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The Shamrock House is marking its 71st year in East Greene County, according to the company web It’s unclear if the business intendd to remain open as it restructures its debts in bankruptcyu court. A woman who answered the phone today said thecompanuy president, John J. Kellegher, is referring questiond to his attorney. The attorney, Richare Croak in Albany, was out of the office and unavailable for Greene County Tourism Director Daniela Marino saidshe didn’ t know what the business plans to do. She said the Shamroco House is an example ofthe older, traditional resorts in the Catskillxs that have an ethnic “It’s been a very tough year,” Marino said.
“The economy beiny what it is, unfortunately these things may happen.” Anothedr resort in Greene County, the much-larger , filedd for bankrupty protectionin June. It will continue operating while its ownere search fora buyer. Despite the Marino said there are successful resorts inthe county. “We’rse pretty optimistic because most of the hotels and restaurantz have been ableto modernize,” she The Shamrock House has $500,000 to $1 million in liabilities and less than $50,00 in assets, according to a petition filed June 29 in in The largest secured claim is a $514,095 The lender isn’t identifies in the petition.
The largest unsecureed claim, $49,000, is held by The second largest is heldby , for credit card charges.
Monday, April 30, 2012
Saturday, April 28, 2012
Terremark Q4 revenue, earnings up - Pacific Business News (Honolulu):
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million from $56.8 million in the prior-yeafr period. The Miami-based IT infrastructure servicewsprovider (NASDAQ: TMRK) said net income for the quarter endec March 31 was $3.5 million, or 6 cents a up from a loss of $2.6 million, or 5 cents a the year before. Though revenus fell short of the $74.2 million analysts the company beat the consensus fornet income; analysts were expectingh a penny a share. Revenue for the full year was $250.5 up from $187.4 million in the previous year.
“As our companyh heads into fiscal 2010, we believes our robust pipeline and the consistently stronv customer demand for our products and servicees will continue to drivesstrong results,” Chairman and CEO Manuel D. Medinz said in a news Terremark said it had record bookings during thefourtg quarter, logging $31.8 million of new annuaol contract value. The company is in the black after yearsd ofsteady losses. Terremark has managed to consistently grow revenud and has been aggressively pursuing federakgovernment contracts, a strong suit for the With a growing facility in suburban D.C.
, that caters to government business, the company expecta to benefit from federap stimulus dollars. During the fourth the federal government accounted for 30 percentof Terremark’a total revenue, Medina said during a conference call Tuesday evening. That’s a 76 percent year-over-year increase in governmenyt revenue. “I have never been more optimistic aboutg the visibility and size of ourgovernmen pipeline,” Medina said. “Terremark Worldwide is enjoying strongf visibility into fiscalyear 2010, coming into the year with the highest backlog in the company’xs history,” analysts wrote in a May 4 report.
“The abilith to service new government contract s and partnerships with most of the larger federal contractors should also providee strategic alternatives for management as they look to continue theirr capacitygrowth [at the suburbaj Washington, D.C., location].” Just prior to its earnings Terremark said Palo Alto, Calif.-basef would acquire about 5 percent of its Under the agreement, the virtualization and cloud-computingv specialist will purchase 4 million sharee of newly issued Terremark common stock at $5 a share, for a totao investment of $20 million. For the first quarter of fiscalyear 2010, Terremark said it expects revenuee from $63 million to $66 million.
For the full fiscal the company projects revenuebetween $290 million and $300 Shares closed up 33 cents to The 52-week high was $7.67 on 8. The 52-week low was $1.85 on Marchb 9.
million from $56.8 million in the prior-yeafr period. The Miami-based IT infrastructure servicewsprovider (NASDAQ: TMRK) said net income for the quarter endec March 31 was $3.5 million, or 6 cents a up from a loss of $2.6 million, or 5 cents a the year before. Though revenus fell short of the $74.2 million analysts the company beat the consensus fornet income; analysts were expectingh a penny a share. Revenue for the full year was $250.5 up from $187.4 million in the previous year.
“As our companyh heads into fiscal 2010, we believes our robust pipeline and the consistently stronv customer demand for our products and servicees will continue to drivesstrong results,” Chairman and CEO Manuel D. Medinz said in a news Terremark said it had record bookings during thefourtg quarter, logging $31.8 million of new annuaol contract value. The company is in the black after yearsd ofsteady losses. Terremark has managed to consistently grow revenud and has been aggressively pursuing federakgovernment contracts, a strong suit for the With a growing facility in suburban D.C.
, that caters to government business, the company expecta to benefit from federap stimulus dollars. During the fourth the federal government accounted for 30 percentof Terremark’a total revenue, Medina said during a conference call Tuesday evening. That’s a 76 percent year-over-year increase in governmenyt revenue. “I have never been more optimistic aboutg the visibility and size of ourgovernmen pipeline,” Medina said. “Terremark Worldwide is enjoying strongf visibility into fiscalyear 2010, coming into the year with the highest backlog in the company’xs history,” analysts wrote in a May 4 report.
“The abilith to service new government contract s and partnerships with most of the larger federal contractors should also providee strategic alternatives for management as they look to continue theirr capacitygrowth [at the suburbaj Washington, D.C., location].” Just prior to its earnings Terremark said Palo Alto, Calif.-basef would acquire about 5 percent of its Under the agreement, the virtualization and cloud-computingv specialist will purchase 4 million sharee of newly issued Terremark common stock at $5 a share, for a totao investment of $20 million. For the first quarter of fiscalyear 2010, Terremark said it expects revenuee from $63 million to $66 million.
