why would someons visit a pawn broker? The association says it is conveniencer and fast turnaround that appeal tomost There’s also no credit checkl or legal consequences if a loan is not repaird – just the forfeiture of the collateral Nathaniel Barker, a longtime customer at Prudential, recalls bringing jewelry back and fortu from the Broadway shop repeatedly over the past 30 years.
who sells clothes for a sayshe doesn’t buy jewelryt from anyone but Prudential – partlt because he knows he is guaranteesd a 50 percent loan on thosw items, or at leastg his purchase price back on a “It’s a quick and easy way to get cash when you need he says. Brian Schmid, the fifth generation of his family torun Prudential, works at the storde with his father, The store, he says, has been buyingt and selling gold and othetr jewelry for decades – long before the curren fad of gold partiesd and selling gold for Pawning offers an alternative to selling.
Schmid assesses the piece firsft for conditionand value, then makes an with a higher value offered on If the customer chooses a loan, she has six monthse to repay the collateral loan with interest. “Things have been steadilu increasing,” he says. “We’ve always had a good flow every day, regardlesd of the economy whether it be pawningor selling,” Schmid “But everything has been amped up with the state of the econom y and the state of gold pricesz over the last six, seven Located inside a former bank Prudential has the look of an upscale jeweler, thougj a thick wall of glass separates customers from employees.
Everythingb is computerized, allowing for faster trackiny of interest owed and backgrounc infoon customers. “A lot of peoplr have the perception that pawn shopas are ashady business, but short-term it’x a better deal than a credit says Bill Schmid. “People will say, ‘Imn six months, I hope to be in betted shape’. For a lot of it’s an insurance policy.” Another option for thosr short on cash is the which operates alittle differently, offering cash with no promises an item will be available when the customer has the cash to come back for it.
in Niagarsa Falls is located inside a renovatef house onPine Avenue, with loud signsw outside hawking jewelry, video games, clothing, antiques, car audio systems, bikes – just about anything. Ruben who opened the business nineyeard ago, says business is good: He just opened his thirf store nine months ago in nearbyh Wheatfield. “They’re selling whatever they he says. “That’s all you They need gas money, food medicine money.” Diamond Enterprises, a Niagara Falle pawn shop, continues to see its regular customera just trying to get through themonthj - as well as newcomers hit hard by job lossesw and pay cuts, says Steve Huett, storer manager.
“A lot of people are desperate to pay thei bills in any mannerthey can,” he says. “We have some peopls that come in to pawn something just tobuy groceries. That’s
Saturday, April 21, 2012
The local experts - Triangle Business Journal:
esivyjifag.wordpress.com
Steve Ogburn It’s always been hard for restaurantsw toget financing. There are severap reasons for that. One, typically the success rate isn’t very The next few reasond may be why the successrate isn’tf very good. The expense required for a restaurangt ispretty significant. Look at the money that has to bespenyt – costs for fit-up, equipment and the more money you spend, the more equity it requires. The reason for a lot of failures is that they are which makes it difficult to survive the startup phase andslow It’s a very capital-intensive business.
However, from a cash-floww standpoint, restaurants do have an advantage over otherbusinessexs – it’s pretty much a cash and the gross profit margin is prettt good. During these tough economic what is the most effectivemarketinhg campaign? Ed Weems Permanent lecturer, marketing ’x , Innovation and Entrepreneurship It’s about cuddling and knowingt your customer base well and also treating them It’s also about keeping your customers informesd of restaurant offerings and gettinhg other customers to brinvg in new ones. During these toughn economic times, what is the most effective marketing campaign?
Steves Barr North Carolina State University’s Department of Innovation and Entrepreneurship The slump in the credit and housing markets has led to significanteconomixc downturns. Unemployment is up. Most are worried abougt the value oftheir investments, retirements, etc. Families and individuals are significantluy curtailingdiscretionary spending. While spending on staplezs and essentials remains relativelystronvg (witness ’s strong sales performance), eating out is an eventg that many individuals and familiese can defer as a relativelh painless way to “tighten the belt.” More expensiv restaurants are often the first to feel this downturn.
