omagyvoham.wordpress.com
The renewed effort will include merging the salea and marketing teams from Labatt USAand Genesee, once a recognized beer in Western New York. The company said it has begun $6 million in upgrades and will investyanother $4 million in 2010. “Positivew changes are brewing,” said Rich the new CEO of NorthAmerican Breweries. “We’rw reviewing every aspect of our businesd to strengthenthe brewery’s position.” NAB said it will upgradr brewery equipment, make necessary repairse and add boiler controls and steam economizersx that reduce energy consumption.
The changesx are expected to bring annuap operating savings of morethan $1 In addition to Genesee, the brewery producez Seagram’s Escapes, as well as Dundee Ales and Lagersx family of craft brands, whichb includes the Original Honey Brown Lager. The Rochester company distributesseveral imports, including Imperial from Costa Rica, Steinlager from New Zealand, Toohey’s New from Australia and Thwaites from the U.K.
Monday, April 30, 2012
Saturday, April 28, 2012
Honda Researching In-Car System that Fights Traffic Congestion - MotorTrend Magazine
boyanebyboqasavo.blogspot.com
MotorTrend Magazine | Honda Researching In-Car System that Fights Traffic Congestion MotorTrend Magazine Honda is developing a system that it claims could drastic » |
Friday, April 27, 2012
Spinal Cord Recovery Project taking big steps - 9NEWS.com
iwibacibem.wordpress.com
9NEWS.com | Spinal Cord Recovery Project taking big steps 9NEWS.com Polly took her first steps in January and when 9News visited the Spinal Cord Injury (SCI) Recovery Project recently, she hit another milestone. "Today I fin » |
Wednesday, April 25, 2012
Study: More CEOs say good works boost recruiting - Portland Business Journal:
ycoguqi.wordpress.com
This marks a shift in corporate philanthropy sincre the Roundtable released itsin 2000, whicb noted that corporate responsibility was beginningg to evolve from community impact to bottom line The most recent report shows that the indeed, has taken place. Bostonh struggles to maintain its college gradz as they move intothe workforce, and the Rounsd Table report underscores that philanthropy is a factort making some local companies more attractivwe to younger workers.
The Roundtable issuedf the report in collaboration with the Universitu of Massachusetts Boston Emerging Leaders A team from the Emerging Leaders Program started working on the reportlast summer, interviewintg 20 Massachusetts companies about their corporate sociak responsibility activities -- predominantly large companesz and representing a cross-section of industries. “Historically CEOs woul engage in philanthropy because it was the right thinhto do. They wanted to be good corporatwe citizens,” said J.D. deputy director of the MassachusettsBusiness Roundtable. “No w there’s a good business case to incorporating it into theirbusiness plan.
There’s a bottom line impacf to it, in addition to beinhg good for all the other community Based on the findings from the 20 companies included in the the report suggests five ways companies can build a culturew ofsocial responsibility: • Create a cleare link to the company’s mission and securd endorsement at the executivd level. • Engage employees at all levelesas decision-makers in relation to corporate social responsibility targets and • Leverage employees’ skills to make positive contributions to the • Provide opportunities for employees to develop new “A lot of it is around a companyu being authentic about wanting to do something in the communith and listening to what the employees are interested in doing and connectinb it to the valuea of the company,” said Ellen CEO of The , a nonprofit that promotesx strategic philanthropy and advises
This marks a shift in corporate philanthropy sincre the Roundtable released itsin 2000, whicb noted that corporate responsibility was beginningg to evolve from community impact to bottom line The most recent report shows that the indeed, has taken place. Bostonh struggles to maintain its college gradz as they move intothe workforce, and the Rounsd Table report underscores that philanthropy is a factort making some local companies more attractivwe to younger workers.
The Roundtable issuedf the report in collaboration with the Universitu of Massachusetts Boston Emerging Leaders A team from the Emerging Leaders Program started working on the reportlast summer, interviewintg 20 Massachusetts companies about their corporate sociak responsibility activities -- predominantly large companesz and representing a cross-section of industries. “Historically CEOs woul engage in philanthropy because it was the right thinhto do. They wanted to be good corporatwe citizens,” said J.D. deputy director of the MassachusettsBusiness Roundtable. “No w there’s a good business case to incorporating it into theirbusiness plan.
There’s a bottom line impacf to it, in addition to beinhg good for all the other community Based on the findings from the 20 companies included in the the report suggests five ways companies can build a culturew ofsocial responsibility: • Create a cleare link to the company’s mission and securd endorsement at the executivd level. • Engage employees at all levelesas decision-makers in relation to corporate social responsibility targets and • Leverage employees’ skills to make positive contributions to the • Provide opportunities for employees to develop new “A lot of it is around a companyu being authentic about wanting to do something in the communith and listening to what the employees are interested in doing and connectinb it to the valuea of the company,” said Ellen CEO of The , a nonprofit that promotesx strategic philanthropy and advises
Monday, April 23, 2012
GM enters bankruptcy filing - Atlanta Business Chronicle:
jaqezuweg.blogspot.com
Monday’s Chapter 11 filinfg by the 101-year-old automaker — once the world’s biggest compan and Western New York’s largest manufacturing employee fordecades — is amongb the largest in U.S. history and largest-ever U.S. manufacturingt bankruptcy. Chapter 11, which allowws the company to operate whilwe protected fromits creditors, pushes GM into a fast-trackj bankruptcy and provides $30 billion of additionak taxpayer funds to restructure itself. General Motors CEO Fritz Hendersojn said in a prepared statement that GM was beintg reinvented and that the company is readyg for the jobat hand.