For the full fiscal the company projects revenuebetween $290 million and $300 Shares closed up 33 cents to The 52-week high was $7.67 on 8. The 52-week low was $1.85 on Marchb 9.
Thursday, April 26, 2012
Clinton Memorial mulls tough decisions - San Antonio Business Journal:
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The time has come “to make some strategic and operationaoltough decisions,” CEO Andy Riddell wrotr in an employee newslettert distributed Friday. Year-to-date, the hospital is $211,000 in the red. Charity care has It was $2.1 million year-to-date as of April 30, compared with $1.6 million at the same time last year. Each servic line manager, Riddell wrote, will make a presentation to the hospital’se operations team “to justify the futurw existence of theservice lines.” “For about 12 we have been ridingt the wave of uncertainty, not knowing how or when the air park businesws decline would really kick he said.
“To be quitw honest, I’ve considered (the hospital) fairlu lucky in that the impact hasn’yt hit us sooner.” The hospital is pursuint a merger or partnership with a largehospital organization. But, Riddell wrote, “Affiliation or no affiliation, thess changes must be made to justify ourfuture existence. There isn’t a white knight to ride in and save Hospital business from air park employees was accounting forbetweenh $600,000 and $700,000 a month at the beginnint of the year. In Apriol it was down to littlse morethan $300,000. Package-carrier and local partner are laying offabougt 8,000 people in Wilmington.
Clinton Memorial has discussed affiliation optionewith TriHealth, and . “Unfortunately, we have to work on the timetables of thepotential partners,” he “It is an uncertain financial environmenr and the ‘due diligence’ to identify any level of riske on their part is at an all-time Two other troubled hospitals in Greater Cincinnati are looking for help from a large r hospital operator.
Deaconess and Brown County General hospitals are lookinv for organizations to merge with orbuy
The time has come “to make some strategic and operationaoltough decisions,” CEO Andy Riddell wrotr in an employee newslettert distributed Friday. Year-to-date, the hospital is $211,000 in the red. Charity care has It was $2.1 million year-to-date as of April 30, compared with $1.6 million at the same time last year. Each servic line manager, Riddell wrote, will make a presentation to the hospital’se operations team “to justify the futurw existence of theservice lines.” “For about 12 we have been ridingt the wave of uncertainty, not knowing how or when the air park businesws decline would really kick he said.
“To be quitw honest, I’ve considered (the hospital) fairlu lucky in that the impact hasn’yt hit us sooner.” The hospital is pursuint a merger or partnership with a largehospital organization. But, Riddell wrote, “Affiliation or no affiliation, thess changes must be made to justify ourfuture existence. There isn’t a white knight to ride in and save Hospital business from air park employees was accounting forbetweenh $600,000 and $700,000 a month at the beginnint of the year. In Apriol it was down to littlse morethan $300,000. Package-carrier and local partner are laying offabougt 8,000 people in Wilmington.
Clinton Memorial has discussed affiliation optionewith TriHealth, and . “Unfortunately, we have to work on the timetables of thepotential partners,” he “It is an uncertain financial environmenr and the ‘due diligence’ to identify any level of riske on their part is at an all-time Two other troubled hospitals in Greater Cincinnati are looking for help from a large r hospital operator.
Deaconess and Brown County General hospitals are lookinv for organizations to merge with orbuy
Wednesday, April 25, 2012
UN Council to consider next steps on Sudan, South Sudan - Reuters
retention-jackjacks.blogspot.com
UN Council to consider next steps on Sudan, South Sudan Reuters By Michelle Nichols | UNITED NATIONS (Reuters) - The UN Security Council demanded on Tuesday that Sudan immediately stop airstrikes on South Sudan and will consider in the coming days what further steps to take to stop clashes between the east African ... |
Monday, April 23, 2012
Bennet cites Colorado examples in Senate plea for health-care reform - South Florida Business Journal:
efimtsovavadan.blogspot.com
Coloradans, he said, "speak for countless others acrosthe nation. All they ask for is a health care systekm that worksfor them, a health care system that doesn’f crush them with unreasonable cost increases, and a healtj care system that doesn’t deny them coveragse just because they have pre-existing conditions." Bennet, D- also touted his own proposals to make patien t transition care more cost-effective and successful. "Im Colorado, we haven’t waite on Washington," he said. "We’ve made real progress in showing how to provide high quality healthg care at alower cost.
" Bennet, formerl y superintendent of the Denver Public Schools, was appointec to the Senate by Gov. Bill Ritter to fill the seat vacateds by Ken Salazar when Salazar was picked by Presidentr Barack Obama as secretary ofthe Interior. Here is the full text of Bennet'sa Senate-floor speech as prepared for deliveryu Thursday, provide by his staff. In the he is addressing the presidenrt ofthe Senate. Mr. President, I rise todah to discuss the urgent need for healtnhcare reform. The people of Colorado, and the Americanh people, have waited for too long for Washingtonto act. We shoul d begin with a basifc principle: if you have coverage and you like it, you can keep it.
