iwyqaxewun.wordpress.com
came after a period of lower-than-normal volatility the previoudsseveral years. In fact, the volatilityy levels in the fourth quarter of 2008 were beyond what most investors have experienced intheirt lifetime. This combination of high volatility and fallingv asset prices in a very condensed time frame has many investorsd questioning their risk toleranceand long-term investment Do you advise clients to invest in alternative assets?? Why or why not? “We do recommend an allocation to alternative investmentsz for most of our high-net-worth clients who have ample liquidity across the rest of theit investment portfolios.
Given the illiquid nature of mostalternativ investments, the size of an alternative investmentg allocation will depend on the risk profilse of the client and their overall comforft level with having investments that do not have daily or even monthl y liquidity.” Generally speaking, what are the benefitw and shortfalls of alternative compared with the equity markets? “Our definition of alternativde investments includes most of the nontraditionap asset classes beyond stocks and bonds, including hedgwe funds, commodities, private equity and real estate.
Including thes types of investments in a portfolio eitherthrough (exchange-traded funds), mutual funds or direcr investments — increases the overall diversification and enhances the risk/returbn profile of an overall portfolio. The primary downside to these typees of investmentsis illiquidity, which is why clients need to thinlk beyond the return expectationsx when committing capital to alternativde investments.” Would you advise clients to remove funda from their IRAs and invest in alternative assets ?
“Given the fact many alternative investmenta are not very tax-efficient and are somewhatr illiquid, we have found that owning them in tax-deferrer accounts with longtime horizonws like IRAs can be an ideaol situation. This would relate more to clientx that havelarge tax-deferred accounts, like rollover IRAs from previoues 401(k) plans. By owning alternative investmentxs ina tax-deferred account, you are able to eliminatr the tax inefficiency issue.” What are the safesgt investment bets right now?
“While the equituy markets have had a significant rally off the Marcg 9 lows, we think the safest long-term bets are high-quality investments acrosa both the equity and fixed-income markets. In the equity the rally has been led by those sectorss that were beaten down the most last yearand low-quality stocks in general. We thinmk that high-quality, large-cap, globalp franchise businesses continue to be cheapo on arelative basis. In fixe d income, we expect to see the continued normalization in the credit marketsd andprefer high-quality corporatde and municipal bonds.
”
Monday, October 31, 2011
Saturday, October 29, 2011
Clear Channel Outdoor names new CFO - San Antonio Business Journal:
http://www.rawlslib.net/2002/rawls/about.html
Chet Kwasniak’s position is effective June 15. Kwasniakj will oversee all financial reporting and IT activities for CleaeChannel Outdoor. He will report to Paul president and CEO of Cleare Channel Outdoor forthe Americas. Kwasniak is joining Clear Channelp Outdoor after holding executiveor management-level positions at , , and “Chet’s extensive experience with systems designed to bring data-driven discipline to the businesses he has worked with provide him with the exactg skill set to become an important strategic contributor to our managemeny team,” Meyer says.
Clear Channel Outdood (NYSE: CCO) is the world’s largest outdoor advertising company with closse to 1 million displays in over 50 countries across five In theUnited States, the company operates just undere 200,000 advertising displays and has a presence in 49 of the top 50 designatedr market areas.
Chet Kwasniak’s position is effective June 15. Kwasniakj will oversee all financial reporting and IT activities for CleaeChannel Outdoor. He will report to Paul president and CEO of Cleare Channel Outdoor forthe Americas. Kwasniak is joining Clear Channelp Outdoor after holding executiveor management-level positions at , , and “Chet’s extensive experience with systems designed to bring data-driven discipline to the businesses he has worked with provide him with the exactg skill set to become an important strategic contributor to our managemeny team,” Meyer says.
Clear Channel Outdood (NYSE: CCO) is the world’s largest outdoor advertising company with closse to 1 million displays in over 50 countries across five In theUnited States, the company operates just undere 200,000 advertising displays and has a presence in 49 of the top 50 designatedr market areas.
Thursday, October 27, 2011
Neighbors push for end of Waialae driving range - Honolulu Star-Advertiser
mytyhona.wordpress.com
Neighbors push for end of Waialae driving range Honolulu Star-Advertiser Every Sunday, "Back in the Day" looks at an article that ran on this date in the Honolulu Star-Bulletin. The items are verbatim, so don't blame us today for yesteryear's bad grammar. The issue before the city Department of Land Utilization last night ... |
Monday, October 24, 2011
Bristow Group continues with cost reduction initiative - Houston Business Journal:
steinberg-virus.blogspot.com
The Houston-based helicopter services providef employsabout 3,600 people, according to Perrhy Elders, chief financial officer. "We still have long-term growth but those have slowed down," he said. "Wre plan to cut less than 10 percenyt of our totalwork force." The companu said it has alreadhy made some staffing reductions in its U.S. Gulf of Mexico, West Africw and Australia operations, including the release of many of its temporarty andconsulting staff. In Bristow Helicopter Group Ltd., the company’s European affiliate, has started talks with tradw union representatives and employees in Europe regarding proposedstaffinvg reductions.