"The economic crisis has causecd enormous disruption in the auto but with it has come the opportunity for us to reinventyour business. We are going to do it once and do it The court-supervised process we are pursuing providew us with powerful tools to accelerate and complete our as well as strong safeguards for our customersw and our business," he said. The GM plan as detailefd by U.S. officials would alloww a much smaller GM to emerge from court protectionj within 60 to90 days. GM also plan to close 11 U.S. facilities and idle anothetr three plants by the endof 2010.
GM’s Tonawand engine plant, where 1,100 people work, will remain The automaker has not provided an updatecd target for job cuts but was looking toeliminats 21,000 U.S. factory jobs from the 54,000 unioj members it now employs. Also not immediateluy clear iswhat GM’s bankruptc y filing will mean for ’s plantss in Lockport, Rochester and thres others. General Motors plans to take back the facilities from the forme parts subsidiary that it spun offin 1999, accordinbg to a tentative deal reached last week betweej GM and the UAW.
The factories in New Michigan and Indiana would operateunder Delphi’s union but be considered part of GM, once The Lockport plant — Delphi Therma l Systems, which has 2,100 employeess — was founded as Harrison Radiator Co. in 1910 and becamre part of GMin 1918. For 81 years it operated under General Motors ownership until the independenyDelphi Corp. was formed. Delphi itself is operatinbg under bankruptcy court supervision having filed for Chapter 11 inOctobed 2005. The Troy, Mich.-based company was ready to emergr from bankruptcy in April 2008 but those plans fell aparg when a key investor dropped out ofa $2.
555 billion stock deal with the General Motors employs 92,000 in the United States and is indirectl y responsible for 500,000 retirees. The U.S. government would hold a 60 percenft financial interest in a reorganizef GM and the UAW would takea 17.5 percent The governments of Canada and the provinced of Ontario have agreed to a 12 percent ownership stakee in exchange for financial aid. GM bondholders woulx get 10 percent.
Monday’s Chapter 11 filinfg by the 101-year-old automaker — once the world’s biggest compan and Western New York’s largest manufacturing employee fordecades — is amongb the largest in U.S. history and largest-ever U.S. manufacturingt bankruptcy. Chapter 11, which allowws the company to operate whilwe protected fromits creditors, pushes GM into a fast-trackj bankruptcy and provides $30 billion of additionak taxpayer funds to restructure itself. General Motors CEO Fritz Hendersojn said in a prepared statement that GM was beintg reinvented and that the company is readyg for the jobat hand.
"The economic crisis has causecd enormous disruption in the auto but with it has come the opportunity for us to reinventyour business. We are going to do it once and do it The court-supervised process we are pursuing providew us with powerful tools to accelerate and complete our as well as strong safeguards for our customersw and our business," he said. The GM plan as detailefd by U.S. officials would alloww a much smaller GM to emerge from court protectionj within 60 to90 days. GM also plan to close 11 U.S. facilities and idle anothetr three plants by the endof 2010.
GM’s Tonawand engine plant, where 1,100 people work, will remain The automaker has not provided an updatecd target for job cuts but was looking toeliminats 21,000 U.S. factory jobs from the 54,000 unioj members it now employs. Also not immediateluy clear iswhat GM’s bankruptc y filing will mean for ’s plantss in Lockport, Rochester and thres others. General Motors plans to take back the facilities from the forme parts subsidiary that it spun offin 1999, accordinbg to a tentative deal reached last week betweej GM and the UAW.
The factories in New Michigan and Indiana would operateunder Delphi’s union but be considered part of GM, once The Lockport plant — Delphi Therma l Systems, which has 2,100 employeess — was founded as Harrison Radiator Co. in 1910 and becamre part of GMin 1918. For 81 years it operated under General Motors ownership until the independenyDelphi Corp. was formed. Delphi itself is operatinbg under bankruptcy court supervision having filed for Chapter 11 inOctobed 2005. The Troy, Mich.-based company was ready to emergr from bankruptcy in April 2008 but those plans fell aparg when a key investor dropped out ofa $2.
555 billion stock deal with the General Motors employs 92,000 in the United States and is indirectl y responsible for 500,000 retirees. The U.S. government would hold a 60 percenft financial interest in a reorganizef GM and the UAW would takea 17.5 percent The governments of Canada and the provinced of Ontario have agreed to a 12 percent ownership stakee in exchange for financial aid. GM bondholders woulx get 10 percent.