If you have your and you like himor her, you should be able to keep them as We will not take that choice away from you. But even as we keep what we must confront the challenges of soaring health care costs and the lack of access to qualityhealth care. The status quo is unacceptable. Ever day, families in Colorado and across Americaq facerising premiums. Theirt plans offer fewer benefits. They are denied coverage because of pre-existing conditions. And until we fix the healthy care system, we won’t be able to fix the fiscalk mess in which wefind ourselves. Sincew 1970, the share of healthcare as a part of the GDP has gone from 7 percentg to17 percent.
The United States spendzs over $2 trillion in health care costs, including over $400 billionb on Medicare alone. President Obama has said that the biggestf threat toour nation’z balance sheet is the skyrocketingy cost of health care. And he’sz right. In Colorado, we haven’t waited on Washington. We’vs made real progress in showingf how to provide high quality healtuh care at alower cost. Last week, the New Yorkerd magazine published an articleentitled “The Cost that highlights the important work that’s been done in Mesa Colorado.
Over thirty years ago this communityserving 120,00 0 people came together—doctors, nurses, and the non-profit health insurance company. They agreed upon a system that paid doctora and nurses for seeing patients and producinvg betterquality care. They realizer that problems and costs go down when care is more InMesa County, the city of Grand Junctionj implemented an integrated health care system that providesx follow-up care with patients. This follow-ul care has helped lower hospital readmissions ratee in Grand Junction to just3 percent.
Comparee that to the 20 percentfrate nationwide, and it is clear that our community on the Western Slope of Colorado is onto somethingb groundbreaking. High readmission rates are a huge proble forour seniors. Nearly one in five Medicare patientds who leave a hospital are readmitte within the following and morethan three-quarters of these readmissions are preventable. Rehospitalizatio n costs Medicareover $17 billiojn a year. It’s painful for patients and families to be caughrt up in these cycles of Alltoo often, care is fragmented – you go from the to the hospital, to a nursing home, back to the hospitalp and then back to the doctor again.
Patients are given medication instructions as they are leavingthe hospital, many timed after coming off of strong medications. They don’gt know whom to call, and they are not sure what to ask theitr primarycare doctor. The solution, both our Denverd and Mesa County healty communitieshave found, is to provid patients leaving the hospital with a This coach is a trained health professional connectinb home and the hospital. This coachu teaches patients how to manage their healthh ontheir own.
Coloradans, he said, "speak for countless others acrosthe nation. All they ask for is a health care systekm that worksfor them, a health care system that doesn’f crush them with unreasonable cost increases, and a healtj care system that doesn’t deny them coveragse just because they have pre-existing conditions." Bennet, D- also touted his own proposals to make patien t transition care more cost-effective and successful. "Im Colorado, we haven’t waite on Washington," he said. "We’ve made real progress in showing how to provide high quality healthg care at alower cost.
" Bennet, formerl y superintendent of the Denver Public Schools, was appointec to the Senate by Gov. Bill Ritter to fill the seat vacateds by Ken Salazar when Salazar was picked by Presidentr Barack Obama as secretary ofthe Interior. Here is the full text of Bennet'sa Senate-floor speech as prepared for deliveryu Thursday, provide by his staff. In the he is addressing the presidenrt ofthe Senate. Mr. President, I rise todah to discuss the urgent need for healtnhcare reform. The people of Colorado, and the Americanh people, have waited for too long for Washingtonto act. We shoul d begin with a basifc principle: if you have coverage and you like it, you can keep it.
If you have your and you like himor her, you should be able to keep them as We will not take that choice away from you. But even as we keep what we must confront the challenges of soaring health care costs and the lack of access to qualityhealth care. The status quo is unacceptable. Ever day, families in Colorado and across Americaq facerising premiums. Theirt plans offer fewer benefits. They are denied coverage because of pre-existing conditions. And until we fix the healthy care system, we won’t be able to fix the fiscalk mess in which wefind ourselves. Sincew 1970, the share of healthcare as a part of the GDP has gone from 7 percentg to17 percent.
The United States spendzs over $2 trillion in health care costs, including over $400 billionb on Medicare alone. President Obama has said that the biggestf threat toour nation’z balance sheet is the skyrocketingy cost of health care. And he’sz right. In Colorado, we haven’t waited on Washington. We’vs made real progress in showingf how to provide high quality healtuh care at alower cost. Last week, the New Yorkerd magazine published an articleentitled “The Cost that highlights the important work that’s been done in Mesa Colorado.
Over thirty years ago this communityserving 120,00 0 people came together—doctors, nurses, and the non-profit health insurance company. They agreed upon a system that paid doctora and nurses for seeing patients and producinvg betterquality care. They realizer that problems and costs go down when care is more InMesa County, the city of Grand Junctionj implemented an integrated health care system that providesx follow-up care with patients. This follow-ul care has helped lower hospital readmissions ratee in Grand Junction to just3 percent.
Comparee that to the 20 percentfrate nationwide, and it is clear that our community on the Western Slope of Colorado is onto somethingb groundbreaking. High readmission rates are a huge proble forour seniors. Nearly one in five Medicare patientds who leave a hospital are readmitte within the following and morethan three-quarters of these readmissions are preventable. Rehospitalizatio n costs Medicareover $17 billiojn a year. It’s painful for patients and families to be caughrt up in these cycles of Alltoo often, care is fragmented – you go from the to the hospital, to a nursing home, back to the hospitalp and then back to the doctor again.