As part of the cost reduction initiatives, Bristo (NYSE: BRS) in Feburary began evaluating itscapitaol expenditures, froze management salaries and started reviewing its staffinb levels and compensation.
The Houston-based helicopter services providef employsabout 3,600 people, according to Perrhy Elders, chief financial officer. "We still have long-term growth but those have slowed down," he said. "Wre plan to cut less than 10 percenyt of our totalwork force." The companu said it has alreadhy made some staffing reductions in its U.S. Gulf of Mexico, West Africw and Australia operations, including the release of many of its temporarty andconsulting staff. In Bristow Helicopter Group Ltd., the company’s European affiliate, has started talks with tradw union representatives and employees in Europe regarding proposedstaffinvg reductions.
As part of the cost reduction initiatives, Bristo (NYSE: BRS) in Feburary began evaluating itscapitaol expenditures, froze management salaries and started reviewing its staffinb levels and compensation.
Saturday, October 22, 2011
Carrying the Crossaire - Irish Times
vilyfijohy.wordpress.com
Irish Times | Carrying the Crossaire Irish Times CROSSWORDS: When Derek Crozier, the setter behind the fiendish Crosaire crossword, died last year, he left behind a huge stock of puzzles for The Irish Times . Now, a cryptic successor has been picked. Roy Earle tells ELGY GILLESPIE about the pride and ... |
Thursday, October 20, 2011
Architects picking up something at the shops - San Francisco Business Times:
olimstgon.blogspot.com
That has meant that retail architecturse practices have boomed in thepast decade, with San Francisco-based leadinfg the explosion. Retail is now one of this office'd largest practice areas. "Competitionj (among retailers) is so said Jeff Henry, a principall in Gensler's San Francisco Interiors are one way that retailers candifferentiats themselves, and so improve their bottom lines. 'sd recent performance highlights thisretail truth.
One of the company'ws chief strategies to reversea two-year slide in same-storr sales is a complete store redesign that it tested last year in That redesign has impressed shoppers and investors in the four citiew where it has though the San Francisco-based retailer will not comment on how sale improved at the remodeled "Gap owned the white-wall-and-maple-floor Henry said of Gap's years-old store design. "But everyon e caught up." To shoppers, a stalre look can be read as stale style, and Gap's shopperd have seemed tired ofthe brand.
"There are so many choicesa where consumers can buy the same and it's the retailers who create the most memorable experiencez who attract repeat said Chris Barriscale, a principal with , whicy opened its San Francisc o office in July 2004. Gap was slow to realizse it had lost itsdesigjn preeminence, but once it did, it callef Gensler, which has designed almosy all Gap brand stores from the company's Gap spent a lot of time researching its redesign. The lighting has been sittingareas introduced, the floors made dark. Gap foundd that women shopperslike mystery, meanderingv through a space to discover merchandise gems. Men hate that.
So the men's and women's sides of the storews are separateand distinct. The men's side is open so shopperse can easily find what they The women's side, by contrast, is divided into smalleer spaces. Gensler worked with Gap's in-hous design team for over a year on the With a fleet of morethan 3,00p0 stores, a complete redesign of all Gap store s is too expensive to do in one go. To close to 60 storesz in Denver, Hartford, Conn., New York, San Diego and Palo Alto have undergon some elements ofthe redesign, and Gap expects to remode l 20 more in 2006. Some stores have been closed for three months duringthe remodel.
like Palo Alto, incorporate only some elementsd of the redesign and so remained open duringgthe makeover. The Gensler folksd also came upwith smaller, less-expensive changes the retailee can implement now. Storefronts provide one such opportunity: Genslere envisions every Gap witha blue-framed entryway, whethed it is in a mall or on a high "Our intent ... is to create an elemeng so iconographic that you can see the blue box and not even need a Gap saidMichael Bodziner, a principal at "Like the golden arches." "Gettinb into the customer's mind is almos t more important than getting into the right neighborhood," Henryu added.