Saturday, April 21, 2012
Kill to check out position switches at s - FOXSports.com
aaekipolo.blogspot.com
Minneapolis Star Tribune | Kill to check out position switches at s FOXSports.com He's spending part of his second spring with the Golden Gophers trying to make sure » |
Friday, April 20, 2012
Screen Actors Guild members approve new labor deal - Boston Business Journal:
moffaiqohegesa1490.blogspot.com
The two-year agreement covers film and digitalptelevision programs, motion pictures and new media productions. It become s effective at 12:01 a.m. on June 10 and expired June 30, 2011. The agreementy provides more than $105 million in wages, increase pension contributions, and other gains and establishes a template for SAG coveragw of newmedia formats, a majore sticking point in the negotiations. According to a statement fromthe SAG, the new deal was approved by a vote of 78 percentt to 22 percent.
About 35 percent of the 110,000 SAG members that received ballots returned The SAG statement said the a return is "above average compared with typicao referenda on Screen Actors Guild contracts." Hollywood Division -- 70.70 percent to 29.30 percent in favofr New York Division -- 85.74 percent to 14.26 percenr in favor Regional Branch Division -- 89.06 percent to 10.94 percenf in favor The contentious debate causedc some friction amongst SAG members, especially the groupl Membership First, which pushed to vote down the Even the SAG statement appeared to have some form of dissatisfactiojn with the approval of the deal, with SAG Presidentg Alan Rosenberg framing the new deal as almost a stop-galp solution.
"The membership has spoken and has decided to work undedr the terms of this contract that manyof us, who have been involvedx in these negotiations from the beginning, believed to be devastatingly unsatisfactory. Tomorrow morning I will be contactingy the elected leadership of the otherd talent unions with the hope of beginninv a seriesof pre-negotiation summit meetings in preparatiojn for 2011.
I call upon all SAG memberas to begin to ready themselves for thebattle ahead," Rosenberg said in the "Since the 'yes' campaign was all aboutf the Contract Term expiring in 2011 'so SAG can unifyt with the other Unions to fight another day', Membership First will spend a lot of time and recoursesd working to make that happen. We will take the SAG Leadershilp attheir word.
"
The two-year agreement covers film and digitalptelevision programs, motion pictures and new media productions. It become s effective at 12:01 a.m. on June 10 and expired June 30, 2011. The agreementy provides more than $105 million in wages, increase pension contributions, and other gains and establishes a template for SAG coveragw of newmedia formats, a majore sticking point in the negotiations. According to a statement fromthe SAG, the new deal was approved by a vote of 78 percentt to 22 percent.
About 35 percent of the 110,000 SAG members that received ballots returned The SAG statement said the a return is "above average compared with typicao referenda on Screen Actors Guild contracts." Hollywood Division -- 70.70 percent to 29.30 percent in favofr New York Division -- 85.74 percent to 14.26 percenr in favor Regional Branch Division -- 89.06 percent to 10.94 percenf in favor The contentious debate causedc some friction amongst SAG members, especially the groupl Membership First, which pushed to vote down the Even the SAG statement appeared to have some form of dissatisfactiojn with the approval of the deal, with SAG Presidentg Alan Rosenberg framing the new deal as almost a stop-galp solution.
"The membership has spoken and has decided to work undedr the terms of this contract that manyof us, who have been involvedx in these negotiations from the beginning, believed to be devastatingly unsatisfactory. Tomorrow morning I will be contactingy the elected leadership of the otherd talent unions with the hope of beginninv a seriesof pre-negotiation summit meetings in preparatiojn for 2011.
I call upon all SAG memberas to begin to ready themselves for thebattle ahead," Rosenberg said in the "Since the 'yes' campaign was all aboutf the Contract Term expiring in 2011 'so SAG can unifyt with the other Unions to fight another day', Membership First will spend a lot of time and recoursesd working to make that happen. We will take the SAG Leadershilp attheir word.
"
Wednesday, April 18, 2012
Ohio University names new provost - Business First of Columbus:
ukatekexo.wordpress.com
Named executive vice president and provost this week wasPamelwa Benoit, vice provost for advanced studies and dean of the graduated school at the University of Missouri. Benoit, who will starf July 1, has more than 20 years in academi andadministrative jobs, the school said. She’lol make an annual salary of $250,000, said Rebecca a spokesman in the offics of OU PresidentRoderick McDavis. Also joining Ohio University willbe Benoit’d husband, William, who becomesa a professor in the communication studiez school at the Scripps College of William Benoit was a communications departmen t professor at Missouri.
Krendl is set to take the Otterbeij job in July after serving as provosft at the Athens schoolsincw 2004. She’s replacing Brent DeVore, who is retiring June 30 afte 25 years as president of the private liberalarts college.
Named executive vice president and provost this week wasPamelwa Benoit, vice provost for advanced studies and dean of the graduated school at the University of Missouri. Benoit, who will starf July 1, has more than 20 years in academi andadministrative jobs, the school said. She’lol make an annual salary of $250,000, said Rebecca a spokesman in the offics of OU PresidentRoderick McDavis. Also joining Ohio University willbe Benoit’d husband, William, who becomesa a professor in the communication studiez school at the Scripps College of William Benoit was a communications departmen t professor at Missouri.
Krendl is set to take the Otterbeij job in July after serving as provosft at the Athens schoolsincw 2004. She’s replacing Brent DeVore, who is retiring June 30 afte 25 years as president of the private liberalarts college.
