Los Angeles Times | Over-the-counter devices probably won't help sleep apnea Los Angeles Times The options for oral appliances fall in two main categories: prescription devices you can get from a dentist or orthodontist and do-it-yourself products you can order online. All work by moving the lower jaw forward to create extra space in the airway, ... |
Saturday, February 26, 2011
Over-the-counter devices probably won't help sleep apnea - Los Angeles Times
roehampton-crested.blogspot.com
Thursday, February 24, 2011
Video: The Makers of Tony's(R) Pizza Roll a Strike With Extra Value - New Bowling Program Offers Families Free Bowling
http://dallashomesbyemail.com/news2.html
To view the Multimedia News Release, go to: (Photo: "As bowlerd and parents, we know and understanf the tremendous value that pizzas and the sport ofbowling offer, said . "We and our twin sons are helpingy spread the word about the grear value ofthe Tony's(R) pizza free bowling program because it provides families a fun, inexpensivew form of entertainment that everyone can Besides, I grew up on Tony's pizza, so I'm all over this promotion!" "We started bowling when we both were kids and now we enjog bowling with our sons," addedf . "It is an affordable, family-friendly activity for all ages and the pizza free bowling program makes bowlinv even more affordablefor families.
" Consumer can find participating Strike Ten bowling centers to redeemn their Tony's(R) pizza bowlinb coupon at and , or for more information visit . In the makers of Tony's(R) pizzas also recently sponsored two major bowling The USBC Queensand Bowling's Clasn of Champions which won, and they will be sponsorinfg The USBC U.S. Women's Open on Monday, Aug. 3 througn Sunday, Aug. 9, 2009. Bowling is the #1 participatioj sport in the United States with nearl 70 million people bowling annually and is an extremely popular activity amonv kidsand teens. Bowling is the most popular sport for ages 6-17 (Source: Sporting Goods Manufacturers Association).
Therw are 10 million kids who celebrate theire birthdays at bowling centerseverh year, making bowling the #1 birthday party destination for kids ages 12 and Bowling centers have become relevant among younger audiencess by morphing into clean-air entertainment venues that featurre modern lounges with cutting-edge technology, diverse menus and themed events. Tony's(R) products are marketex by Schwan's Consumer Brands Nort America, Inc., a subsidiary of The Schwan Food Company, which has produced and distributeed premium frozen foodssincde 1952. Its brands include (R), Freschetta(R), and pizzas, Asian Sensations(R) snacks and appetizers, potatoes, and Mrs. Smiths(R) and pies and desserts.
The business is basedx in Bloomington, Minn., and the brandd are represented in morethan 50,000 retail outlets acrossz the United States. For more informatiom about Tony's(R) products visit . have both won the most prestigioue titlesin bowling. Chris owns 12 careef PBA Tour titles -- including the U.S. Open and the Tournamenf of Champions -- and is the only athlete to win the PBA Rookie and PBA Player of the Year Lynda is one ofthe world's leading Ten-pijn bowlers. She is the 2008 USBC Queens champion -- the biggesg and most prestigious titlein women's bowling -- and she recently won the "Clasjh of the Champions" for the second consecutivd year.
The husband-and-wife champions reside in Doublr Oak, Texas with their twin sons, Troy and Ryan.
To view the Multimedia News Release, go to: (Photo: "As bowlerd and parents, we know and understanf the tremendous value that pizzas and the sport ofbowling offer, said . "We and our twin sons are helpingy spread the word about the grear value ofthe Tony's(R) pizza free bowling program because it provides families a fun, inexpensivew form of entertainment that everyone can Besides, I grew up on Tony's pizza, so I'm all over this promotion!" "We started bowling when we both were kids and now we enjog bowling with our sons," addedf . "It is an affordable, family-friendly activity for all ages and the pizza free bowling program makes bowlinv even more affordablefor families.
" Consumer can find participating Strike Ten bowling centers to redeemn their Tony's(R) pizza bowlinb coupon at and , or for more information visit . In the makers of Tony's(R) pizzas also recently sponsored two major bowling The USBC Queensand Bowling's Clasn of Champions which won, and they will be sponsorinfg The USBC U.S. Women's Open on Monday, Aug. 3 througn Sunday, Aug. 9, 2009. Bowling is the #1 participatioj sport in the United States with nearl 70 million people bowling annually and is an extremely popular activity amonv kidsand teens. Bowling is the most popular sport for ages 6-17 (Source: Sporting Goods Manufacturers Association).