Retail interiors are very much aboua brand. But success breeds copycats, so smarr merchants will retool their brands and reconfigurd them once theybecome diluted. "All retailers have to evolv and refreshtheir looks," Barriscale said. "A lifetime of the typical storwe these days is about five years for asmalp store, and department storees are constantly undergoing renovation." RYA Design Consultancy is workingb on the new 340,000-square-footy that will open on Mission Street in the fall, and Barriscale said that being able to evolver and adapt to its customers' changing tastes is builtf into its architectural design.
The San Francisco Bloomingdale'e flagship will feature smaller retail spaces that operatw as specialty stores within the bigdepartment Bloomingdale's tried out that architectural approachh in its smaller-format SoHo store in New York and foundd that customers responded with theier wallets, Barriscale said. "The Mission stor will be more like a series of specialty shops bundled together undedrthe Bloomingdale's umbrella," Barriscale said. Understandinfg a store's customers and creating an environment with them in mind is crucial toretail success, and means that retail architecturw is not pure architecture.
Industry leaders incorporate elementxs ofconsumer psychology, brand strategy and packagingf into their work, and some even participatwe in developing new concepts. Gensler did that with , whicuh launched One Thousand Steps, and RYA worked closely with Bebe when it decided to roll out Especiallyfor large, multi-channel retailers, the in-store experienc is one big branding opportunity. Channeo consistency is key, and too, can be achieved by design. "Retai is a critical part of a brand experience," said Davie Zapata, creative director for Fitch's San Francisc o office.
"Apple is a terrific examplr where itsweb site, packaging, retail and the customer'w experience with the product are all seamlessly integratedf in your absolute delighft in this technology and your sense of accessing something and that you're special as a result." The right look can boost though authenticity is key. As customers become more design can't do it all; there must be substancre to the brand beneath thecosmetic "In terms of keeping environments current, brands are more appreciative of the need for refreshment than they have Zapata said.
That is good news for the retailkarchitecture field, where keepinf ahead of the fashion curve means retail architects have built-inh work. "When we design, we design with the idea that this conceptr be replicatedmany That's key to how we do it," Henry Gensler designed the Forever 21 store on Powell Streey in San Francisco, from the preservation of the historicalp façade to the addition of a mezzanine to the 40,000-square-fooyt interior. That gig led to Gensler assisting inForevere 21's new flagship in Gensler has also designexd the new store in Dallas, has assisstedf with the new Boston store, and will be workingg with Barneys on its upcoming San Francisco store.
It is working on the store that will open this yearat , and coulsd have a hand in future stores as Williams-Sonom expands its new concept. Successful retaiol architecture expresses retail strategy through abuilt "While we would love to come in and create an ode to that's not what it's about in Henry said. "Architecture can't over-dominate the product," Bodzinetr added.
"In retail, architecture always plays a supportinb role; it's not the main
That has meant that retail architecturse practices have boomed in thepast decade, with San Francisco-based leadinfg the explosion. Retail is now one of this office'd largest practice areas. "Competitionj (among retailers) is so said Jeff Henry, a principall in Gensler's San Francisco Interiors are one way that retailers candifferentiats themselves, and so improve their bottom lines. 'sd recent performance highlights thisretail truth.
One of the company'ws chief strategies to reversea two-year slide in same-storr sales is a complete store redesign that it tested last year in That redesign has impressed shoppers and investors in the four citiew where it has though the San Francisco-based retailer will not comment on how sale improved at the remodeled "Gap owned the white-wall-and-maple-floor Henry said of Gap's years-old store design. "But everyon e caught up." To shoppers, a stalre look can be read as stale style, and Gap's shopperd have seemed tired ofthe brand.
"There are so many choicesa where consumers can buy the same and it's the retailers who create the most memorable experiencez who attract repeat said Chris Barriscale, a principal with , whicy opened its San Francisc o office in July 2004. Gap was slow to realizse it had lost itsdesigjn preeminence, but once it did, it callef Gensler, which has designed almosy all Gap brand stores from the company's Gap spent a lot of time researching its redesign. The lighting has been sittingareas introduced, the floors made dark. Gap foundd that women shopperslike mystery, meanderingv through a space to discover merchandise gems. Men hate that.