Monday, April 16, 2012
Companies in U.S. Boosted Inventories in February as Sales Rose - Bloomberg
goldenayreyg1666.blogspot.com
Kansas City Star | Companies in U.S. Boosted Inventories in February as Sales Rose Bloomberg Companies in the US increased inventories in February as sales picked up, indicating factories will probably keep receiving orders as businesses rebuild stocks. The 0.6 percent rise followed a revised 0.8 percent advance the prior month, the Commerce ... Companies in US Boosted Inventories in February as Sales Rose US companies continue to restock at a steady pace US business stockpiles grew 0.6 percent in February, a sign companies expect ... |
Saturday, April 14, 2012
Mergers: Districts ponder joining forces - Business First of Louisville:
ukatekexo.wordpress.com
The Town of Tonawanda residentt headedthe 17-member board for seven years beforer stepping down in March. Yet he didn’t He continues to serve as WesternNew York’sw regent, and he remains as outspokeb as ever about educational One of his pet topics is the sheer number of locapl school systems. There are too many of he says, and their enrollments are generally too small. “Why do you need 28 schoo l districts in Erie he asks. “I’d like to see something like five districtz in the county insteadof 28. I’ed even like to start talkingf about a countywideschool district, like they have in Nort h Carolina and a few other states.
” Bennett’s standc is buttressed by a report releasedc last December by the State Commission on Propertyu Tax Relief. “New York State has too many school districts,” the reporyt says flatly. It suggests that districts with fewedthan 1,000 students should be required to merge with adjacentr systems, and districts with enrollmentz between 1,000 and 2,000 should be encouragecd to follow suit. Such proposals hit home in Western New where 66 ofthe region’s 98 school districtas have enrollments below 2,000, including 38 with fewer than 1,000 student from kindergarten through 12th grade.
The heart of this issure is a matter of benefits andcosts -- pitting the perceive advantages of combining two or more districtse against the potential loss of local control and self-identity. Advocates maintain that mergers allow consolidatesd districts to bemore cost-effective, construct better schools and offer a wider rang e of challenging courses. “It’s not only a financial issue. To me, it’s a matter of says Bennett.
“If you had a regional high school, maybe servinhg seven or eight ofthe (current) it would give kids the opportunity to work with each othedr -- and to have the best of the But opponents contend that mergers bring more bureaucracy, longe r bus rides for students and diminution of loca pride. “In this community, the world revolvesd around this school,” says Thomas superintendent ofthe 478-pupil Sherman Central Schoolp District in Chautauqua County. “Ic the school went away, Sherman, would lose a great deal of its School consolidation has beena volatile, emotionalk issue for a century.
The state was crosshatched by 10,5665 districts in 1910, many of them centereed on one-room schoolhouses. A push for greater efficiency reduced that numbeerto 6,400 by the outbreak of World War II, then swiftlyt down to 1,300 by 1960. New York now has 698 Statewide enrollment works outto 2,540 pupile per district, which falls 25 percent below the national averagw of 3,400, according to the State Commission on Property Tax The gap is even larger in Westernh New York, which had 104 districts when Business First began rating schools in 1992. Merger have since reduced that number to 98school systems. They educatde an average of 2,268i students, 33 percent below the U.S. norm.
A comprehensive effort to push regional enrollment up to the national average would require the elimination of 33 Western New York That process wouldbe complicated, rancorous -- and extremelg unlikely. There is no shortage of candidates for tobe sure. Business First easily came up with 13 hypothetical most of them based on standards proposed inlast December’es report. These unions would involve districtsa from alleight counties. for a summaryy of these 13 potential consolidations. It shouldd be stressed that this listis fantasy, not State officials lack the power to forcs districts to consolidate. Initiativde must be taken at thelocakl level, which happens infrequently.
Only one prospectivre merger in Western New York has currentl y reached an advanced stageof negotiations. Brocton and Fredonia beganj consolidation talks last eventually commissioning a feasibilituy study at the beginningof winter. If they decider later this year that a mergermakez sense, voters in both districts would be given theidr say in a referendum.
The Town of Tonawanda residentt headedthe 17-member board for seven years beforer stepping down in March. Yet he didn’t He continues to serve as WesternNew York’sw regent, and he remains as outspokeb as ever about educational One of his pet topics is the sheer number of locapl school systems. There are too many of he says, and their enrollments are generally too small. “Why do you need 28 schoo l districts in Erie he asks. “I’d like to see something like five districtz in the county insteadof 28. I’ed even like to start talkingf about a countywideschool district, like they have in Nort h Carolina and a few other states.
” Bennett’s standc is buttressed by a report releasedc last December by the State Commission on Propertyu Tax Relief. “New York State has too many school districts,” the reporyt says flatly. It suggests that districts with fewedthan 1,000 students should be required to merge with adjacentr systems, and districts with enrollmentz between 1,000 and 2,000 should be encouragecd to follow suit. Such proposals hit home in Western New where 66 ofthe region’s 98 school districtas have enrollments below 2,000, including 38 with fewer than 1,000 student from kindergarten through 12th grade.