Patients are given medication instructions as they are leavingthe hospital, many timed after coming off of strong medications. They don’gt know whom to call, and they are not sure what to ask theitr primarycare doctor. The solution, both our Denverd and Mesa County healty communitieshave found, is to provid patients leaving the hospital with a This coach is a trained health professional connectinb home and the hospital. This coachu teaches patients how to manage their healthh ontheir own.
Saturday, April 21, 2012
Local paragraph - WatertownDailyTimes.com
dyakonostrlin.blogspot.com
Local paragraph WatertownDailyTimes.com â– JoAnna Fassett, Robert C. Freeman III and Jennie M. Adsit were appointed to the Watertown Transportation Commission by the City Council at its meeting Monday night. â– The Village of Heuvelton will be flushing fire hydrants from April 23-April 27. |
Thursday, April 19, 2012
BioSante to buy Cell Genesys for $38M in stock - Triangle Business Journal:
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BioSante (NASDAQ: BPAX) will pay 0.1615 of its own common shares for each share of CellGenesys (NASDAQ: This deal should close later this year, likely in the late third or earlyh fourth quarter. In the first Cell Genesys lost $8.7 or 10 cents a share, narrowed from a loss in the same periodc last yearof $22.6y million, or 29 cents a The company had been exploring strategixc alternatives, including merger with or acquisition by anothetr company, additional restructuring, repurchases of additional amounts of convertible notes or allocationn of its remaining resources toward othere biopharmaceutical product areas. Cell Genesys had hired to help it figuree outa strategy.
The company already cut abou t 95 percent ofits staff, from 290 persons to 16, by eliminatinyg all research and manufacturing, clinical and regulatory BioSante, based in Lincolnshire, Ill., focuses on drugsd for sexual health.
BioSante (NASDAQ: BPAX) will pay 0.1615 of its own common shares for each share of CellGenesys (NASDAQ: This deal should close later this year, likely in the late third or earlyh fourth quarter. In the first Cell Genesys lost $8.7 or 10 cents a share, narrowed from a loss in the same periodc last yearof $22.6y million, or 29 cents a The company had been exploring strategixc alternatives, including merger with or acquisition by anothetr company, additional restructuring, repurchases of additional amounts of convertible notes or allocationn of its remaining resources toward othere biopharmaceutical product areas. Cell Genesys had hired to help it figuree outa strategy.
The company already cut abou t 95 percent ofits staff, from 290 persons to 16, by eliminatinyg all research and manufacturing, clinical and regulatory BioSante, based in Lincolnshire, Ill., focuses on drugsd for sexual health.
Wednesday, April 18, 2012
Feds say Kauai man stole $16M in Ponzi scheme - Pacific Business News (Honolulu):
olimstgon.blogspot.com
David E. Ruskjer of Koloa was charged by a federal grand jury Wednesday for fraudulently raising the money from approximately 140 Among the charges against Ruskjer aremail fraud, wire fraud, currencgy structuring and money laundering. The U.S. Attorney’s office alleges Ruskjer ran an investment and loan programm out of Koloa called Ruskjer Associatesand Dave’s Investment/Loan Program, promising investors returns of 3 percentr to 5 percent per The alleged activities occurred betwee n September 2004 and December 2008. Ruskjer allegedly used half ofthe $16 millio n for trading through TD Ameritrade but lost more than $2.
5 The government said “there was never sufficientt money to support the 3 to 5 percenr interest rates he guaranteed his In classic Ponzi scheme Ruskjer allegedly used money from new clients to pay earliere clients to convince them he was making money for them. When the governmen seized Ruskjer’s trading account and bank accountslast Dec. 11, he had a combinedc balance of $4.1 million.
Ruskjer is accusee of using much of the monety onpersonal expenses, including $528,458i on a condominium on Kauai, $29,000 on a Hondz sedan and $10,000 on If convicted, he faces up to 20 yearz in prison for each of the 17 mail and wire frau d charges, and up to 10 years in prisonh for each of the 30 other charges. The case resultec from an Internal RevenueServicd investigation.
David E. Ruskjer of Koloa was charged by a federal grand jury Wednesday for fraudulently raising the money from approximately 140 Among the charges against Ruskjer aremail fraud, wire fraud, currencgy structuring and money laundering. The U.S. Attorney’s office alleges Ruskjer ran an investment and loan programm out of Koloa called Ruskjer Associatesand Dave’s Investment/Loan Program, promising investors returns of 3 percentr to 5 percent per The alleged activities occurred betwee n September 2004 and December 2008. Ruskjer allegedly used half ofthe $16 millio n for trading through TD Ameritrade but lost more than $2.
5 The government said “there was never sufficientt money to support the 3 to 5 percenr interest rates he guaranteed his In classic Ponzi scheme Ruskjer allegedly used money from new clients to pay earliere clients to convince them he was making money for them. When the governmen seized Ruskjer’s trading account and bank accountslast Dec. 11, he had a combinedc balance of $4.1 million.
Ruskjer is accusee of using much of the monety onpersonal expenses, including $528,458i on a condominium on Kauai, $29,000 on a Hondz sedan and $10,000 on If convicted, he faces up to 20 yearz in prison for each of the 17 mail and wire frau d charges, and up to 10 years in prisonh for each of the 30 other charges. The case resultec from an Internal RevenueServicd investigation.
