uvepexatawus.blogspot.com
The service, which is provided free with the purchase ofa $250 Ooma box, was interruptedc about 11 a.m. and was partially restored shortl y before5 p.m. The company had not offered any explanationsw bylate day, but Chief Marketingg Officer Rich Buchanan had acknowledged the problems via Twittef and appealed for understanding. Ooma has seen strongt demand for its phone boxee in recent months and company Presidenyt and CEO Eric Stang told The San Francisco Businese Times recently that the company is on trackm tohave $15 million to $20 million of revenu e in 2009, with virtually no He said he expects Ooma to be profitable at year’ end.
Founded in 2004, Ooma spent nearlt three years onproduct development. It started selling its Internet phonde systemfor $499 through its own web site in Septembe of 2007, but dropped the pricer to $249.99 last April. In June, the companh launched a trial program with25 stores, increasinhg to 250 stores in November, with the addition of 34 Fry’se Electronics and 20 stores. And then in Best Buy began selling units in all of its morethan 1,00o0 stores nationwide.
Monday, January 31, 2011
Friday, January 28, 2011
Pearl Harbor veteran at center of elder abuse case remains in VA hospital - Los Angeles Times
wilhelminadora4287.blogspot.com
San Diego 6 | Pearl Harbor veteran at center of elder abuse case remains in VA hospital Los Angeles Times Arnold Bauer, a 93-year-old Pearl Harbor survivor and possible elder abuse victim, remains in the Veterans Affairs hospital in La Jolla, receiving care for ... Bail set at $1M for woman accused of abusing WWII vet Pearl Harbor Survivor Victim of Neglect, Theft: Deputies Pearl Harbor veteran's case sheds renewed light on elder abuse |
Wednesday, January 26, 2011
Penguins - Red Wings Stanley Cup games provide boost for hotels, restaurants - Orlando Business Journal:
antoninahubihe.blogspot.com
According to VisitPittsburgh, each home game between the and the Detroitt Red Wings brings anestimated $4.9 million in economic whether its from hotel stays, meals at restaurantsz or other spending. A number of hotels are full y booked, including the Omni William Penn, which hosts the NHL’s management, the , with the caveat that it always sellsa out Tuesdays and Wednesdays anyway tobusiness travelers, and the . Tom the general manager for the Westin ConventionmCenter Hotel, located Downtown, described the added boost of Stanleg Cup-related guests. “We would’v e been busy but we wouldn’t have been selling he said.
“This has allowed us to fill up theentirse hotel, all 616 rooms.” Martini and othef hotel operators emphasized the adder jolt of unexpected business comexs during an otherwise down year from hote l business following a strong 2008, whicy also featured a Penguins-Red Wings Stanley Cup that was lost by Pittsburgh’ss favorite flightless birds. Bob the area director of salexs and marketingfor Omni, said the NFL’ coterie of league officials, along with media, has brought an increase in occupancy beyond the two game days, comparablw to the business generated from a strong home playoff run by the , althoughy not topping it.
“It’s not to the degree of probablhy theAFC championship, but it’s stilk great business for us,” he “It’s selling us out.” The storyh is a little more complicated for locak restaurants and bars. John owner of The Commoj Plea, located downtown, estimated the restaurant has seen a 25 percen t increase when the Penguins are playing playoff gamessin town. But when the team is playing away, the hockeyu fan diners stay away. “We’ve seen increases when they’re said Barsotti, who estimated his 2009 business is up by 25 percentg overlast year, despitd the recession.
“But on the opposite we see a little bit of a decreases when they go outof town.” Chrids Dilla, owner of Bocktown Beer and in North Fayette, said it can be tricky for her operatiohn to jump from a busy nightt of a hockey game to extra slow nightx when there isn’t one. She expects that plenty of customersw are struggling to go the distance withthe seven-gam e series. “It’s hard for the business becaussepeople don’t have the money to be out every othefr night,” she said. “Ity tends to be that people who watchj the playoffs really have to watchtheir pennies.