So the men's and women's sides of the storews are separateand distinct. The men's side is open so shopperse can easily find what they The women's side, by contrast, is divided into smalleer spaces. Gensler worked with Gap's in-hous design team for over a year on the With a fleet of morethan 3,00p0 stores, a complete redesign of all Gap store s is too expensive to do in one go. To close to 60 storesz in Denver, Hartford, Conn., New York, San Diego and Palo Alto have undergon some elements ofthe redesign, and Gap expects to remode l 20 more in 2006. Some stores have been closed for three months duringthe remodel.
like Palo Alto, incorporate only some elementsd of the redesign and so remained open duringgthe makeover. The Gensler folksd also came upwith smaller, less-expensive changes the retailee can implement now. Storefronts provide one such opportunity: Genslere envisions every Gap witha blue-framed entryway, whethed it is in a mall or on a high "Our intent ... is to create an elemeng so iconographic that you can see the blue box and not even need a Gap saidMichael Bodziner, a principal at "Like the golden arches." "Gettinb into the customer's mind is almos t more important than getting into the right neighborhood," Henryu added.
Retail interiors are very much aboua brand. But success breeds copycats, so smarr merchants will retool their brands and reconfigurd them once theybecome diluted. "All retailers have to evolv and refreshtheir looks," Barriscale said. "A lifetime of the typical storwe these days is about five years for asmalp store, and department storees are constantly undergoing renovation." RYA Design Consultancy is workingb on the new 340,000-square-footy that will open on Mission Street in the fall, and Barriscale said that being able to evolver and adapt to its customers' changing tastes is builtf into its architectural design.
The San Francisco Bloomingdale'e flagship will feature smaller retail spaces that operatw as specialty stores within the bigdepartment Bloomingdale's tried out that architectural approachh in its smaller-format SoHo store in New York and foundd that customers responded with theier wallets, Barriscale said. "The Mission stor will be more like a series of specialty shops bundled together undedrthe Bloomingdale's umbrella," Barriscale said. Understandinfg a store's customers and creating an environment with them in mind is crucial toretail success, and means that retail architecturw is not pure architecture.
Industry leaders incorporate elementxs ofconsumer psychology, brand strategy and packagingf into their work, and some even participatwe in developing new concepts. Gensler did that with , whicuh launched One Thousand Steps, and RYA worked closely with Bebe when it decided to roll out Especiallyfor large, multi-channel retailers, the in-store experienc is one big branding opportunity. Channeo consistency is key, and too, can be achieved by design. "Retai is a critical part of a brand experience," said Davie Zapata, creative director for Fitch's San Francisc o office.
"Apple is a terrific examplr where itsweb site, packaging, retail and the customer'w experience with the product are all seamlessly integratedf in your absolute delighft in this technology and your sense of accessing something and that you're special as a result." The right look can boost though authenticity is key. As customers become more design can't do it all; there must be substancre to the brand beneath thecosmetic "In terms of keeping environments current, brands are more appreciative of the need for refreshment than they have Zapata said.
That is good news for the retailkarchitecture field, where keepinf ahead of the fashion curve means retail architects have built-inh work. "When we design, we design with the idea that this conceptr be replicatedmany That's key to how we do it," Henry Gensler designed the Forever 21 store on Powell Streey in San Francisco, from the preservation of the historicalp façade to the addition of a mezzanine to the 40,000-square-fooyt interior. That gig led to Gensler assisting inForevere 21's new flagship in Gensler has also designexd the new store in Dallas, has assisstedf with the new Boston store, and will be workingg with Barneys on its upcoming San Francisco store.
It is working on the store that will open this yearat , and coulsd have a hand in future stores as Williams-Sonom expands its new concept. Successful retaiol architecture expresses retail strategy through abuilt "While we would love to come in and create an ode to that's not what it's about in Henry said. "Architecture can't over-dominate the product," Bodzinetr added.
"In retail, architecture always plays a supportinb role; it's not the main
Tuesday, October 18, 2011
Donnellan resigns as Channel 5 news director - Business Courier of Cincinnati:
symowugebeda.blogspot.com
“The news business is facing a whirlwind of Donnellon wrote in July 7 blog entruat aroundanderson.com, in which he announced his departur e from News 5. “k believe opportunities are being created right now for new channelws of community information likeArounx Anderson. This seems like the best and most exciting way to build something positive forour hometown.” In an Donnellon described his departure as a “mutuapl and amicable parting” and said he’as seeking other work in digital and traditional media.
He doesn’tr expect the blog to be his full-time WLWT General Manager Richard Dryerepraised Donnellon’s work for the city’s third-rankec TV News operation, but he added that ratings are not wher he wants them to be. With former WXIX-TVc Channel 19 anchor Jack Atherton joining the News 5 team in October andJay Leno’s new prime time show set to premie r Sept. 14, Dryer felt it was “time to make a at the top. He said no other staff changes are plannedc atthe station, wheres roughly half of its 150 employees work in the “I’m hopeful we’ll have somebody in place in the next montyh or so,” Dryer said.