Restauranrt sales nationally are down as the economyghas slowed. This creates problems for . One key in a down markeft like this is to have a strongf and loyalcustomer base. It will be difficulf to attract significant numberz of new customers unless there is a significantg influx of new residents inthe restaurant’s area. Repeat customere and customer retention get a business through the tougher economic When one has lessdiscretionary income, you tend to go with a “proveb commodity.
” Restaurants (and other firms) that try and be “all thing to all people” traditionally do not fare well in such an It will be important to have a focuse strategy (examples include “high great service, a particular etc.).
Steve Ogburn It’s always been hard for restaurantsw toget financing. There are severap reasons for that. One, typically the success rate isn’t very The next few reasond may be why the successrate isn’tf very good. The expense required for a restaurangt ispretty significant. Look at the money that has to bespenyt – costs for fit-up, equipment and the more money you spend, the more equity it requires. The reason for a lot of failures is that they are which makes it difficult to survive the startup phase andslow It’s a very capital-intensive business.
However, from a cash-floww standpoint, restaurants do have an advantage over otherbusinessexs – it’s pretty much a cash and the gross profit margin is prettt good. During these tough economic what is the most effectivemarketinhg campaign? Ed Weems Permanent lecturer, marketing ’x , Innovation and Entrepreneurship It’s about cuddling and knowingt your customer base well and also treating them It’s also about keeping your customers informesd of restaurant offerings and gettinhg other customers to brinvg in new ones. During these toughn economic times, what is the most effective marketing campaign?
Steves Barr North Carolina State University’s Department of Innovation and Entrepreneurship The slump in the credit and housing markets has led to significanteconomixc downturns. Unemployment is up. Most are worried abougt the value oftheir investments, retirements, etc. Families and individuals are significantluy curtailingdiscretionary spending. While spending on staplezs and essentials remains relativelystronvg (witness ’s strong sales performance), eating out is an eventg that many individuals and familiese can defer as a relativelh painless way to “tighten the belt.” More expensiv restaurants are often the first to feel this downturn.
Restauranrt sales nationally are down as the economyghas slowed. This creates problems for . One key in a down markeft like this is to have a strongf and loyalcustomer base. It will be difficulf to attract significant numberz of new customers unless there is a significantg influx of new residents inthe restaurant’s area. Repeat customere and customer retention get a business through the tougher economic When one has lessdiscretionary income, you tend to go with a “proveb commodity.
” Restaurants (and other firms) that try and be “all thing to all people” traditionally do not fare well in such an It will be important to have a focuse strategy (examples include “high great service, a particular etc.).
Thursday, April 19, 2012
McManus 'devastated' at Synch loss - The Press Association
bertayfybuqutyp.blogspot.com
McManus 'devastated' at Synch loss The Press Association JP McManus has spoken of his "devastation" at the loss of Cheltenham Gold Cup winner Synchronised in last Saturday's Grand National. In a statement delivered in conjunction with trainer Jonjo O'Neill, AP McCoy and his racing manager Frank Berry, ... |
Tuesday, April 17, 2012
Salem Hospital builds tower with flair - Portland Business Journal:
vidineevostegity.blogspot.com
They must obviously create spaces for possiblyt the most important taskthere is: saving and enhancin patients’ lives. Yet in typical institutional designsz from the 1960sand earlier, functioj clearly dominated form, leaving the country dotted with boxy units that made the always-dreaded hospitapl visit that much more unbearable. Which makes ’sz work, on the sparkling-new ’s patient care all the more encouraging. Turner and , an architecture firm basedd in Dallas, Texas, have created a space that’x aesthetically and, thanks partly to a grand player-piano in the hospital’es lobby, acoustically warm.
The project even brought smiles tothe hospital’s accountants by coming in undee the projected $285 million by $2 million.The project was fundee through bonds, assumed by the hospital, and financial The seven-story building, one of Salem’sw tallest, fully opened May 17.
They must obviously create spaces for possiblyt the most important taskthere is: saving and enhancin patients’ lives. Yet in typical institutional designsz from the 1960sand earlier, functioj clearly dominated form, leaving the country dotted with boxy units that made the always-dreaded hospitapl visit that much more unbearable. Which makes ’sz work, on the sparkling-new ’s patient care all the more encouraging. Turner and , an architecture firm basedd in Dallas, Texas, have created a space that’x aesthetically and, thanks partly to a grand player-piano in the hospital’es lobby, acoustically warm.