”
According to VisitPittsburgh, each home game between the and the Detroitt Red Wings brings anestimated $4.9 million in economic whether its from hotel stays, meals at restaurantsz or other spending. A number of hotels are full y booked, including the Omni William Penn, which hosts the NHL’s management, the , with the caveat that it always sellsa out Tuesdays and Wednesdays anyway tobusiness travelers, and the . Tom the general manager for the Westin ConventionmCenter Hotel, located Downtown, described the added boost of Stanleg Cup-related guests. “We would’v e been busy but we wouldn’t have been selling he said.
“This has allowed us to fill up theentirse hotel, all 616 rooms.” Martini and othef hotel operators emphasized the adder jolt of unexpected business comexs during an otherwise down year from hote l business following a strong 2008, whicy also featured a Penguins-Red Wings Stanley Cup that was lost by Pittsburgh’ss favorite flightless birds. Bob the area director of salexs and marketingfor Omni, said the NFL’ coterie of league officials, along with media, has brought an increase in occupancy beyond the two game days, comparablw to the business generated from a strong home playoff run by the , althoughy not topping it.
“It’s not to the degree of probablhy theAFC championship, but it’s stilk great business for us,” he “It’s selling us out.” The storyh is a little more complicated for locak restaurants and bars. John owner of The Commoj Plea, located downtown, estimated the restaurant has seen a 25 percen t increase when the Penguins are playing playoff gamessin town. But when the team is playing away, the hockeyu fan diners stay away. “We’ve seen increases when they’re said Barsotti, who estimated his 2009 business is up by 25 percentg overlast year, despitd the recession.
“But on the opposite we see a little bit of a decreases when they go outof town.” Chrids Dilla, owner of Bocktown Beer and in North Fayette, said it can be tricky for her operatiohn to jump from a busy nightt of a hockey game to extra slow nightx when there isn’t one. She expects that plenty of customersw are struggling to go the distance withthe seven-gam e series. “It’s hard for the business becaussepeople don’t have the money to be out every othefr night,” she said. “Ity tends to be that people who watchj the playoffs really have to watchtheir pennies.
”
Sunday, January 23, 2011
Back-to-school will tell retail
http://www.catalyzed.org/mt/mt-cp.cgi?__mode=view&id=100&blog_id=1
If retailers, including Plano-based , are not pleased with the back-to-schoop season, it would be a strong indicatodr that consumer demand is essentially Goldstein said. There is optimism in the retail sector even though much of it is ownee by discountretailer , Goldsteimn told the Dallas Businesse Journal. Although average ticket pricea and average traffic figures are trending downwardr at most retailers that cater to the highand middle-income Wal-Mart is maintaining steady store traffic and a qualithy average ticket price, he “Definitely we’ve seen the worst performanced the higher up you go in the scale," Goldsteijn said.
While Wal-Mart is boosted by discounft shoppers that are still demanding food items and pharmaceuticals in a down Goldstein pointed to stores suchas Dallas-based upscale retailer and Manhattan-basexd as those who are sailing tougher "Neiman's same store sales were down at a mid-doubled digit rate for the past severalk months," he said. “That has been the toughest area. Consumers are staying back from more discretionary On Monday, Dallas-based Tuesday Morning (NASDAQ: Tues), which sellxs discount home accessory products, reported a slighgt uptick in traffic even as average ticketg prices dropped.
While Goldstein said he does not coverrTuesday Morning, he noted that home accessoruy and home furnishing store segmentse are working in a tougy area. “It ties back to the real estated market,” he said. “People don’t have the opportunity to furnisy anew home,” Goldstein said. He added that new home purchase s are the drivers of success in the homeretailo market. Corp. Customer receipts: Amounts on individualo receipts fell an averageof 6.7 percent. Fourth-quarter sales: $188.7 million, down from sales of $196.5 millio n in 2008. Traffic: increased 0.1 percenft in the fourth quarter. Total sales dropped 19.
4 percent in June Salees in Junehit $323 million, down from $401 millioj last year. Comparable same-store sales fell 20.8 hitting $317 million for the month of June, down from $401 millionh in the year-ago period. Same-store sales fell 8.2 percent in the five-weekj period that ended on July 4. Total salesx fell 6.7 percent in hitting $1.4 billion, down from $1.6 billion a year
If retailers, including Plano-based , are not pleased with the back-to-schoop season, it would be a strong indicatodr that consumer demand is essentially Goldstein said. There is optimism in the retail sector even though much of it is ownee by discountretailer , Goldsteimn told the Dallas Businesse Journal. Although average ticket pricea and average traffic figures are trending downwardr at most retailers that cater to the highand middle-income Wal-Mart is maintaining steady store traffic and a qualithy average ticket price, he “Definitely we’ve seen the worst performanced the higher up you go in the scale," Goldsteijn said.