Monday, April 16, 2012
Spain Concerns Weigh on Stock Market Recovery - ABC News
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Spain Concerns Weigh on Stock Market Recovery ABC News A jump in the bond yields of Spain weighed on a recovery in European stocks and pushed Asian indexes lower as investors feared Madrid may eventually need a bailout that the eurozone can scarcely afford. Spain's 10-year bond yield, the rate the country ... |
Saturday, April 14, 2012
Lane Berry to be acquired by Raymond James - Boston Business Journal:
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Lane Berry — founded in 2002 by Fredericj Lane andRobert Berry, former managing directorsd of — employs 21 professionals with offices in Bostonh and Denver. Lane Berry will add expertise in financialk services technology and payment and transactionb processing toRaymond James’ investment banking platform, the release Frederick Lane, who was chairmah and chief executive of Lane has joined Raymond James as vice chairmamn of investment banking. Robert Berry, formert president of Lane Berry, has joinec as managing directorand co-head of the Raymond Jameas mergers and acquisition practice.
Another of Lane Berry’s senior professionals, James Bunn, was appointed co-heae of the firm’s business servicesd practice. Raymond James (NYSE: headquartered in St. Petersburg, Fla., is a diversifierd financial services company providing servicesto individuals, corporations and
Lane Berry — founded in 2002 by Fredericj Lane andRobert Berry, former managing directorsd of — employs 21 professionals with offices in Bostonh and Denver. Lane Berry will add expertise in financialk services technology and payment and transactionb processing toRaymond James’ investment banking platform, the release Frederick Lane, who was chairmah and chief executive of Lane has joined Raymond James as vice chairmamn of investment banking. Robert Berry, formert president of Lane Berry, has joinec as managing directorand co-head of the Raymond Jameas mergers and acquisition practice.
Another of Lane Berry’s senior professionals, James Bunn, was appointed co-heae of the firm’s business servicesd practice. Raymond James (NYSE: headquartered in St. Petersburg, Fla., is a diversifierd financial services company providing servicesto individuals, corporations and
Thursday, April 12, 2012
To improve sales calls, managers need to get out of the office - bizjournals:
lebexab.wordpress.com
Unfortunately, it doesn’t give many clues as to how successful the sale s callreally was, or how it coule have been improved. One way in which saled managers can greatly improve the performancee of members of their sales teams is by accompanyinh individuals onsales calls. During the a more accurate picture ofthe salesperson’es performance can be obtained than simply relying on what the individualk says at weekly sales It’s not that salespeoples intentionally try to deceive anyone, but theitr explanations are colored by their interpretation of situations.
Those elements will be removedby first-hand observations, puttintg the manager in a better position to identifyu deficiencies and areas for improvementy and then provide the most appropriate Another reason to accompany salespeople on callzs is to confirm the company’s interest in prospective accounts or to show appreciation for existing By “bringing the manager the salesperson strengthens the bond with the clien t or prospect. Additionally, bringing in the managetr means there is a greater chance of meetingh other members ofthe client/prospecgt company’s management team who normally woulx be insulated from the salesperson.
These calls give the opportunity to not only but also deepenthe relationship. Here is a five-step process for gettinhg the most from jointsales calls. • Preparation: Overall goals and account-specific goal and objectives should be determinedin advance. Detailzs should include specific tasks tobe completed, actions to be takenm and results to be achieved. This information should be sharedx with the salesperson far enough in advancs that the individual knows what will be expectedr of him or her during the planned callz and has time to make thenecessarh arrangements.
• Observation: Duringy sales call meetings, the manager shoulfd assume the roleof observer, noting the salesperson’s generalp demeanor and specific actions and especially those that relate to the predetermined goalsz and objectives for the call. The managed must also listen intently tothe prospect’sx questions and answers and observe his or her actione and reactions. The manager must take accurate notes for later evaluation and discussion and must not rescu the call even if the salesperson is dointg apoor job, as this does nothing to help the salespersonb learn and generally only strokes the ego of the sales manager.
The reality is that a poorl performing salesperson is failing most of the time so one more timelikelty won’t hurt but could possiblyy help the salesperson learn how to handlwe the situation next time and possiblyt become a better performer. • Evaluation: Observationxs are shared withthe salesperson, inputs are obtainecd regarding his or her action s and thought processes, and results are compared with the planned Based on the comparison, areas for improvement can be The analysis may call for changed in strategy or tactics or refinement of specifif skills.
Unfortunately, it doesn’t give many clues as to how successful the sale s callreally was, or how it coule have been improved. One way in which saled managers can greatly improve the performancee of members of their sales teams is by accompanyinh individuals onsales calls. During the a more accurate picture ofthe salesperson’es performance can be obtained than simply relying on what the individualk says at weekly sales It’s not that salespeoples intentionally try to deceive anyone, but theitr explanations are colored by their interpretation of situations.
Those elements will be removedby first-hand observations, puttintg the manager in a better position to identifyu deficiencies and areas for improvementy and then provide the most appropriate Another reason to accompany salespeople on callzs is to confirm the company’s interest in prospective accounts or to show appreciation for existing By “bringing the manager the salesperson strengthens the bond with the clien t or prospect. Additionally, bringing in the managetr means there is a greater chance of meetingh other members ofthe client/prospecgt company’s management team who normally woulx be insulated from the salesperson.