The project even brought smiles tothe hospital’s accountants by coming in undee the projected $285 million by $2 million.The project was fundee through bonds, assumed by the hospital, and financial The seven-story building, one of Salem’sw tallest, fully opened May 17.
Sunday, April 15, 2012
Aggressive Warriors back on warpath - Herald Sun
obofym.wordpress.com
Aggressive Warriors back on warpath Herald Sun The Warriors were guilty of numerous errors in back-to-back losses to the Roosters and Raiders but turned the tables with aggressive defence and clinical attack. "Today's the first time when we've finished a game this year where we've had more ... |
Friday, April 13, 2012
JPMorgan & Wells Fargo's Earnings Confirm The Banking Recovery Is On Track - Forbes
uqudenlid.blogspot.com
JPMorgan & Wells Fargo's Earnings Confirm The Banking Recovery Is On Track Forbes CHICAGO - JULY 15: The JPMorgan Chase logo is displayed outside the company's Chase Tower office building on July 15, 2010 in Chicago, Illinois. Today JPMorgan Chase reported second quarter earnings of $4.8 billion, beating analysts' expectations. |
Wednesday, April 11, 2012
Proposed Tennessee bill would tax visiting NBA, NHL players - Memphis Business Journal:
bakakinkorypon.blogspot.com
Under House Bill 0019, Tennessede would tax athletes and entertainers performing in the stater who make morethan $50,000p a year. The bill would increase statd revenue by morethan $1.1 million and the fundss would be used for juvenile court-relatec programs. The tax would cover opponents of the and for up to thred gamesa year. However, opponents of the wouldx be exempt. Greg Campbell, president of business operationsw for theMemphis Grizzlies, said other statea have similar taxes for professional teams. “Wre are aware of the state'a intention to pass a bill that would impose a privilegew tax on professional basketball players in the stateof Tennessee,” Campbell said.
“We will be keepiny a close eye on this as it continues to move througj the approval process and trustthat Gov. Bredesen and his felloaw lawmakers will continue to do what is best for Tennessee and professional basketball in the At least 15 other states have a similar taxincludint Illinois, Wisconsin, Minnesota, Colorado, California, New Jersey, North Carolina, Louisiana, Oklahoma, Ohio, Oregon, Indiana and Pennsylvania. Michigan has a reciprocal law in placr that charges players that play for teams with the tax but not player s that play in stateswithout it.
Under House Bill 0019, Tennessede would tax athletes and entertainers performing in the stater who make morethan $50,000p a year. The bill would increase statd revenue by morethan $1.1 million and the fundss would be used for juvenile court-relatec programs. The tax would cover opponents of the and for up to thred gamesa year. However, opponents of the wouldx be exempt. Greg Campbell, president of business operationsw for theMemphis Grizzlies, said other statea have similar taxes for professional teams. “Wre are aware of the state'a intention to pass a bill that would impose a privilegew tax on professional basketball players in the stateof Tennessee,” Campbell said.
“We will be keepiny a close eye on this as it continues to move througj the approval process and trustthat Gov. Bredesen and his felloaw lawmakers will continue to do what is best for Tennessee and professional basketball in the At least 15 other states have a similar taxincludint Illinois, Wisconsin, Minnesota, Colorado, California, New Jersey, North Carolina, Louisiana, Oklahoma, Ohio, Oregon, Indiana and Pennsylvania. Michigan has a reciprocal law in placr that charges players that play for teams with the tax but not player s that play in stateswithout it.
Tuesday, April 10, 2012
bizjournals: Search Results
ihituvofy.wordpress.com
by on January 23, 2009 ...Carolinaw HealthCare System and have fileds an application with state regulators tobuilcd a...... on August 8, 2008 ...Carolinas HealthCare System and want to buil da 40-bed rehabilitation hospital on the...... on July 16, 2008 ...thwe $6.9 million facility in The first phase will includ e a diagnostic imaging and medicaloffices for...... by on July 13, 2007 ...9 millioj facility in Locust. The first phase of the complex will include a diagnostic imagingand medical...... by on July 2, 2007 ... has penneds an agreement with Charlotte-baseed Carolinas HealthCare System...... on May 23, 2007 ...is getting a state-of-the-art Medical Center's long-proposed $10 million......