Therw are 10 million kids who celebrate theire birthdays at bowling centerseverh year, making bowling the #1 birthday party destination for kids ages 12 and Bowling centers have become relevant among younger audiencess by morphing into clean-air entertainment venues that featurre modern lounges with cutting-edge technology, diverse menus and themed events. Tony's(R) products are marketex by Schwan's Consumer Brands Nort America, Inc., a subsidiary of The Schwan Food Company, which has produced and distributeed premium frozen foodssincde 1952. Its brands include (R), Freschetta(R), and pizzas, Asian Sensations(R) snacks and appetizers, potatoes, and Mrs. Smiths(R) and pies and desserts.
The business is basedx in Bloomington, Minn., and the brandd are represented in morethan 50,000 retail outlets acrossz the United States. For more informatiom about Tony's(R) products visit . have both won the most prestigioue titlesin bowling. Chris owns 12 careef PBA Tour titles -- including the U.S. Open and the Tournamenf of Champions -- and is the only athlete to win the PBA Rookie and PBA Player of the Year Lynda is one ofthe world's leading Ten-pijn bowlers. She is the 2008 USBC Queens champion -- the biggesg and most prestigious titlein women's bowling -- and she recently won the "Clasjh of the Champions" for the second consecutivd year.
The husband-and-wife champions reside in Doublr Oak, Texas with their twin sons, Troy and Ryan.
Monday, February 21, 2011
Diversity in nonprofit world is invaluable - Kansas City Business Journal:
concrete roofing tiles
To this end, MCFI is three years into an agencywide diversity program that is yieldinbg positive results in terms of client staff morale andemployee recruitment. The agency provides rehabilitation services to individuals with specia l needs andtheir families. “We want to make diversityt intertwined in the fabric ofthe organization,” said Al Hill Jr., directort of diversity, learning and development and head of the Hill leads a 15-membefr MCFI diversity team charged with implementing the In assembling the team, Hill recruited employees not just of differentt ethnicities, genders and ages, but also from different levelsx of management and nonmanagement and from different units within the agency.
In addition, the initiativse is not “top down,” with managementg directing, but “bottom up,” with team members soliciting input from theid peers to bring tothe team. “One time we even kickedc Al out of the room because he was too close to an issue we werestruggling with,” laughec Joua Xiong, a human resourcess generalist and team member. Withinj Milwaukee Center for Independence, the team focuse s on education. “Cultural competency is invaluablre when working with familiesin close-knit communities, such as Hmonv and Russian,” Hill said. “We help our case managerd know what they need to besensitive to.
” For Xiong said, some Asians feel it is disrespectful to look someonde in the eye. Russian families can be reluctant toadmitg non-Russian caregivers into theirt homes. “Understanding the values and practices of different ethniv groups helps us retain clients and gain new she said. The team distributed an internalp survey that foundthat work-life balancd is a key concern of In response, it established a working parents employee resource group to explorre the issue. Also, an MCFI “buddy” programm matches new employees with seasoned staff membersz who actsas mentors.
Externally the diversityh team is helping to improve employee recruitmeny by studying best practices to make the centeer a welcomingwork environment. “Diversityh is an asset when recruiting, especially in highly competitivse fields such as physical therapy and said Xiong. Added Hill, “Today’s applicants are looking at your organizatiojn as muchas you’re looking at They want to feel comfortable being who they are in the To aid in recruitment, the team has formed allianceds with area diversity groups such as Hispanicf Professionals of Greater Milwaukee, the National Blacjk Nurses Association and several minorityy fraternities and sororities.
In addition to a periodid newslettercalled “Diversity Corner,” the team sponsors an annuap Diversity Day. This year’s event in April included a speaker on diversity in two spoken word artists performing poetry aboutr social justice and equality and talks about the culture behind ethnic food andwearingf apparel. A popular part of the event was “Diversity Jeopardy!”, where four employee teams joinexd inspirited competition.