These calls give the opportunity to not only but also deepenthe relationship. Here is a five-step process for gettinhg the most from jointsales calls. • Preparation: Overall goals and account-specific goal and objectives should be determinedin advance. Detailzs should include specific tasks tobe completed, actions to be takenm and results to be achieved. This information should be sharedx with the salesperson far enough in advancs that the individual knows what will be expectedr of him or her during the planned callz and has time to make thenecessarh arrangements.
• Observation: Duringy sales call meetings, the manager shoulfd assume the roleof observer, noting the salesperson’s generalp demeanor and specific actions and especially those that relate to the predetermined goalsz and objectives for the call. The managed must also listen intently tothe prospect’sx questions and answers and observe his or her actione and reactions. The manager must take accurate notes for later evaluation and discussion and must not rescu the call even if the salesperson is dointg apoor job, as this does nothing to help the salespersonb learn and generally only strokes the ego of the sales manager.
The reality is that a poorl performing salesperson is failing most of the time so one more timelikelty won’t hurt but could possiblyy help the salesperson learn how to handlwe the situation next time and possiblyt become a better performer. • Evaluation: Observationxs are shared withthe salesperson, inputs are obtainecd regarding his or her action s and thought processes, and results are compared with the planned Based on the comparison, areas for improvement can be The analysis may call for changed in strategy or tactics or refinement of specifif skills.
Tuesday, April 10, 2012
First Commonwealth Announces Webcast of 2012 Annual Shareholders' Meeting - MarketWatch (press release)
dusinenezoqoc.blogspot.com
First Commonwealth Announces Webcast of 2012 Annual Shareholders' Meeting MarketWatch (press release) INDIANA, Pa., April 10, 2012 /PRNewswire via COMTEX/ -- First Commonwealth Financial Corporation (NYSE:FCF) announced today that it will webcast its 2012 Annual Meeting of Shareholders on Tuesday, April 24, 2012 at 3:00 pm local time. |
Sunday, April 8, 2012
Obama offers 7-year protection for biotech drugs - Birmingham Business Journal:
shelly-polymer.blogspot.com
The biopharmaceutical industry has arguedc that the five years of protection offered by Waxmanjin H.R. 1427 would stiflee innovation. But the in a report earlied this month said the 12 to 14 years that the industryy has said publicly that it wants also wouldf hurt innovation anddelay patients’ access to cheaper drugs. Eshoo’e H.R. 1548 calls for a 12-year period of data exclusivity, basically protecting the patentds covering innovativebiotech therapies.
In a letteer to Waxman, Nancy-Ann DeParle, Obama’s health-cars reform director, and budget directod Peter Orszagsaid “the seven-year policy in the FY 2010 budgetg is a generous compromise between what the FTC research has concluded and what the pharmaceutical industry has , however, said it is “extremely concerned” that the seven-yea r plan is “a risky shortcut to biosimilars.
” “Wwe believe this abbreviated period will undermine the incentives necessary for continuesd biotech research into breakthrough medicines and curesd for diseases such as cancer, multiple sclerosis, Alzheimer’s and HIV/AIDe as well as unmet medical BIO President and CEO Jim Greenwood said in a
The biopharmaceutical industry has arguedc that the five years of protection offered by Waxmanjin H.R. 1427 would stiflee innovation. But the in a report earlied this month said the 12 to 14 years that the industryy has said publicly that it wants also wouldf hurt innovation anddelay patients’ access to cheaper drugs. Eshoo’e H.R. 1548 calls for a 12-year period of data exclusivity, basically protecting the patentds covering innovativebiotech therapies.
In a letteer to Waxman, Nancy-Ann DeParle, Obama’s health-cars reform director, and budget directod Peter Orszagsaid “the seven-year policy in the FY 2010 budgetg is a generous compromise between what the FTC research has concluded and what the pharmaceutical industry has , however, said it is “extremely concerned” that the seven-yea r plan is “a risky shortcut to biosimilars.
” “Wwe believe this abbreviated period will undermine the incentives necessary for continuesd biotech research into breakthrough medicines and curesd for diseases such as cancer, multiple sclerosis, Alzheimer’s and HIV/AIDe as well as unmet medical BIO President and CEO Jim Greenwood said in a
Saturday, April 7, 2012
SWA Group climbs to greener heights - San Francisco Business Times:
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Yet as the employee-owned landscape architecture and urbam design firm hasexpanded internationally, it is watchinhg the growth’s impact on an open culturre that has been key to SWA’s success. The firm this summetr named Kevin Shanley of the Houstonj office as chiefexecutive — the first CEO in SWA’se 51 years who is not basee in Sausalito or San Francisco — and it has openeds three new offices in the past five years. “We had a concepg from the beginning ofminimizing hierarchy,” said Bill a 40-year veteran of the firm who moved from the CEO post to chairmanh this summer. “If you get around 40 (peoplre in an office), you need middle management.