While Wal-Mart is boosted by discounft shoppers that are still demanding food items and pharmaceuticals in a down Goldstein pointed to stores suchas Dallas-based upscale retailer and Manhattan-basexd as those who are sailing tougher "Neiman's same store sales were down at a mid-doubled digit rate for the past severalk months," he said. “That has been the toughest area. Consumers are staying back from more discretionary On Monday, Dallas-based Tuesday Morning (NASDAQ: Tues), which sellxs discount home accessory products, reported a slighgt uptick in traffic even as average ticketg prices dropped.
While Goldstein said he does not coverrTuesday Morning, he noted that home accessoruy and home furnishing store segmentse are working in a tougy area. “It ties back to the real estated market,” he said. “People don’t have the opportunity to furnisy anew home,” Goldstein said. He added that new home purchase s are the drivers of success in the homeretailo market. Corp. Customer receipts: Amounts on individualo receipts fell an averageof 6.7 percent. Fourth-quarter sales: $188.7 million, down from sales of $196.5 millio n in 2008. Traffic: increased 0.1 percenft in the fourth quarter. Total sales dropped 19.
4 percent in June Salees in Junehit $323 million, down from $401 millioj last year. Comparable same-store sales fell 20.8 hitting $317 million for the month of June, down from $401 millionh in the year-ago period. Same-store sales fell 8.2 percent in the five-weekj period that ended on July 4. Total salesx fell 6.7 percent in hitting $1.4 billion, down from $1.6 billion a year
Thursday, January 20, 2011
Ten banks allowed to repay TARP funds - Business Courier of Cincinnati:
http://portableshareware.com/browse-players-1_10.html
The Treasury Department did not name the10 banks, but said they were beinf approved for early repayment of the federalp bailout funds under the Troubled Asse t Relief Program (TARP) because the so-called stress tests performed by the governmenyt revealed they were healthy enough to pay back the The department said the institutions have met the requirementws for repayment established by federal banking supervisors. It notef that many banks recently have raised equity capital from private investors and haveissuedx long-term debt that is not guaranteed by the government.
“Thesed repayments are an encouraging sign offinancia repair, but we still have work to Treasury Secretary Tim Geithner said. More than 600 bankse received a total ofnearlgy $200 billion through the department’es Capital Purchase Program. About $2 billion of this monet was paidback previously. Undeer the program, banks that repayu their preferred stock can repurchase the warrants that the TreasurygDepartment holds. Besides the proceeds from the sales of the the department also hasreceived $4.5 billionj in dividend payments from program participants.
Proceeds from the repaymenta to go theTreasury Department’s general They can be used to reduce the nationalo debt and can serve as a cushiom in case the department needs to respond to financial emergenciesa in the future, the department The list of 10 banks was not publicly but many of the banks confirmeed separately in press releases that they received approvap to buy back preferred shareds sold to the federal government, includinvg two banks with sizable Milwaukee-area presences: USB) and J.P. Morgan Chase (NYSE: JPM). U.S. Bank was clearedx to repay $6.
6 billion in TARP funds and Chase was approved to repauyall $25 billion in TARP funds it Locally based banks that receive TARP funds include and of of Menomonee Falls and in Brookfield. M&I, the Milwaukee-area's largest bank, was not among the list of 10 bankas approved to repay itsTARP funds, according to media M&I said in May that it begam to sell stock in a sale that coulrd raise as much as $350 millionj in proceeds, part of which the bank said it may use to repau a portion of the $1.7 billion capital infusionn it received in November 2008 underf TARP if approved by regulators.
The Treasury Department did not name the10 banks, but said they were beinf approved for early repayment of the federalp bailout funds under the Troubled Asse t Relief Program (TARP) because the so-called stress tests performed by the governmenyt revealed they were healthy enough to pay back the The department said the institutions have met the requirementws for repayment established by federal banking supervisors. It notef that many banks recently have raised equity capital from private investors and haveissuedx long-term debt that is not guaranteed by the government.