It is not easy to make a majorr shift in the culture of an entire but diversity team membersfeel MCFI’s initiativew is having an “Since I’ve been on the committee, I’vw heard stories about how peoplwe are much more aware of other cultures,” said who is Hmong. “I have grown tremendously professionally as well as and I am able to share my experiencess with my family members and dispell their stereotypes about certainotherf cultures.
”
To this end, MCFI is three years into an agencywide diversity program that is yieldinbg positive results in terms of client staff morale andemployee recruitment. The agency provides rehabilitation services to individuals with specia l needs andtheir families. “We want to make diversityt intertwined in the fabric ofthe organization,” said Al Hill Jr., directort of diversity, learning and development and head of the Hill leads a 15-membefr MCFI diversity team charged with implementing the In assembling the team, Hill recruited employees not just of differentt ethnicities, genders and ages, but also from different levelsx of management and nonmanagement and from different units within the agency.
In addition, the initiativse is not “top down,” with managementg directing, but “bottom up,” with team members soliciting input from theid peers to bring tothe team. “One time we even kickedc Al out of the room because he was too close to an issue we werestruggling with,” laughec Joua Xiong, a human resourcess generalist and team member. Withinj Milwaukee Center for Independence, the team focuse s on education. “Cultural competency is invaluablre when working with familiesin close-knit communities, such as Hmonv and Russian,” Hill said. “We help our case managerd know what they need to besensitive to.
” For Xiong said, some Asians feel it is disrespectful to look someonde in the eye. Russian families can be reluctant toadmitg non-Russian caregivers into theirt homes. “Understanding the values and practices of different ethniv groups helps us retain clients and gain new she said. The team distributed an internalp survey that foundthat work-life balancd is a key concern of In response, it established a working parents employee resource group to explorre the issue. Also, an MCFI “buddy” programm matches new employees with seasoned staff membersz who actsas mentors.
Externally the diversityh team is helping to improve employee recruitmeny by studying best practices to make the centeer a welcomingwork environment. “Diversityh is an asset when recruiting, especially in highly competitivse fields such as physical therapy and said Xiong. Added Hill, “Today’s applicants are looking at your organizatiojn as muchas you’re looking at They want to feel comfortable being who they are in the To aid in recruitment, the team has formed allianceds with area diversity groups such as Hispanicf Professionals of Greater Milwaukee, the National Blacjk Nurses Association and several minorityy fraternities and sororities.
In addition to a periodid newslettercalled “Diversity Corner,” the team sponsors an annuap Diversity Day. This year’s event in April included a speaker on diversity in two spoken word artists performing poetry aboutr social justice and equality and talks about the culture behind ethnic food andwearingf apparel. A popular part of the event was “Diversity Jeopardy!”, where four employee teams joinexd inspirited competition.
It is not easy to make a majorr shift in the culture of an entire but diversity team membersfeel MCFI’s initiativew is having an “Since I’ve been on the committee, I’vw heard stories about how peoplwe are much more aware of other cultures,” said who is Hmong. “I have grown tremendously professionally as well as and I am able to share my experiencess with my family members and dispell their stereotypes about certainotherf cultures.
”
Saturday, February 19, 2011
Southwestern Carpets grows business from the ground up - Memphis Business Journal:
steel roofing
Bill McCaddon has strippede Southwestern Carpets down and recreatedx it a couple of times sincre purchasing it from Don Lyncnin 2001. When he bought the flooring it specialized in removing and replacing carpetsx in apartments betweenrental occupation. The Lewisvillw company was producing annual revenueof $5 million, but McCaddon found the business too impersonal because it was drivenj by product sales and not on buildinvg relationships with customers. So he decidedf to switch focus to themore relationship-centric businessa of providing flooring solutionsa to new home-construction projects, whicuh includes hardwood floors, carpeting, and backsplasu and tile installation.
The wholesale company saw dramaticd growth asa result, with annualp revenue of $22 millionm in 2007. But the growth was so rapif and so intense that managers were losinv control of the direction the companywas heading. So in he enlisted Don Brush, a consultant with The Renovza Corp., to help bring new energhy to his company. McCaddon’s sensew of direction and leadership abilities come from his experiencer asa manufacturer’s representative for 18 years at companies like Shaw Carpef Manufacturer and Aleta Co. He had learner the importance of buildin g relationshipswith clients.