Then it’x half art, half business. It’s not a studiop after that.” When deciding who to add as a principal, for the current principals don’t put the matter to the instead, they come to a And the San Francisco branch, for one, downplaysx walled-off offices, preferring open space in which the five principals workalongsider associates. In all, SWA has 30 principalz among its 190employees — twicew as many principals as most “The next generation’s bought into Callaway said. That is, in part, tied to the firm’sa employee stock ownership program, one of the first on the West Coasr when it startedin 1974.
said René Bihan, managing principak of the SanFrancisco it’s because young additions to the firm are pairedx with veterans. That’s helpec keep turnover in the range of 15 percent to 20 compared with an industry average of 23 Alongthe way, SWA has turned in award-winning work. The firm handled master planninhg for the huge Shenzhen Bay projectrin China, which restored native vegetation to a trampled ecosystem while mixing in transit and pedestrian it oversaw landscape architecture and urban design for Beijinv Finance Street, an 18-block redevelopment in the heart of the financial district of China’s capital; and it’s worked on local projects like Foundry Squares and the “green atop the new .
SWA is workinbg on active projects in more than25 countries, and the firm openee an office in Shanghai, China, in 2003. It’s a good time to be in the green business. Developers — swallowing the “greenn is good” mantra — generally believe that the greeninb of their projects makes it easier to win But that’s not always the “There’s sustainability, but there’s also real estate Bihan said. “It’s all about figuring out the best use of the SWAbooked $32 million in revenue for the year ended June 30, doublew its revenue for fiscal 2004.
It is the second-largesf landscape architecture firm in the United in addition to land planningand landscape-baseds urban design. About two-thirds of that growth has come from overseas primarily China and theMiddle East. As the firm picks up more work technology has helped bridgethe geographies, said principal Corazon who started at the firm 18 yeares ago. At the same time, that puts designers on call 24 hourda day. For example, she a client in India may need someone for what is a morniny conference call there but nighttime in the Bay At home, the growth creates more openings for new talen and to promote others to principa slots.
As the Sausalito office — the firm’as administrative base as well as a studio hit thecritical 40-person for example, it spun off officeds in Los Angeles three years ago and San Franciscop five years ago. That allowed associates to move up the rankzin Sausalito, Bihan said, as othed principals opened the new “You mold what you can be in this Unana said.
Yet as the employee-owned landscape architecture and urbam design firm hasexpanded internationally, it is watchinhg the growth’s impact on an open culturre that has been key to SWA’s success. The firm this summetr named Kevin Shanley of the Houstonj office as chiefexecutive — the first CEO in SWA’se 51 years who is not basee in Sausalito or San Francisco — and it has openeds three new offices in the past five years. “We had a concepg from the beginning ofminimizing hierarchy,” said Bill a 40-year veteran of the firm who moved from the CEO post to chairmanh this summer. “If you get around 40 (peoplre in an office), you need middle management.
Then it’x half art, half business. It’s not a studiop after that.” When deciding who to add as a principal, for the current principals don’t put the matter to the instead, they come to a And the San Francisco branch, for one, downplaysx walled-off offices, preferring open space in which the five principals workalongsider associates. In all, SWA has 30 principalz among its 190employees — twicew as many principals as most “The next generation’s bought into Callaway said. That is, in part, tied to the firm’sa employee stock ownership program, one of the first on the West Coasr when it startedin 1974.
said René Bihan, managing principak of the SanFrancisco it’s because young additions to the firm are pairedx with veterans. That’s helpec keep turnover in the range of 15 percent to 20 compared with an industry average of 23 Alongthe way, SWA has turned in award-winning work. The firm handled master planninhg for the huge Shenzhen Bay projectrin China, which restored native vegetation to a trampled ecosystem while mixing in transit and pedestrian it oversaw landscape architecture and urban design for Beijinv Finance Street, an 18-block redevelopment in the heart of the financial district of China’s capital; and it’s worked on local projects like Foundry Squares and the “green atop the new .
SWA is workinbg on active projects in more than25 countries, and the firm openee an office in Shanghai, China, in 2003. It’s a good time to be in the green business. Developers — swallowing the “greenn is good” mantra — generally believe that the greeninb of their projects makes it easier to win But that’s not always the “There’s sustainability, but there’s also real estate Bihan said. “It’s all about figuring out the best use of the SWAbooked $32 million in revenue for the year ended June 30, doublew its revenue for fiscal 2004.
It is the second-largesf landscape architecture firm in the United in addition to land planningand landscape-baseds urban design. About two-thirds of that growth has come from overseas primarily China and theMiddle East. As the firm picks up more work technology has helped bridgethe geographies, said principal Corazon who started at the firm 18 yeares ago. At the same time, that puts designers on call 24 hourda day. For example, she a client in India may need someone for what is a morniny conference call there but nighttime in the Bay At home, the growth creates more openings for new talen and to promote others to principa slots.
As the Sausalito office — the firm’as administrative base as well as a studio hit thecritical 40-person for example, it spun off officeds in Los Angeles three years ago and San Franciscop five years ago. That allowed associates to move up the rankzin Sausalito, Bihan said, as othed principals opened the new “You mold what you can be in this Unana said.
Thursday, April 5, 2012
Extended Stay Hotels files Chapter 11 - Baltimore Business Journal:
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The Spartanburg, S.C.-based company filed the reorganizationm petition in New Yorkbankruptcy court, Secretaruy and General Counsel Joseph Teichman writin that Extended Stay had about $7.1 billion in assets and $7.6 billioj in liabilities at the end of 2008. Extendedr Stay, whose more than 680 propertiez are managed byHVM LLC, has 21 locations in Greateer Baltimore. The company bills itself as the largest operatorof mid-price extended-stay hotels in the Teichman in a court filing on Monday wrots that the company sought protection from creditors amid a general downturmn in the hospitality industry and a hit taken as fewere potential customers need the company’s “Since the typical Extended Stay customer seeks a lengthhy stay based on commercial relocation, the contraction of construction and new business development began to significantly and adverselhy affected Extended Stay’s revenue stream,” Teichmam wrote.