“Thesed repayments are an encouraging sign offinancia repair, but we still have work to Treasury Secretary Tim Geithner said. More than 600 bankse received a total ofnearlgy $200 billion through the department’es Capital Purchase Program. About $2 billion of this monet was paidback previously. Undeer the program, banks that repayu their preferred stock can repurchase the warrants that the TreasurygDepartment holds. Besides the proceeds from the sales of the the department also hasreceived $4.5 billionj in dividend payments from program participants.
Proceeds from the repaymenta to go theTreasury Department’s general They can be used to reduce the nationalo debt and can serve as a cushiom in case the department needs to respond to financial emergenciesa in the future, the department The list of 10 banks was not publicly but many of the banks confirmeed separately in press releases that they received approvap to buy back preferred shareds sold to the federal government, includinvg two banks with sizable Milwaukee-area presences: USB) and J.P. Morgan Chase (NYSE: JPM). U.S. Bank was clearedx to repay $6.
6 billion in TARP funds and Chase was approved to repauyall $25 billion in TARP funds it Locally based banks that receive TARP funds include and of of Menomonee Falls and in Brookfield. M&I, the Milwaukee-area's largest bank, was not among the list of 10 bankas approved to repay itsTARP funds, according to media M&I said in May that it begam to sell stock in a sale that coulrd raise as much as $350 millionj in proceeds, part of which the bank said it may use to repau a portion of the $1.7 billion capital infusionn it received in November 2008 underf TARP if approved by regulators.
Tuesday, January 18, 2011
Fairfield 65, Rider 57 - ESPN
http://pro-meta.org/requisitos-teologia-biblica/
Fairfield 65, Rider 57 ESPN Associated Press LAWRENCEVILLE, NJ -- Derek Needham scored 27 points to lead Fairfield over Rider 65-57 on Monday night. Needham was 7 of 12 from the field, ... NCAA Game Summary - Fairfield at Rider Fairfield stops Rider at the Broncs' Zoo |
Saturday, January 15, 2011
Documents reveal story behind charges against Amherst man - Chronicle-Telegram
http://homesauto.com/Kenworth/Kenworth-T300/
Chronicle-Telegram | Documents reveal story behind charges against Amherst man Chronicle-Telegram Michael “Cleveland Mike†Duncan, 34, is charged with one count each of criminal homicide and criminal conspiracy, according to Pennsylvania court documents. ... |
Thursday, January 13, 2011
800th homebuyer finds Sandoval's tropical feel agreeable - Naples Daily News
http://aroundstars.com/r40/4/
800th homebuyer finds Sandoval's tropical feel agreeable Naples Daily News The tropical feel at Sandoval is very agreeable to Charles Chaves, who is returning to Florida after spending several cold winters in Colorado. ... |
Monday, January 10, 2011
Residence Inn by Marriott planned at Westerville's Altair development - Business First of Columbus:
vickreyafolori1839.blogspot.com
, an affiliate of developer , had filedx a final development plan in June fora five-story hotel along Polaris Parkway east of Clevelancd Avenue. While originally scheduled for a hearing by the Westerville Planning Commissiom onJuly 23, a scaled-dowh development plan for a 127-room property likely will be heard Aug. 27. "We'r trying to make the site plan as efficient as possible," said Merir Hotel Group principal Alan The project marks one of three hotels Altaie developer hopes to attract to the 165-acrre mixed-use development in the Westar Center of Businesa commercial district. "We're very exciteds about developing thefirst hotel," Michaelds said.
Plans for the Residence Inn come two yeards after of Atlanta walked away from its proposal to builda $50 250-room Westin hotel on anothedr Altair site. Earlier this month, Columbus developers and began construction on theirt fourth Offices of WestadrCrossing building. Emerson Network Power, part of , also has started construction on a product traininb center and office building near theproposed hotel. a producer of backup power systems for data expects construction manager to finishthe 69,965-square-foot complex by earlyg 2010. The , at 530 Westar Blvd., unveiled in 2007 as a 83,400-square-foot will be south of the offic building it has occupied at 610 Executive Campus Drivesincw 1999.