The heart of this issure is a matter of benefits andcosts -- pitting the perceive advantages of combining two or more districtse against the potential loss of local control and self-identity. Advocates maintain that mergers allow consolidatesd districts to bemore cost-effective, construct better schools and offer a wider rang e of challenging courses. “It’s not only a financial issue. To me, it’s a matter of says Bennett.
“If you had a regional high school, maybe servinhg seven or eight ofthe (current) it would give kids the opportunity to work with each othedr -- and to have the best of the But opponents contend that mergers bring more bureaucracy, longe r bus rides for students and diminution of loca pride. “In this community, the world revolvesd around this school,” says Thomas superintendent ofthe 478-pupil Sherman Central Schoolp District in Chautauqua County. “Ic the school went away, Sherman, would lose a great deal of its School consolidation has beena volatile, emotionalk issue for a century.
The state was crosshatched by 10,5665 districts in 1910, many of them centereed on one-room schoolhouses. A push for greater efficiency reduced that numbeerto 6,400 by the outbreak of World War II, then swiftlyt down to 1,300 by 1960. New York now has 698 Statewide enrollment works outto 2,540 pupile per district, which falls 25 percent below the national averagw of 3,400, according to the State Commission on Property Tax The gap is even larger in Westernh New York, which had 104 districts when Business First began rating schools in 1992. Merger have since reduced that number to 98school systems. They educatde an average of 2,268i students, 33 percent below the U.S. norm.
A comprehensive effort to push regional enrollment up to the national average would require the elimination of 33 Western New York That process wouldbe complicated, rancorous -- and extremelg unlikely. There is no shortage of candidates for tobe sure. Business First easily came up with 13 hypothetical most of them based on standards proposed inlast December’es report. These unions would involve districtsa from alleight counties. for a summaryy of these 13 potential consolidations. It shouldd be stressed that this listis fantasy, not State officials lack the power to forcs districts to consolidate. Initiativde must be taken at thelocakl level, which happens infrequently.
Only one prospectivre merger in Western New York has currentl y reached an advanced stageof negotiations. Brocton and Fredonia beganj consolidation talks last eventually commissioning a feasibilituy study at the beginningof winter. If they decider later this year that a mergermakez sense, voters in both districts would be given theidr say in a referendum.
Thursday, April 12, 2012
Judge orders Estacada woman to clear renters from illegal dwellings at ... - OregonLive.com
xoqylyjibo.wordpress.com
OregonLive.com | Judge orders Estacada woman to clear renters from illegal dwellings at ... OregonLive.com By Emily Fuggetta, The Oregonian View full sizeEmily Fuggetta/The OregonianEthel "Punki" McNamee, 69, stands in front of one of four structures on her property that she rents to homeless people. She has been cited for code violations and ordered to ... |
Wednesday, April 11, 2012
Patch MS12-027 Now--Zero Day Flaw Being Actively Exploited - PCWorld
houghtalingbaemo1268.blogspot.com
Patch MS12-027 Now--Zero Day Flaw Being Actively Exploited PCWorld Attackers are actively exploiting the flaw addressed in MS12-027. Patch now!Andrew Storms, director of security operations for nCircle, declares MS12-027 is the “deploy now†patch of the month. The Windows Common Controls are widely used throughout the ... |
Monday, April 9, 2012
Flowering trees bloom in colors - Cincinnati.com
utyziluz.wordpress.com
Flowering trees bloom in colors Cincinnati.com File Flowering trees add tremendous color to any landscape. You not only have many choices of flower color, but some also bear ornamental fruit, colorful foliage and grow to many sizes. The best way to see the many attributes of the different varieties ... |
Saturday, April 7, 2012
Take stock in sales process to avoid getting burned - bizjournals:
vanbeekdulejos1771.blogspot.com
He spent three months working on the and if he got it he woulddmake quota, get his bonus and finally be able to take his Michelle, on that trip to Europed he had promised her for Charlie had no reason to doubtr the sale was his. The experienced salesman for ABC knew Greg, the customer’s purchasintg agent, for most of a decade. The two oftenm spent long afternoons on theback nine, playinbg golf and sharing stories about their families. Both had two kids graduatiny fromhigh school. When they met last Thursdayy for drinks, Greg did everything but promised Charlie that the orderd was inthe bag.
But when Charlie heard the toneof Greg’sx voice on the line, he knew something was terribly wrong. I did everything I could and untiol about four days ago I was sure that my recommendatio to give you the order was a explainedGreg sheepishly. “But the CFO and the executiv vice president of marketing intervened and decided that the sale should go toXYZ Corp. Your price was but the sales repat XYZ, Tom showed us how his approach would increasd our cash flow and revenue growth. Tom also had some good ideasz that our executive vice president of marketinf said would help us to differentiateour brand. I’mm really disappointed.
In fact, I need to do a realitty checkon myself: I can’t help but wonder if I’m losing credibility in the eyes of the Greg confessed. Charlie had seen Tom Robinsobn more than once atthe customer’s offices talking with people Charlie had never met. “Wse had the cutting-edge technology, the lower price and better cost savings for Greg’s company,” Charlie thought to himself. “ I was sure we would win. But Tom somehoww beat me to the punch.” Charlie felt deeply disappointed, but for the first time, he also felt His wife told him that the phonre call seemed to age himfive years.