“In today’s business climate, we’lll have a large number of qualified
“The news business is facing a whirlwind of Donnellon wrote in July 7 blog entruat aroundanderson.com, in which he announced his departur e from News 5. “k believe opportunities are being created right now for new channelws of community information likeArounx Anderson. This seems like the best and most exciting way to build something positive forour hometown.” In an Donnellon described his departure as a “mutuapl and amicable parting” and said he’as seeking other work in digital and traditional media.
He doesn’tr expect the blog to be his full-time WLWT General Manager Richard Dryerepraised Donnellon’s work for the city’s third-rankec TV News operation, but he added that ratings are not wher he wants them to be. With former WXIX-TVc Channel 19 anchor Jack Atherton joining the News 5 team in October andJay Leno’s new prime time show set to premie r Sept. 14, Dryer felt it was “time to make a at the top. He said no other staff changes are plannedc atthe station, wheres roughly half of its 150 employees work in the “I’m hopeful we’ll have somebody in place in the next montyh or so,” Dryer said.
“In today’s business climate, we’lll have a large number of qualified
Sunday, October 16, 2011
Insurance agencies merging - Business Courier of Cincinnati:
opexibu.wordpress.com
has agreed to acquire , both of Greenwood The merger is expected to be completweby Oct. 1. Financial terms weren't disclosed. The combined agency will have 55 employees and servw morethan 8,000 "We're looking to take Cherry Creek to the next level," said CEO Brooo Mahoney, who founded Cherry Creekm Insurance in 1986. "There are a lot of midsize insurancs agenciesout there, but just a few that I wouldx consider jumbo agencies. It's always been our goal to be able to providew a very wide range of services to our and in order todo that, you have to have a certai n size.
" Cherry Creek's near-term plan includes establishingy risk management and claims management departments, functions it couldn'tf perform as a smaller agency, he Working for a larger, combined agency will mean more opportunity for Gaspar-Jonese & Associates' employees, said President Carl Gaspar, who joiner Gaspar-Jones & Associates in 1975. The two agencies "have been friendlhy competitors for20 years," Gaspar said. "We're about a half-milre apart, we represent the same carriers, and we have very similarr cultures. Both of us have often thoughyt that it would be agood fit.
I have a lot of longevitgy with mystaff -- I'm so proucd of the people here -- and I wantex to make sure that it was a good fit for as well." Mahoney estimated that the combined company would be the fourth-largesgt Colorado-based independent insurance agency, based on It would fall behind Van Gilder Insurancer Corp., , and , he said. Gaspar-Jonesa & Associates, founded in was attractive because ofits reputation, as well as similar cultur e and account sizes, Mahoney said.
The two agenciess also have different strengths and salee niches that will complementeach other, he Both Mahoney and Gaspar are past presidentas of the Professional Independent Insurance Agents and Brokersa of Colorado. "Carl Gaspar and I have knowjn each other for a long Mahoney said. Gaspar plans to become communications directoer of thecombined company, and will help managwe the transition and work on specialk projects. Gaspar-Jones & employees are expected to move intoCherry Creek's officezs at 5660 Greenwood Plaza Blvd. by Oct. 1.
has agreed to acquire , both of Greenwood The merger is expected to be completweby Oct. 1. Financial terms weren't disclosed. The combined agency will have 55 employees and servw morethan 8,000 "We're looking to take Cherry Creek to the next level," said CEO Brooo Mahoney, who founded Cherry Creekm Insurance in 1986. "There are a lot of midsize insurancs agenciesout there, but just a few that I wouldx consider jumbo agencies. It's always been our goal to be able to providew a very wide range of services to our and in order todo that, you have to have a certai n size.
" Cherry Creek's near-term plan includes establishingy risk management and claims management departments, functions it couldn'tf perform as a smaller agency, he Working for a larger, combined agency will mean more opportunity for Gaspar-Jonese & Associates' employees, said President Carl Gaspar, who joiner Gaspar-Jones & Associates in 1975. The two agencies "have been friendlhy competitors for20 years," Gaspar said. "We're about a half-milre apart, we represent the same carriers, and we have very similarr cultures. Both of us have often thoughyt that it would be agood fit.
I have a lot of longevitgy with mystaff -- I'm so proucd of the people here -- and I wantex to make sure that it was a good fit for as well." Mahoney estimated that the combined company would be the fourth-largesgt Colorado-based independent insurance agency, based on It would fall behind Van Gilder Insurancer Corp., , and , he said. Gaspar-Jonesa & Associates, founded in was attractive because ofits reputation, as well as similar cultur e and account sizes, Mahoney said.