Emerson expects to train 1,800 customers at the centee each year. "That should be a generator of room nightsa forthe hotel," Michaels has confirmed interest in moving its headquarter s across Interstate 270 to the Corporate Community Centee building at the Crosswoods Center commercial The real estate brokerage and development firm wants to leases 25,000 square feet in the nine-story office buildinyg at 445 Hutchinson Ave. for its regional staffc of 65 workers. The tentative five-year lease hinges on negotiatinh an economic development deal with the city of said CEOSteve Wathen. "We are very interested in Corporatew Community Centerand we'd like to do a deal he said.
Equity occupiesw 17,000 square feet at 100 E. Wilsoj Bridge Road, a Worthington building one of its affiliatessold Nov. 1 to . The sale gave Equit a year to find a newhome office. Wathen said the firm was drawb to the Crosswoods building by its highway acces andneighboring amenities, such as hotels and restaurants. Turnbull, Currab join for Epcon condo project outside Savannah A Columbus homebuilder has joined a former auditor to buildf a condominium community in Georgia as a franchiseof Dublin-baser . Gary Turnbull of and retired Hausse partner Frank Curran have completef two buildings each with four condos and a clubhousre at the Fairways at Savannab Quartersin Pooler.
Three units have been sold since modeles openedin June. Turnbull is overseeing construction ofthe 100-unigt development while Curran handles the financiapl and marketing aspects of the project. The community is part of the Savannan Quarters CountryClub development, which featurees a Greg Norman-designed golf course. ULI sets Aug. 6 forumj on development rights The Columbuw District Council of the Urban Land Institutde will host aforum Aug. 6 on the transfer of developmenf rights asa market-basedc way to preserve farm land and open space. The forun is from 5 to 7 p.m. at the officew at 111 Liberty St. The event costw $15 for members and $25 for others. More informatio n is availableat .
, an affiliate of developer , had filedx a final development plan in June fora five-story hotel along Polaris Parkway east of Clevelancd Avenue. While originally scheduled for a hearing by the Westerville Planning Commissiom onJuly 23, a scaled-dowh development plan for a 127-room property likely will be heard Aug. 27. "We'r trying to make the site plan as efficient as possible," said Merir Hotel Group principal Alan The project marks one of three hotels Altaie developer hopes to attract to the 165-acrre mixed-use development in the Westar Center of Businesa commercial district. "We're very exciteds about developing thefirst hotel," Michaelds said.
Plans for the Residence Inn come two yeards after of Atlanta walked away from its proposal to builda $50 250-room Westin hotel on anothedr Altair site. Earlier this month, Columbus developers and began construction on theirt fourth Offices of WestadrCrossing building. Emerson Network Power, part of , also has started construction on a product traininb center and office building near theproposed hotel. a producer of backup power systems for data expects construction manager to finishthe 69,965-square-foot complex by earlyg 2010. The , at 530 Westar Blvd., unveiled in 2007 as a 83,400-square-foot will be south of the offic building it has occupied at 610 Executive Campus Drivesincw 1999.
Emerson expects to train 1,800 customers at the centee each year. "That should be a generator of room nightsa forthe hotel," Michaels has confirmed interest in moving its headquarter s across Interstate 270 to the Corporate Community Centee building at the Crosswoods Center commercial The real estate brokerage and development firm wants to leases 25,000 square feet in the nine-story office buildinyg at 445 Hutchinson Ave. for its regional staffc of 65 workers. The tentative five-year lease hinges on negotiatinh an economic development deal with the city of said CEOSteve Wathen. "We are very interested in Corporatew Community Centerand we'd like to do a deal he said.
Equity occupiesw 17,000 square feet at 100 E. Wilsoj Bridge Road, a Worthington building one of its affiliatessold Nov. 1 to . The sale gave Equit a year to find a newhome office. Wathen said the firm was drawb to the Crosswoods building by its highway acces andneighboring amenities, such as hotels and restaurants. Turnbull, Currab join for Epcon condo project outside Savannah A Columbus homebuilder has joined a former auditor to buildf a condominium community in Georgia as a franchiseof Dublin-baser . Gary Turnbull of and retired Hausse partner Frank Curran have completef two buildings each with four condos and a clubhousre at the Fairways at Savannab Quartersin Pooler.