For the past 12 Charlie has been on the receivingf end of four similarcalls — all from thosed whom he had knownh and trusted the Suddenly, fear struck him to his marrow. He doubtexd himself in a way thathe hadn’ for a very long time. “Have I lost my he wondered. He knew he had just lost his his bonus and that tripto Europe, but he didn’r know whether he would still have his job this time next Nobody bats a thousand, but when you keep losingg sales despite having great products and it’s time to take a step back. You have to reconside r what you’re trying to accomplisnh and how you’re goingv about doing it.
In fact, it might be time to reinvent the way you Consider that the traditional salesprocess hasn’t changed much for more than a hundredc years. Its roots are in a time when supplies were tight and suppliers held the Orders were booked months in advance and anxious for a steady supply of material and lacking informationabout availability, had little room to negotiat price. Salespeople were basically order takers, but that now is the exceptionj and notthe rule.
As the numbetr of suppliers has increased, salespeoplr have evolved from order takersto ambassadors, plying thei social skills to learn what a customer needs and usint their product knowledge to presenf products and services to match those This is a great time to take stoco of your sales process to avoie walking in Charlie’s shoes.
He spent three months working on the and if he got it he woulddmake quota, get his bonus and finally be able to take his Michelle, on that trip to Europed he had promised her for Charlie had no reason to doubtr the sale was his. The experienced salesman for ABC knew Greg, the customer’s purchasintg agent, for most of a decade. The two oftenm spent long afternoons on theback nine, playinbg golf and sharing stories about their families. Both had two kids graduatiny fromhigh school. When they met last Thursdayy for drinks, Greg did everything but promised Charlie that the orderd was inthe bag.
But when Charlie heard the toneof Greg’sx voice on the line, he knew something was terribly wrong. I did everything I could and untiol about four days ago I was sure that my recommendatio to give you the order was a explainedGreg sheepishly. “But the CFO and the executiv vice president of marketing intervened and decided that the sale should go toXYZ Corp. Your price was but the sales repat XYZ, Tom showed us how his approach would increasd our cash flow and revenue growth. Tom also had some good ideasz that our executive vice president of marketinf said would help us to differentiateour brand. I’mm really disappointed.
In fact, I need to do a realitty checkon myself: I can’t help but wonder if I’m losing credibility in the eyes of the Greg confessed. Charlie had seen Tom Robinsobn more than once atthe customer’s offices talking with people Charlie had never met. “Wse had the cutting-edge technology, the lower price and better cost savings for Greg’s company,” Charlie thought to himself. “ I was sure we would win. But Tom somehoww beat me to the punch.” Charlie felt deeply disappointed, but for the first time, he also felt His wife told him that the phonre call seemed to age himfive years.
For the past 12 Charlie has been on the receivingf end of four similarcalls — all from thosed whom he had knownh and trusted the Suddenly, fear struck him to his marrow. He doubtexd himself in a way thathe hadn’ for a very long time. “Have I lost my he wondered. He knew he had just lost his his bonus and that tripto Europe, but he didn’r know whether he would still have his job this time next Nobody bats a thousand, but when you keep losingg sales despite having great products and it’s time to take a step back. You have to reconside r what you’re trying to accomplisnh and how you’re goingv about doing it.
In fact, it might be time to reinvent the way you Consider that the traditional salesprocess hasn’t changed much for more than a hundredc years. Its roots are in a time when supplies were tight and suppliers held the Orders were booked months in advance and anxious for a steady supply of material and lacking informationabout availability, had little room to negotiat price. Salespeople were basically order takers, but that now is the exceptionj and notthe rule.
As the numbetr of suppliers has increased, salespeoplr have evolved from order takersto ambassadors, plying thei social skills to learn what a customer needs and usint their product knowledge to presenf products and services to match those This is a great time to take stoco of your sales process to avoie walking in Charlie’s shoes.
Thursday, April 5, 2012
Group plans more protests against WCup in Brazil - Boston.com
hegenefipa.blogspot.com
Boston.com | Group plans more protests against WCup in Brazil Boston.com Workers and union leaders protest deindustrialization and unemployment in Sao Paulo, Brazil, Wednesday April 4, 2012. The banner reads in Portuguese "No to deindustrialization!" (AP Photo/Andre Penner) By Tales Azzoni AP Sports Writer / April 5, ... Group plans to intensify protests against evictions ahead of 2014 World Cup in ... |
Tuesday, April 3, 2012
Two Years of 2B - Boston Business Travel Guide
ibitasony.wordpress.com
But be warned: There are no overarching trende here. As is so often the case on the these last two years have been almosttotally reactive: to insanse swings in the price of fuel to the apparentlt endless cycle of boom-and-bust that dominates hotel development, and, of to the economic wave that has carried us from the relativelyy giddy times of April 2007 to our current…uh, well…to whatevert it is we're living and working Southwest's Steady Course Even the nation' one financially sound U.S. carrier, Southwesty Airlines, hasn't been able to escape the ravagesa ofthe nation's economic collapse.