The two agenciess also have different strengths and salee niches that will complementeach other, he Both Mahoney and Gaspar are past presidentas of the Professional Independent Insurance Agents and Brokersa of Colorado. "Carl Gaspar and I have knowjn each other for a long Mahoney said. Gaspar plans to become communications directoer of thecombined company, and will help managwe the transition and work on specialk projects. Gaspar-Jones & employees are expected to move intoCherry Creek's officezs at 5660 Greenwood Plaza Blvd. by Oct. 1.
Friday, October 14, 2011
Bashir says Sudan will adopt entirely Islamic constitution - Reuters
http://property-canada.com/SupremeCourtofCanada.html
Reuters | Bashir says Sudan will adopt entirely Islamic constitution Reuters By Reuters Staff at FaithWorld Sudan will go ahead with plans to adopt an entirely Islamic constitution and strengthen Islamic law, President Omar Hassan al-Bashir said on Wednesday, three months after its former civil war enemy South Sudan became ... Sudan to adopt Islamic constitution |
Tuesday, October 11, 2011
Southwestern Carpets grows business from the ground up - Puget Sound Business Journal (Seattle):
esivyjifag.wordpress.com
Bill McCaddon has stripped Southwestern Carpets down and recreated it a couple of times since purchasing it from Don Lynchin 2001. When he boughtt the flooring company, it specializesd in removing and replacing carpets in apartmentxs betweenrental occupation. The Lewisvillr company was producing annual revenueof $5 but McCaddon found the business too impersonao because it was driven by producf sales and not on building relationships with So he decided to switch focux to the more relationship-centric business of providing floorinh solutions to new home-construction projects, which includes hardwoof floors, carpeting, and backsplash and tile The wholesale company saw dramaticf growth as a result, with annual revenue of $22 millionm in 2007.
But the growth was so rapied and so intense that managers were losing control of the directiob the companywas heading. So in he enlisted Don Brush, a consultant with The Renovw Corp., to help bring new energy to his McCaddon’s sense of direction and leadership abilitiew come from his experience asa manufacturer’s representative for 18 years at companies like Shaw Carpet Manufactured and Aleta Co. He had learnes the importance of building relationshipswith clients. “Mg background was in working withnew homebuilders. The apartment business was non-relationship driven,” said “I didn’t know how to build a businessthat wasn’t relational.
” McCaddon downsizec the company to redirect the focus to the home-constructiohn industry. He was met with resistance fromhis “I realized that using the same employees wasn’t going to work. I was trying to halfway do the he said. “Once we made the commitment, we really turner the corner.” He began switchin out personnel. The company, whichn had grown annual revenueto $5 million, saw revenue drop to undefr $3 million during the But, once the commitment was made, McCaddon notes marked improvement. By 2003, revenur had grown by 35%.
Between 2004 and the company went through its biggestgrowthb spurt, reaching up to $22 million in saleds and employing more than 60 workers. But at that the storybook growth came toan end. “It was gettint to be chaotic because of so many new We werean 8-cylinder engine working on six or sevejn cylinders. We’d lost a sense of teamwork, and everyonew was territorial.” That’s when McCaddon brought in Brush. “Fof the most part, I engage them and talk with them in ordetr to builda relationship. I wanted to find out the strengths of the company and what was working and what needed said Brush. “They’ve got the they’ve got the vision.
It’s just giving them the opportunity.” Brushh met with employees to figure out areaas that needed improvement and then created anactionn plan. He showed the company how to create committees to addresxs problems as they come up and then dissolve the committeesa after the problem hasbeen handled. The shift has translater into happier customers. Bill president and co-owner of Darling Homes Inc., has workedx with McCaddon since McCaddom purchased Southwestern Carpetsin 2001. “(We starte d working with Southwestern Carpets) because of Bill and his relationao approach to working with homebuilders as opposed to thetraditiona price-only approach,” said Darling.
“Brush has helped Bill figure out how to communicate better so that everyone is goinb in the same direction as the managemenrt and will yield the maximum ForChris McCoppin, operations manager for Southwesterb Carpets, the change in the corporate culturre has been noticeable. “Sometimes you don’t realize that when one department changed their policies and itaffects others. Now everyone talks to each other,” McCoppin said. “We’vde empowered them to make decisions. We gave them the powed to run the business.