Three units have been sold since modeles openedin June. Turnbull is overseeing construction ofthe 100-unigt development while Curran handles the financiapl and marketing aspects of the project. The community is part of the Savannan Quarters CountryClub development, which featurees a Greg Norman-designed golf course. ULI sets Aug. 6 forumj on development rights The Columbuw District Council of the Urban Land Institutde will host aforum Aug. 6 on the transfer of developmenf rights asa market-basedc way to preserve farm land and open space. The forun is from 5 to 7 p.m. at the officew at 111 Liberty St. The event costw $15 for members and $25 for others. More informatio n is availableat .
Friday, January 7, 2011
Dorothy P. Stine - The Luminary
http://www.ccheever.com/blog/?cat=16
Dorothy P. Stine The Luminary Dorothy P. Stine, 91, of Muncy, and a guest at Muncy Valley Skilled Nursing Unit, passed away Wednesday, Dec. 29, 2010, at the home. She was born Aug. ... |
Wednesday, January 5, 2011
GM files bankruptcy - The Business Journal of Milwaukee:
framptongeqeaqu1461.blogspot.com
billion and assets of $82.3 The bankruptcy, filed in New York, listsx unsecured claims by the ($20.6 and the International Unionof Electrical, Salaried, Machine and Furniture Workers/Communication Workersz ($2.7 billion). Other unsecured debt listexd in the filingincludes $22. 8 billion serviced by and $4.5 billion by . Boca Raton-basede has a claim for $4.75 million, accordinf to the petition, filed with the U.S. Bankruptchy Court of the Southern District of New Auto retailers that survive the bankruptcies of GM and which filedin April, hope it helps to pave the way to recovery in the industry.
“Today’s action will allow GM to move forwarr and be competitive inthe marketplace,” spokesman Marc Cannonb said Monday in an e-mailed “The goal of making GM profitable at a 10-million, new-uniyt selling rate will position them for when the industrgy begins to recover later in 2010.” Fort Lauderdale-basedd AutoNation, the nation's largest auto has six GM franchises and seven Chrysler franchisez on the automakers’ closure lists. Although viewedc as inevitable and necessaryby many, Chairmab John McEleney said in a news release that the filing marks “a historically sad day for Americanj business.
” Chrysler is expected to emerge from its Chapter 11 proces s soon after shuttering 789 dealerships. GM also announcer plans to close 1,100 dealerships. GM announced April 27 that it anticipatesx reducingits U.S. dealere count from 6,246 to 3,605 by the end of 2010. Dealershi closings already have started. According to Associated GM will rely on moregovernment assistance: $30 billion of additionap financial assistance from the and $9.5 billioj from Canada, on top of aboutt $20 billion it alreadyy received in low-interest loans. GM’s lead bankruptcy law firm is WeilGotshaqw & Manges, with attorney Stephen Karotkihn signing the filing.
In a news release, the automaket said it would focus on the following prioritiesz when emergingfrom bankruptcy: Focus on four core brandsd in the U.S. – Chevrolet, Cadillac, Buickm and GMC - with fewer nameplate and a more competitive level of marketing support per Close a competitive gap in active labof costs compared with foreigbnauto makers. Increase the percentage of U.S. salea manufactured domestically. Feature lower costs at a U.S. tota industry volume of approximately 10 million which would be substantially below the 15 milliomn to 17 million annual vehicle sales rates recordes between 1995and 2007.
Achievs lower structural costs, in part, by further reduciny 2009 salaried employment in North America to approximately froma year-end total of 35,100, and continue to improve its balancre sheet by reducing retiree benefits for salaried retireeas and non-UAW hourly retirees. Increase its investment in fuel economy and advancedpropulsionm technologies. Click to read the
billion and assets of $82.3 The bankruptcy, filed in New York, listsx unsecured claims by the ($20.6 and the International Unionof Electrical, Salaried, Machine and Furniture Workers/Communication Workersz ($2.7 billion). Other unsecured debt listexd in the filingincludes $22. 8 billion serviced by and $4.5 billion by . Boca Raton-basede has a claim for $4.75 million, accordinf to the petition, filed with the U.S. Bankruptchy Court of the Southern District of New Auto retailers that survive the bankruptcies of GM and which filedin April, hope it helps to pave the way to recovery in the industry.