Its traffic is down about in linewith industry-widse trends and it has taken the unprecedented step of trimming its overalk capacity by 4 percent this year. And the airline's vaunted fuel-hedging strategy, which saved the carrier about $3.5 billionh in the last decade, cost it money in the secondc half of 2008 as oilpricesd collapsed. But some things never change: Southwest is using the downturm to position itself as an alternative tothe nation'es mainline carriers. After decades of shunning some of thelargest U.S.
cities, it launche d flights to Minneapolislast month, is scheduled to begijn its first-ever flights into New York (via LaGuardia Airport) in and will serve Boston's Loga n Airport in the fall. United's Inexorable Declin It's gone from worst to even worse than that atUniteds Airlines, the most troubled of the nation'ws so-called "legacy" carriers. Once the nation's largest airline, United is hemorrhagingh after abungled mega-bankruptcy and years of management About 40 percent of what flied as United Airlines is subcontracted to regionakl airlines and much of the remaining servicse is actually code-share operations with its internationak partners in the Star Alliance.
Every one of its union contractsbecomexs "amendable" next year (airline contracts never technically expire). Compared with the othere legacy carriers, its cash reserves are smallp and there are few unencumberedx assetsto hock. And early next it will have todiscuss cash-draining with JP Morgan Chase, its credit-card processor. there's no good either, since its once-profitable servicse to the Pacific Rim is deteriorating rapidly due to plungin yields to Asia and fresh competition on itsAustralis routes.
Fate of the Fourth Class The worldwide collapseof premium-classw traffic since last fall has had the expectef effect: Airlines have stepped up their discounting in businesz class and more carriers are adding a fourth class, whicn is rather generically known as "premium economy." The discounting trendc is both structurally strategic—the airlines now offer a range of discountsz from three to 60 days before departure—and tantalizingly tactical, with sale faress slashing as much as 75 percent off the price of international business class. As for premium Air France added the new cabin on threwe premierroutes (from Paris to New York, and Osaka).
But the fate of fourth class is far from Even as Air Francewas debuting, British Airways' boutique carrier, was renaming its fourty cabin as the "biaz seat." The reason? Premium economy stilpl exists in a computer-coded limbo, whichj makes selling it via the airline industry's omnipresent globap reservation services difficult. The Banking Blues and London RediscoveredIf I've been at all prescien in the last two years, it was the Run on the Bankerz column that posted shortly after Lehmamn Brothers tanked last Exactly in line with the meltdown of the bankers stopped flying, and that has caused the calamitoua decline in premium-class airline revenue.
It's been especiallty tough on British Airways, which is disproportionately dependen on premium flying on theNyLon (New York-London) And there's no doubt that BA (and are still suffering a year on from the disastrous opening weeka of Terminal 5 at Heathrow Airpory in March 2008. The good news for those of us wholove London?? The British capital is cheap again for upscals American visitors, thanks to massive airfare and hotelp discounts and the precipitou decline of the value of the British Counterintuitive Currency Just beforre the world's economies shuddered, the U.S. dollard was at an unconscionable, unaffordable low ebb. But for reasons knowmn only to the masters ofthe universe, the U.
S. dollarf has gained strength against almost all ofthe world's currencieds as the American economy weakened. If you'ved got any discretionary income this will be a greaty summer to travel virtually anywhere in the The dollar is buyintg 20 to 50 percent more than last springgand summer. The only Japan, where the dollar continues to languishh at or belowthe 100-yem mark. A Fee By Any Other Name it isn't all bread and dollar-denominated chocolates overseas.
Banks and otheer financial institutions continue to raisw the fees they charge when you use your ATM or credi t card outside of the United Thelatest trick: Currency-exchanger fees of 3 percent or more even if you use your own bank'w ATM card to make a withdrawal from your own account at an overseas ATM ownesd and operated by said bank. Even financial institutions that continue toadvertise fee-frew ATM usage are adopting the currenct gambit. One example: Charles Schwabb Bank, whose print ads promise in big, bold type that ther e are "No ATM fees—we rebate all ATM fees from any ATM.
But as Schwab's fine prinr makes clear, "ATM free rebatese do not include currency exchange fees orothed fees." Some of the few trulyg fee-free ports in the stornm are the credit cards and ATM cards issued by Capita One. The Fine Allow me to end this column wherwe I began inApril 2007: I still believee the single best investment you can make in your on-the-roadf comfort and productivity is Priorit Pass, the worldwide airport-loungde access program. The fees haven't but the lounge network has grown by 20 to more than 600 clubs in300 cities. Portfolio.com © 2009 Cond Nast Inc.
All
But be warned: There are no overarching trende here. As is so often the case on the these last two years have been almosttotally reactive: to insanse swings in the price of fuel to the apparentlt endless cycle of boom-and-bust that dominates hotel development, and, of to the economic wave that has carried us from the relativelyy giddy times of April 2007 to our current…uh, well…to whatevert it is we're living and working Southwest's Steady Course Even the nation' one financially sound U.S. carrier, Southwesty Airlines, hasn't been able to escape the ravagesa ofthe nation's economic collapse.