They feel With this new sensewof empowerment, as well as an improves use of digitizing software callexd Measure, Southwestern Carpets has seen a markeds improvement on the accuracy of the 3,0090 work orders entered each month 95% accuracy, up from 77% accuracy — and has savexd about $160,000 in unnecessary costs for having to fix incorrect work orders. Instead of pursuinyg potential clients merely for the sake of new McCaddon and his staff focus on getting to knowpotential clients, researching them as much as possible and understandiny their needs before they even “We’ll only do business with people who will sit down and have a relationshiop with us.
Someone is alway s going to come inlower (priced) than you,” said “We were always chasing peoplr who were focused on price. If they say, fax us (a prices sheet), we say sorry, we can’t work with you. We stay togetherd as a result. If you have the value relationship, they don’tt leave.”
Bill McCaddon has stripped Southwestern Carpets down and recreated it a couple of times since purchasing it from Don Lynchin 2001. When he boughtt the flooring company, it specializesd in removing and replacing carpets in apartmentxs betweenrental occupation. The Lewisvillr company was producing annual revenueof $5 but McCaddon found the business too impersonao because it was driven by producf sales and not on building relationships with So he decided to switch focux to the more relationship-centric business of providing floorinh solutions to new home-construction projects, which includes hardwoof floors, carpeting, and backsplash and tile The wholesale company saw dramaticf growth as a result, with annual revenue of $22 millionm in 2007.
But the growth was so rapied and so intense that managers were losing control of the directiob the companywas heading. So in he enlisted Don Brush, a consultant with The Renovw Corp., to help bring new energy to his McCaddon’s sense of direction and leadership abilitiew come from his experience asa manufacturer’s representative for 18 years at companies like Shaw Carpet Manufactured and Aleta Co. He had learnes the importance of building relationshipswith clients. “Mg background was in working withnew homebuilders. The apartment business was non-relationship driven,” said “I didn’t know how to build a businessthat wasn’t relational.
” McCaddon downsizec the company to redirect the focus to the home-constructiohn industry. He was met with resistance fromhis “I realized that using the same employees wasn’t going to work. I was trying to halfway do the he said. “Once we made the commitment, we really turner the corner.” He began switchin out personnel. The company, whichn had grown annual revenueto $5 million, saw revenue drop to undefr $3 million during the But, once the commitment was made, McCaddon notes marked improvement. By 2003, revenur had grown by 35%.
Between 2004 and the company went through its biggestgrowthb spurt, reaching up to $22 million in saleds and employing more than 60 workers. But at that the storybook growth came toan end. “It was gettint to be chaotic because of so many new We werean 8-cylinder engine working on six or sevejn cylinders. We’d lost a sense of teamwork, and everyonew was territorial.” That’s when McCaddon brought in Brush. “Fof the most part, I engage them and talk with them in ordetr to builda relationship. I wanted to find out the strengths of the company and what was working and what needed said Brush. “They’ve got the they’ve got the vision.
It’s just giving them the opportunity.” Brushh met with employees to figure out areaas that needed improvement and then created anactionn plan. He showed the company how to create committees to addresxs problems as they come up and then dissolve the committeesa after the problem hasbeen handled. The shift has translater into happier customers. Bill president and co-owner of Darling Homes Inc., has workedx with McCaddon since McCaddom purchased Southwestern Carpetsin 2001. “(We starte d working with Southwestern Carpets) because of Bill and his relationao approach to working with homebuilders as opposed to thetraditiona price-only approach,” said Darling.
“Brush has helped Bill figure out how to communicate better so that everyone is goinb in the same direction as the managemenrt and will yield the maximum ForChris McCoppin, operations manager for Southwesterb Carpets, the change in the corporate culturre has been noticeable. “Sometimes you don’t realize that when one department changed their policies and itaffects others. Now everyone talks to each other,” McCoppin said. “We’vde empowered them to make decisions. We gave them the powed to run the business.
They feel With this new sensewof empowerment, as well as an improves use of digitizing software callexd Measure, Southwestern Carpets has seen a markeds improvement on the accuracy of the 3,0090 work orders entered each month 95% accuracy, up from 77% accuracy — and has savexd about $160,000 in unnecessary costs for having to fix incorrect work orders. Instead of pursuinyg potential clients merely for the sake of new McCaddon and his staff focus on getting to knowpotential clients, researching them as much as possible and understandiny their needs before they even “We’ll only do business with people who will sit down and have a relationshiop with us.
Someone is alway s going to come inlower (priced) than you,” said “We were always chasing peoplr who were focused on price. If they say, fax us (a prices sheet), we say sorry, we can’t work with you. We stay togetherd as a result. If you have the value relationship, they don’tt leave.”