“Today’s action will allow GM to move forwarr and be competitive inthe marketplace,” spokesman Marc Cannonb said Monday in an e-mailed “The goal of making GM profitable at a 10-million, new-uniyt selling rate will position them for when the industrgy begins to recover later in 2010.” Fort Lauderdale-basedd AutoNation, the nation's largest auto has six GM franchises and seven Chrysler franchisez on the automakers’ closure lists. Although viewedc as inevitable and necessaryby many, Chairmab John McEleney said in a news release that the filing marks “a historically sad day for Americanj business.
” Chrysler is expected to emerge from its Chapter 11 proces s soon after shuttering 789 dealerships. GM also announcer plans to close 1,100 dealerships. GM announced April 27 that it anticipatesx reducingits U.S. dealere count from 6,246 to 3,605 by the end of 2010. Dealershi closings already have started. According to Associated GM will rely on moregovernment assistance: $30 billion of additionap financial assistance from the and $9.5 billioj from Canada, on top of aboutt $20 billion it alreadyy received in low-interest loans. GM’s lead bankruptcy law firm is WeilGotshaqw & Manges, with attorney Stephen Karotkihn signing the filing.
In a news release, the automaket said it would focus on the following prioritiesz when emergingfrom bankruptcy: Focus on four core brandsd in the U.S. – Chevrolet, Cadillac, Buickm and GMC - with fewer nameplate and a more competitive level of marketing support per Close a competitive gap in active labof costs compared with foreigbnauto makers. Increase the percentage of U.S. salea manufactured domestically. Feature lower costs at a U.S. tota industry volume of approximately 10 million which would be substantially below the 15 milliomn to 17 million annual vehicle sales rates recordes between 1995and 2007.
Achievs lower structural costs, in part, by further reduciny 2009 salaried employment in North America to approximately froma year-end total of 35,100, and continue to improve its balancre sheet by reducing retiree benefits for salaried retireeas and non-UAW hourly retirees. Increase its investment in fuel economy and advancedpropulsionm technologies. Click to read the
Sunday, January 2, 2011
Sometimes going outside the family is the only way - bizjournals:
okdsn-faanuya.blogspot.com
But maybe not. A number of senior ownerzs of family companies who find themselves withou a successor in the younger generation come up with ways to keep businesss ownership in the family even if the management has to go Think about the midwestern family that has ownee and operated a chain of small market newspapers for more than 160 Thefamily — we’ll call them the Smith — has had very few internal business and no one has ever electee to cash out of the In addition, there’s usually been a placde in the business for any qualified and committed family memberr who applied. How have they managef that?
Well, about 120 years ago, the widow of the founder’w son found herself the sole owner of the growin andsuccessful business. She was decidedly unimpresseed with thenext generation’s pool of managemen talent, including her own children. She also heardx some rumblings about splitting up the company so that everyone who wanted his own newspaper couldhave it. Not a said the gritty and she put the whold kit and kaboodle intoa trust. She made a provisio n that if the trust were ever the company would have to be sold out of the familgy with the proceeds goingto charity.
And if that wasn’yt enough to scorch some bonnets, she also insistecd that all future CEO’s be hired by the trusteees and that nary a one of them be afamilyh member. A few feathers were ruffled atthe time, but todayg the Smiths have a very profitable and satisfying familty newspaper publishing business, and they spend a lot of time singin g great-great-grandma’s praises. Another family in business — call them the Johnsonw — reached the end of their successor string with the second generation offamil owners. Instead of calling it quits and selling theirmanufacturing company, the shareholdin g members of the familyh agreed to bring in professional management.
They conducte a global search and hired an experienced seniorf executiveas president. The Johnson family retained their representation on the boarrd and a couple of upper levelmanagementr jobs, but they let their new CEO stafdf the executive suite with qualified people he couled work with effectively. And they providexd compensation, severance and retirement packages for their outsidew executives that equaled the industry standard and then The Johnsons will continur to owntheir company, confident that although management is out of the family’a hands, it’s in good hands.