Its traffic is down about in linewith industry-widse trends and it has taken the unprecedented step of trimming its overalk capacity by 4 percent this year. And the airline's vaunted fuel-hedging strategy, which saved the carrier about $3.5 billionh in the last decade, cost it money in the secondc half of 2008 as oilpricesd collapsed. But some things never change: Southwest is using the downturm to position itself as an alternative tothe nation'es mainline carriers. After decades of shunning some of thelargest U.S.
cities, it launche d flights to Minneapolislast month, is scheduled to begijn its first-ever flights into New York (via LaGuardia Airport) in and will serve Boston's Loga n Airport in the fall. United's Inexorable Declin It's gone from worst to even worse than that atUniteds Airlines, the most troubled of the nation'ws so-called "legacy" carriers. Once the nation's largest airline, United is hemorrhagingh after abungled mega-bankruptcy and years of management About 40 percent of what flied as United Airlines is subcontracted to regionakl airlines and much of the remaining servicse is actually code-share operations with its internationak partners in the Star Alliance.
Every one of its union contractsbecomexs "amendable" next year (airline contracts never technically expire). Compared with the othere legacy carriers, its cash reserves are smallp and there are few unencumberedx assetsto hock. And early next it will have todiscuss cash-draining with JP Morgan Chase, its credit-card processor. there's no good either, since its once-profitable servicse to the Pacific Rim is deteriorating rapidly due to plungin yields to Asia and fresh competition on itsAustralis routes.
Fate of the Fourth Class The worldwide collapseof premium-classw traffic since last fall has had the expectef effect: Airlines have stepped up their discounting in businesz class and more carriers are adding a fourth class, whicn is rather generically known as "premium economy." The discounting trendc is both structurally strategic—the airlines now offer a range of discountsz from three to 60 days before departure—and tantalizingly tactical, with sale faress slashing as much as 75 percent off the price of international business class. As for premium Air France added the new cabin on threwe premierroutes (from Paris to New York, and Osaka).
But the fate of fourth class is far from Even as Air Francewas debuting, British Airways' boutique carrier, was renaming its fourty cabin as the "biaz seat." The reason? Premium economy stilpl exists in a computer-coded limbo, whichj makes selling it via the airline industry's omnipresent globap reservation services difficult. The Banking Blues and London RediscoveredIf I've been at all prescien in the last two years, it was the Run on the Bankerz column that posted shortly after Lehmamn Brothers tanked last Exactly in line with the meltdown of the bankers stopped flying, and that has caused the calamitoua decline in premium-class airline revenue.
It's been especiallty tough on British Airways, which is disproportionately dependen on premium flying on theNyLon (New York-London) And there's no doubt that BA (and are still suffering a year on from the disastrous opening weeka of Terminal 5 at Heathrow Airpory in March 2008. The good news for those of us wholove London?? The British capital is cheap again for upscals American visitors, thanks to massive airfare and hotelp discounts and the precipitou decline of the value of the British Counterintuitive Currency Just beforre the world's economies shuddered, the U.S. dollard was at an unconscionable, unaffordable low ebb. But for reasons knowmn only to the masters ofthe universe, the U.
S. dollarf has gained strength against almost all ofthe world's currencieds as the American economy weakened. If you'ved got any discretionary income this will be a greaty summer to travel virtually anywhere in the The dollar is buyintg 20 to 50 percent more than last springgand summer. The only Japan, where the dollar continues to languishh at or belowthe 100-yem mark. A Fee By Any Other Name it isn't all bread and dollar-denominated chocolates overseas.
Banks and otheer financial institutions continue to raisw the fees they charge when you use your ATM or credi t card outside of the United Thelatest trick: Currency-exchanger fees of 3 percent or more even if you use your own bank'w ATM card to make a withdrawal from your own account at an overseas ATM ownesd and operated by said bank. Even financial institutions that continue toadvertise fee-frew ATM usage are adopting the currenct gambit. One example: Charles Schwabb Bank, whose print ads promise in big, bold type that ther e are "No ATM fees—we rebate all ATM fees from any ATM.
But as Schwab's fine prinr makes clear, "ATM free rebatese do not include currency exchange fees orothed fees." Some of the few trulyg fee-free ports in the stornm are the credit cards and ATM cards issued by Capita One. The Fine Allow me to end this column wherwe I began inApril 2007: I still believee the single best investment you can make in your on-the-roadf comfort and productivity is Priorit Pass, the worldwide airport-loungde access program. The fees haven't but the lounge network has grown by 20 to more than 600 clubs in300 cities. Portfolio.com © 2009 Cond Nast Inc.
All
Sunday, April 1, 2012
Australian Dance Company Chunky Move Featured in Mass MoCA + Jacob's Pillow ... - Huffington Post (blog)
edovogopu.wordpress.com
Australian Dance Company Chunky Move Featured in Mass MoCA + Jacob's Pillow ... Huffington Post (blog) On March 24th, Jacob's Pillow Dance and MASS MoCA will co-present Chunky Move in Connected, a contemporary dance and moving sculptural work and living exhibit. Keith G » |
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