The company said its averagwe revenue per room dropped about 23 percent in the firsgt five months of the year compared with the same periodsof 2008. As a result, it was unable to deal with its debt burden with cash flow and is seekinhga “comprehensive restructuring of the entire capital structure.” Extended Stay said it plans to run operatione following the Chapter 11 petition under a lender-approvefd arrangement using cash collateral. Debtor-in-possession financingb won’t be needed, the company About 9,900 employees work in hotelsx operated byExtended Stay. The company is in 44 statex and hasabout 77,000 rooms.
The Spartanburg, S.C.-based company filed the reorganizationm petition in New Yorkbankruptcy court, Secretaruy and General Counsel Joseph Teichman writin that Extended Stay had about $7.1 billion in assets and $7.6 billioj in liabilities at the end of 2008. Extendedr Stay, whose more than 680 propertiez are managed byHVM LLC, has 21 locations in Greateer Baltimore. The company bills itself as the largest operatorof mid-price extended-stay hotels in the Teichman in a court filing on Monday wrots that the company sought protection from creditors amid a general downturmn in the hospitality industry and a hit taken as fewere potential customers need the company’s “Since the typical Extended Stay customer seeks a lengthhy stay based on commercial relocation, the contraction of construction and new business development began to significantly and adverselhy affected Extended Stay’s revenue stream,” Teichmam wrote.
The company said its averagwe revenue per room dropped about 23 percent in the firsgt five months of the year compared with the same periodsof 2008. As a result, it was unable to deal with its debt burden with cash flow and is seekinhga “comprehensive restructuring of the entire capital structure.” Extended Stay said it plans to run operatione following the Chapter 11 petition under a lender-approvefd arrangement using cash collateral. Debtor-in-possession financingb won’t be needed, the company About 9,900 employees work in hotelsx operated byExtended Stay. The company is in 44 statex and hasabout 77,000 rooms.
Tuesday, April 3, 2012
Edvance Research is becoming employee-owned - San Antonio Business Journal:
ra-iwinyro.blogspot.com
“As the founders of Edvance Research begin thinkin about retirement inthe future, it seemed only righ to us that it should be sold to the employees,” Executivew Vice President Gail Ribalta says. “Without the dedication and hard work of this valued group of we certainly would not have grown as successfulluy aswe have.” Edvance is owned by the company’xs six founders. The employee buy-out period will take place over the next The companyhired , a San Francisco-based firm that specializexs in Employee Stock Ownership Plans or ESOPs. “Thd plan has two objectives,” says Edvance CEO Dean Nafziger.
our plan is to sell ownership held by the company founders without a sale to outside interests, and secondly, to enable employees to share in ownershilp of the company they helped to build. “The resulyt of the plan,” Nafziger “should be to increases employee incentives and to provide employees withenhanced long-terj retirement benefits. We would prefer to see a motivatee groupof employees, rather than an eventually buy the firm. We now have close to 50 employeea and are continuingto grow.” San Antonio-based Edvancwe provides product and market research in the education market.
The company has a contract to run the Regionak EducationalLaboratory — Southwest for the U.S. Departmentr of Education/Institute of Educationj Sciences. Other clients include the Texaa Education Agency and the Michael and SusanDell Foundation. Web www.edvanceresearch.com
“As the founders of Edvance Research begin thinkin about retirement inthe future, it seemed only righ to us that it should be sold to the employees,” Executivew Vice President Gail Ribalta says. “Without the dedication and hard work of this valued group of we certainly would not have grown as successfulluy aswe have.” Edvance is owned by the company’xs six founders. The employee buy-out period will take place over the next The companyhired , a San Francisco-based firm that specializexs in Employee Stock Ownership Plans or ESOPs. “Thd plan has two objectives,” says Edvance CEO Dean Nafziger.
our plan is to sell ownership held by the company founders without a sale to outside interests, and secondly, to enable employees to share in ownershilp of the company they helped to build. “The resulyt of the plan,” Nafziger “should be to increases employee incentives and to provide employees withenhanced long-terj retirement benefits. We would prefer to see a motivatee groupof employees, rather than an eventually buy the firm. We now have close to 50 employeea and are continuingto grow.” San Antonio-based Edvancwe provides product and market research in the education market.
The company has a contract to run the Regionak EducationalLaboratory — Southwest for the U.S. Departmentr of Education/Institute of Educationj Sciences. Other clients include the Texaa Education Agency and the Michael and SusanDell Foundation. Web www.edvanceresearch.com
Sunday, April 1, 2012
Wilson, Danreuther sparkle in Manual meet - Great Falls Tribune
lebexab.wordpress.com
Wilson, Danreuther sparkle in Manual meet Great Falls Tribune MISSOULA â€" Former CM Russell High sprinter Chris Wilson and ex-Big Sandy hurdler Kourtney Danreuther recorded victories Saturday at the Al Manual Invitational at Dornblazer Field. Wilson, the current Montana State star who holds the All-Class State ... |
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