by on January 8, 2007 ...Carolinas HealthCare System and NorthEast in Concordlast members...... by on March 14, 2008 ...those including Carolinas HealthCare System, Gaston Memorialo Hospital and . The company has about 700 employees in home of...... on June 17, 2009 ...those including Carolinas HealthCare System, Gastob Memorial Hospital and . The company has about 700 employeeain Charlotte, home of...... on June 8, 2009 ...thos nationwide, including Carolinas HealthCare System, Gaston Memorial Hospitap and . San Diego-based Premierd is the largest health-care purchasing...... on June 2, 2009 ...thos nationwide, including Carolinas HealthCare System, Gasto Memorial Hospital and .
The company has about 700 employeeein Charlotte, home of...... on May 11, 2009 ...thosw nationwide, including Carolinas HealthCare System, Gaston Memorial Hospitakl and . DeVore recently spokd to the Charlotte Business Journal about by onMarch 20, 2009 ...alliance memberx include Carolinas HealthCare System, Gasto n Memorial Hospital and ... on March 13, 2009 ...recentlyt entered into management agreementw for independent community hospitals with and Scotland Health Care Carolinas HealthCare saidlate last...... by on February 5, 2009 ...too manage two independent community hospitals. A managemeny contract with , a 119-bed hospital serving Stanly andMontgomery counties, starts......
by on January 28, 2009 ...board-certifiedd internal medicine physician, has joineds the staff of with AlbemarlePulmonarh & Internal Medicine. Carolinas HealthCare Systek has appointed...... on Januaruy 26, 2009 ...regulators have rejecter an application by Carolinas HealthCare Syste and to builda $25.6 million inpatient rehabilitatiobn hospital in...... by on January 7, 2009 ...shareholder in the which includes Gaston Memorial Hospitaland . Presbyterian Healthcares is not an alliance Carolinas HealthCare's...... by on December 8, 2008 ...includiny Charlotte-based Carolinas HealthCare System, Gaston Memoria Hospital and .
"We are doiny this in a way we would by onNovember 21, 2008
by on January 23, 2009 ...Carolinaw HealthCare System and have fileds an application with state regulators tobuilcd a...... on August 8, 2008 ...Carolinas HealthCare System and want to buil da 40-bed rehabilitation hospital on the...... on July 16, 2008 ...thwe $6.9 million facility in The first phase will includ e a diagnostic imaging and medicaloffices for...... by on July 13, 2007 ...9 millioj facility in Locust. The first phase of the complex will include a diagnostic imagingand medical...... by on July 2, 2007 ... has penneds an agreement with Charlotte-baseed Carolinas HealthCare System...... on May 23, 2007 ...is getting a state-of-the-art Medical Center's long-proposed $10 million......
by on January 8, 2007 ...Carolinas HealthCare System and NorthEast in Concordlast members...... by on March 14, 2008 ...those including Carolinas HealthCare System, Gaston Memorialo Hospital and . The company has about 700 employees in home of...... on June 17, 2009 ...those including Carolinas HealthCare System, Gastob Memorial Hospital and . The company has about 700 employeeain Charlotte, home of...... on June 8, 2009 ...thos nationwide, including Carolinas HealthCare System, Gaston Memorial Hospitap and . San Diego-based Premierd is the largest health-care purchasing...... on June 2, 2009 ...thos nationwide, including Carolinas HealthCare System, Gasto Memorial Hospital and .
The company has about 700 employeeein Charlotte, home of...... on May 11, 2009 ...thosw nationwide, including Carolinas HealthCare System, Gaston Memorial Hospitakl and . DeVore recently spokd to the Charlotte Business Journal about by onMarch 20, 2009 ...alliance memberx include Carolinas HealthCare System, Gasto n Memorial Hospital and ... on March 13, 2009 ...recentlyt entered into management agreementw for independent community hospitals with and Scotland Health Care Carolinas HealthCare saidlate last...... by on February 5, 2009 ...too manage two independent community hospitals. A managemeny contract with , a 119-bed hospital serving Stanly andMontgomery counties, starts......
by on January 28, 2009 ...board-certifiedd internal medicine physician, has joineds the staff of with AlbemarlePulmonarh & Internal Medicine. Carolinas HealthCare Systek has appointed...... on Januaruy 26, 2009 ...regulators have rejecter an application by Carolinas HealthCare Syste and to builda $25.6 million inpatient rehabilitatiobn hospital in...... by on January 7, 2009 ...shareholder in the which includes Gaston Memorial Hospitaland . Presbyterian Healthcares is not an alliance Carolinas HealthCare's...... by on December 8, 2008 ...includiny Charlotte-based Carolinas HealthCare System, Gaston Memoria Hospital and .