Sunday, October 9, 2011
2011-12 Boston College Hockey: North Dakota Game Thread (8:37 PM Eastern, Fox ... - BC Interruption
gerazawa.wordpress.com
2011-12 Boston College Hockey: North Dakota Game Thread (8:37 PM Eastern, Fox ... BC Interruption Online: All four games will also be available via a webcast on http://www.fightingsioux.com on a pay-per-view basis. Series: BC and North Dakota have previously met 22 times. North Dakota leads the all-time series 11-10-1. Trends: Boston College is ... |
Friday, October 7, 2011
Silver Spruce Resources Inc.: Update on REE Exploration (Pope's Hill, RWM, MRT ... - MarketWatch (press release)
vavyzina.wordpress.com
Silver Spruce Resources Inc.: Update on REE Exploration (Pope's Hill, RWM, MRT ... MarketWatch (press release) Other anomalously radioactive boulders included: an ultramafic/pyroxenite boulder which gave 800 cps and in the south west, a mafic volcanic with anomalous radioactivity. Areas of boulders carrying radioactive biotite were noted and in these areas hand ... |
Wednesday, October 5, 2011
Apple plays it safe with iPhone 4S, targets iPhone 3GS owners - ZDNet (blog)
shemwellmygalej1291.blogspot.com
ZDNet (blog) | Apple plays it safe with iPhone 4S, targets iPhone 3GS owners ZDNet (blog) It is a safe and solid upgrade to the iPhone 4, but there is no real compelling reason for a current iPhone 4 customer to upgrade to the device. Apple waits to put these newer technologies into their iPhone products until after they are proven and ... Apple's Smart to Play It Safe iPhone 5 release date delayed: Tim Cook's iPhone 4S brilliantly flawed |
Monday, October 3, 2011
Saturday, October 1, 2011
Business groups slam proposed tax increases - Nashville Business Journal:
ivyhofy.wordpress.com
The said it opposes changee to the corporateminimum tax, a new corporatse income tax and a new personal income tax. The alliance consists of 30 businessd groups that represent morethan 25,000 Oregon businessee and employ 500,000 residents. Raisingt the taxes could cause the state tolose 6,000 according to state revenue office “These proposals ignore the stark realities of our currenft recession,” the group said in a news release sent by J.L. a lobbyist with Associated Oregon Industries.
“They are counterproductivew measures that kill jobs and prolong our The corporate minimum tax and corporate incomr tax proposals would collectively harm companies with small profitg margins as well as businesses looking to investf more incapital equipment, the group said. The alliance calle d on lawmakers to insteasd focuson private-sector job retention and creation. “We believee strongly that increased taxee are detrimental to job Wilson said in thenews release. “Anh increased tax burden will hurt the ability of our memberws to create desperately needed It is the wrong approach to balancethe state’x budget.
” Other groups signing the letter include Associated Oregon Loggers, Independent Community Banksa of Oregon, the Northwes t Food Processors Association, Oregon Association of Realtors, the Oregon Automobile Dealers the Oregon Bankers Association, the Oregon Home Builders the Oregon Restaurant Association and the Oregonj Trucking Association. Oregon’s House and Senatw members hope to adjourn byJuly 1. Lawmakers must address a $4.
2 billion budget shortfall beforre they adjourn or in a series of special session throughout the rest ofthe
The said it opposes changee to the corporateminimum tax, a new corporatse income tax and a new personal income tax. The alliance consists of 30 businessd groups that represent morethan 25,000 Oregon businessee and employ 500,000 residents. Raisingt the taxes could cause the state tolose 6,000 according to state revenue office “These proposals ignore the stark realities of our currenft recession,” the group said in a news release sent by J.L. a lobbyist with Associated Oregon Industries.
“They are counterproductivew measures that kill jobs and prolong our The corporate minimum tax and corporate incomr tax proposals would collectively harm companies with small profitg margins as well as businesses looking to investf more incapital equipment, the group said. The alliance calle d on lawmakers to insteasd focuson private-sector job retention and creation. “We believee strongly that increased taxee are detrimental to job Wilson said in thenews release. “Anh increased tax burden will hurt the ability of our memberws to create desperately needed It is the wrong approach to balancethe state’x budget.
” Other groups signing the letter include Associated Oregon Loggers, Independent Community Banksa of Oregon, the Northwes t Food Processors Association, Oregon Association of Realtors, the Oregon Automobile Dealers the Oregon Bankers Association, the Oregon Home Builders the Oregon Restaurant Association and the Oregonj Trucking Association. Oregon’s House and Senatw members hope to adjourn byJuly 1. Lawmakers must address a $4.
2 billion budget shortfall beforre they adjourn or in a series of special session throughout the rest ofthe
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