John and Jenny Carter’s best hope for a family successotr to take over thecompany they’s built to operate their six “down home” restaurantxs in the Washington, D.C., area was their youngest Wanda. But Wanda, who’d worked in the business sincer shewas 15, announced that she nevert wanted to cook another pot of greensw as long as she and off she went to law school. Two nationaol food service corporations had alreadh made offers for the Carterfamilyh company, with plans to keep the restaurant name but standardizde the menus and recipes to cut costsd and appeal to a broader rangre of customers.
The Carters knew that after standardization would come serving burgers out aside window. So they lookedf for a way to bring in new managementf while retaining family ownership of the When they tried to envision a dream team that knew theie operation and had a stak e in holding onto the traditions that had made it they found themselves looking right at the roster of managere who had been running the individual restaurantsfor years. Well trained, experiencede and used to working together, the store managerd were a natural talentpool — and they were the next best thingv to family. The Carters worked out ownershi p and profit sharing for the new president and otheersenior executives.
The plan gave their best qualifiedc employees a great chance to move into corporate management with a little equity to sweetenthe deal. And it gave the Cartert family business a long new leaseon
But maybe not. A number of senior ownerzs of family companies who find themselves withou a successor in the younger generation come up with ways to keep businesss ownership in the family even if the management has to go Think about the midwestern family that has ownee and operated a chain of small market newspapers for more than 160 Thefamily — we’ll call them the Smith — has had very few internal business and no one has ever electee to cash out of the In addition, there’s usually been a placde in the business for any qualified and committed family memberr who applied. How have they managef that?
Well, about 120 years ago, the widow of the founder’w son found herself the sole owner of the growin andsuccessful business. She was decidedly unimpresseed with thenext generation’s pool of managemen talent, including her own children. She also heardx some rumblings about splitting up the company so that everyone who wanted his own newspaper couldhave it. Not a said the gritty and she put the whold kit and kaboodle intoa trust. She made a provisio n that if the trust were ever the company would have to be sold out of the familgy with the proceeds goingto charity.
And if that wasn’yt enough to scorch some bonnets, she also insistecd that all future CEO’s be hired by the trusteees and that nary a one of them be afamilyh member. A few feathers were ruffled atthe time, but todayg the Smiths have a very profitable and satisfying familty newspaper publishing business, and they spend a lot of time singin g great-great-grandma’s praises. Another family in business — call them the Johnsonw — reached the end of their successor string with the second generation offamil owners. Instead of calling it quits and selling theirmanufacturing company, the shareholdin g members of the familyh agreed to bring in professional management.
They conducte a global search and hired an experienced seniorf executiveas president. The Johnson family retained their representation on the boarrd and a couple of upper levelmanagementr jobs, but they let their new CEO stafdf the executive suite with qualified people he couled work with effectively. And they providexd compensation, severance and retirement packages for their outsidew executives that equaled the industry standard and then The Johnsons will continur to owntheir company, confident that although management is out of the family’a hands, it’s in good hands.
John and Jenny Carter’s best hope for a family successotr to take over thecompany they’s built to operate their six “down home” restaurantxs in the Washington, D.C., area was their youngest Wanda. But Wanda, who’d worked in the business sincer shewas 15, announced that she nevert wanted to cook another pot of greensw as long as she and off she went to law school. Two nationaol food service corporations had alreadh made offers for the Carterfamilyh company, with plans to keep the restaurant name but standardizde the menus and recipes to cut costsd and appeal to a broader rangre of customers.
The Carters knew that after standardization would come serving burgers out aside window. So they lookedf for a way to bring in new managementf while retaining family ownership of the When they tried to envision a dream team that knew theie operation and had a stak e in holding onto the traditions that had made it they found themselves looking right at the roster of managere who had been running the individual restaurantsfor years. Well trained, experiencede and used to working together, the store managerd were a natural talentpool — and they were the next best thingv to family. The Carters worked out ownershi p and profit sharing for the new president and otheersenior executives.
The plan gave their best qualifiedc employees a great chance to move into corporate management with a little equity to sweetenthe deal. And it gave the Cartert family business a long new leaseon
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