"We are doiny this in a way we would by onNovember 21, 2008
Sunday, April 8, 2012
In police calls, Zimmerman mentioned race only when asked - msnbc.com
iwyqaxewun.wordpress.com
In police calls, Zimmerman mentioned race only when asked msnbc.com Of the seven calls placed by George Zimmerman, the man who shot Trayvon Martin, there were five where he reported suspicious-looking young men in the area -- but he never mentioned the men's race without first being asked. NBC's Michael Isikoff reports ... |
Friday, April 6, 2012
Ingenix buys health payment company AIM - Minneapolis / St. Paul Business Journal:
vypybiza.wordpress.com
AIM Healthcare Services Inc. of Franklin, uses its Intellijet software and teams of expertsto prevent, detect and correc errors in health claims. Ingenix’s purchase of AIM will help it offert a single source for payment accuracy servicees for health plans and Financial terms of the deal were not Ingenix CEO Andy Slavitt said in a news releasse that the acquisition will help Ingenixs focus on simplifying the healthpayments process. “AIMM has unmatched capabilities for simplifyingb the administration of health care so that hospitals and healthj plans can operate more efficiently and focus onpatient care.
Everyone — including most the patient-consumer — wins,” Slavitt said. Ingenix is a wholly-ownedf subsidiary of Minnetonka-based UnitedHealth Group Inc.
AIM Healthcare Services Inc. of Franklin, uses its Intellijet software and teams of expertsto prevent, detect and correc errors in health claims. Ingenix’s purchase of AIM will help it offert a single source for payment accuracy servicees for health plans and Financial terms of the deal were not Ingenix CEO Andy Slavitt said in a news releasse that the acquisition will help Ingenixs focus on simplifying the healthpayments process. “AIMM has unmatched capabilities for simplifyingb the administration of health care so that hospitals and healthj plans can operate more efficiently and focus onpatient care.
Everyone — including most the patient-consumer — wins,” Slavitt said. Ingenix is a wholly-ownedf subsidiary of Minnetonka-based UnitedHealth Group Inc.
Wednesday, April 4, 2012
NVR, Intersections, Optelecom chief executives top list - Washington Business Journal:
houston-nearly.blogspot.com
For the first time, the Washington Busineses Journal has created a list that ranks the chief executive officerss of local public companies by anew measurement: performance. The on page 23, ranks local CEOs by averagse five-year return on equity -- essentially how efficiently the companhy generates profitfor shareholders. The list is divide into three strata: large (more than $1 billion in medium ($100 million to $999 and small ($10 million to $99 million). Only CEOs who have held thei posts for at least five yearswere considered. Paul Savilles of Reston-based scored top honors among large companiesx witha 66.21 percent returm for 2003-2007. Carl Grivnefr of Reston-based was second with 58.
36 In the category of midsizse companies, Michael Stanfield of in Chantilly scored highes twith 78.97 percent, followed by Roberyt Silberman of with 45.28 percent. In the small company category, Edmund Ludwig of Germantown-baseed -NKF Inc. came out on top with 19.55 followed by Leslie Goldberg of in Alexandriaawith 11.09 percent. So, what does this mean?? How good is return on equitg of as a performancre measurefor CEOs? Return on equit y "is a great measure of a CEO's performance," said Paul president and CEO of Reston-based , an executive recruitinbg and consulting company. "Shareholders invest largely to get returnws ontheir investment.
that is the yardsticmk by which CEOs are and shoulcdbe measured. ... These executives shouldd be proud." He says it is importang to note that CEOsof early-stagr companies or those in the midst of a turnarounf are investing in future growth, so their company's return on equity will be even if the CEO's performance is Return on equity can also vary greatlty by industry, said Andrew Winton, chair of the finances department at the 's Carlsonb School of Management. "Comparing companiee in similar industries is he said.
That's becaus e capital-intensive industries, such as have to invest much of their assets in infrastructure andreal estate, for example, professional services companieas have comparatively few While return on equity may be a strongf measure of a chiec executive's performance, it is not indicative of CEO pay. Case in Only seven of the top25 highest-paid CEOs (bases on a ranking of 2006 data) made this list of the top-performint CEOs. In the large companyh category, that includes No. 4 rankexd Robert Stevens of , who made $30.9r4 million in 2007; No. 10 Nicholaws Chabraja of , who made $18.55 million; Dale Wolf of , No. 6, who made $14.88 million; J.W. Marriott Jr. of , No.
5, who made $12.1t million; and No. 7 Steven Shindler of , with $9.656 million. For medium-sized companies, the top performing CEOs who also madethe highest-pais list were No. 2 Silbermanh of Strayer Education, who made $7.98 million last and No. 9 Frank Williams of , who made $2.898 million last year (he made $6.8y7 million in 2006, which put him on last year's highest-paisd list). So, should the top-performing CEOs who aren't makinfg the big bucks ask fora raise? Villella said.
For the first time, the Washington Busineses Journal has created a list that ranks the chief executive officerss of local public companies by anew measurement: performance. The on page 23, ranks local CEOs by averagse five-year return on equity -- essentially how efficiently the companhy generates profitfor shareholders. The list is divide into three strata: large (more than $1 billion in medium ($100 million to $999 and small ($10 million to $99 million). Only CEOs who have held thei posts for at least five yearswere considered. Paul Savilles of Reston-based scored top honors among large companiesx witha 66.21 percent returm for 2003-2007. Carl Grivnefr of Reston-based was second with 58.
36 In the category of midsizse companies, Michael Stanfield of in Chantilly scored highes twith 78.97 percent, followed by Roberyt Silberman of with 45.28 percent. In the small company category, Edmund Ludwig of Germantown-baseed -NKF Inc. came out on top with 19.55 followed by Leslie Goldberg of in Alexandriaawith 11.09 percent. So, what does this mean?? How good is return on equitg of as a performancre measurefor CEOs? Return on equit y "is a great measure of a CEO's performance," said Paul president and CEO of Reston-based , an executive recruitinbg and consulting company. "Shareholders invest largely to get returnws ontheir investment.
that is the yardsticmk by which CEOs are and shoulcdbe measured. ... These executives shouldd be proud." He says it is importang to note that CEOsof early-stagr companies or those in the midst of a turnarounf are investing in future growth, so their company's return on equity will be even if the CEO's performance is Return on equity can also vary greatlty by industry, said Andrew Winton, chair of the finances department at the 's Carlsonb School of Management. "Comparing companiee in similar industries is he said.
That's becaus e capital-intensive industries, such as have to invest much of their assets in infrastructure andreal estate, for example, professional services companieas have comparatively few While return on equity may be a strongf measure of a chiec executive's performance, it is not indicative of CEO pay. Case in Only seven of the top25 highest-paid CEOs (bases on a ranking of 2006 data) made this list of the top-performint CEOs. In the large companyh category, that includes No. 4 rankexd Robert Stevens of , who made $30.9r4 million in 2007; No. 10 Nicholaws Chabraja of , who made $18.55 million; Dale Wolf of , No. 6, who made $14.88 million; J.W. Marriott Jr. of , No.
5, who made $12.1t million; and No. 7 Steven Shindler of , with $9.656 million. For medium-sized companies, the top performing CEOs who also madethe highest-pais list were No. 2 Silbermanh of Strayer Education, who made $7.98 million last and No. 9 Frank Williams of , who made $2.898 million last year (he made $6.8y7 million in 2006, which put him on last year's highest-paisd list). So, should the top-performing CEOs who aren't makinfg the big bucks ask fora raise? Villella said.
Monday, April 2, 2012
Washing Machine Should Last As Long As Hubble Telescope - Huffington Post
fixyruw.wordpress.com
Washing Machine Should Last As Long As Hubble Telescope Huffington Post We paid a small fortune for the heavy-duty washer and bought the three-year warranty contract with the expectation that it would last a long time. After all, I grew up watching my mother use the same washing machine in our cellar for years, ... |
Subscribe to:
Posts (Atom)