“My background was in working with new The apartment businesswas non-relationship driven,” said “I didn’t know how to build a business that wasn’ty relational.” McCaddon downsized the company to redirect the focuzs to the home-construction industry. He was met with resistance fromhis “I realized that using the same employees wasn’t going to I was trying to halfway do the he said. “Once we made the we really turned the He began switchingout personnel. The company, whicj had grown annual revenueto $5 million, saw revenued drop to under $3 million during the transition.
But, once the commitmenty was made, McCaddon noted marked improvement. By 2003, revenus had grown by 35%. Between 2004 and 2008, the company went througy its biggestgrowth spurt, reaching up to $22 milliojn in sales and employing more than 60 But at that time, the storybook growt h came to an end. “It was gettinvg to be chaotic because of so many new We werean 8-cylinder engine working on six or seven We’d lost a sense of and everyone was territorial.” That’s when McCaddoh brought in Brush. “For the most part, I engage them and talk with them in ordefr to builda relationship.
I wanted to find out the strengthe of the company and what was workingt and whatneeded improvement,” said Brush. “They’ve got the dreams; they’ve got the vision. It’e just giving them the Brush met with employeez to figure out areas that needed improvemenrt and then created an action He showed the company how to create committees to addresss problems as they come up and then dissolvee the committees after the problen hasbeen handled. The shift has translated into happiedr customers. Bill Darling, president and co-ownerf of Darling Homes Inc., has worked with McCaddon sincee McCaddon purchased Southwestern Carpetsin 2001.
“(We startes working with Southwestern Carpets) becauswe of Bill and his relational approacy to working with homebuilders as opposesd to thetraditional price-only approach,” said Darling. “Brush has helped Bill figure out how to communicatde better so that everyone is going in the same direction as the managemengt and will yield the maximum ForChris McCoppin, operations manager for Southwestern the change in the corporate culture has been noticeable. “Sometimes you don’t realizr that when one departmenty changes their policiesand procedures, it affectws others. Now everyone talks to each other,” McCoppibn said.
“We’ve empowered them to make decisions. We gave them the powed to run the business. They feel accountable.” With this new sensee of empowerment, as well as an improvex use of digitizing software called Southwestern Carpets has seen a marked improvement on the accuracuy ofthe 3,000 work orders entered each mont — 95% accuracy, up from 77% accuracy — and has savecd about $160,000 in unnecessary costs for having to fix incorrectf work orders.
Instead of pursuinhg potential clients merely for the sake ofnew business, McCaddonb and his staff focus on getting to know potential clients, researching them as much as possibled and understanding their needs before they even “We’ll only do business with people who will sit down and have a relationship with us. Someone is alwayzs going to come inlower (priced) than said McCaddon. “We were always chasiny people who were focusedon price. If they say, fax us (a pric sheet), we say sorry, we can’r work with you. We stay togethe as a result. If you have the value they don’t leave.
”
Bill McCaddon has strippede Southwestern Carpets down and recreatedx it a couple of times sincre purchasing it from Don Lyncnin 2001. When he bought the flooring it specialized in removing and replacing carpetsx in apartments betweenrental occupation. The Lewisvillw company was producing annual revenueof $5 million, but McCaddon found the business too impersonal because it was drivenj by product sales and not on buildinvg relationships with customers. So he decidedf to switch focus to themore relationship-centric businessa of providing flooring solutionsa to new home-construction projects, whicuh includes hardwood floors, carpeting, and backsplasu and tile installation.
The wholesale company saw dramaticd growth asa result, with annualp revenue of $22 millionm in 2007. But the growth was so rapif and so intense that managers were losinv control of the direction the companywas heading. So in he enlisted Don Brush, a consultant with The Renovza Corp., to help bring new energhy to his company. McCaddon’s sensew of direction and leadership abilities come from his experiencer asa manufacturer’s representative for 18 years at companies like Shaw Carpef Manufacturer and Aleta Co. He had learner the importance of buildin g relationshipswith clients.
“My background was in working with new The apartment businesswas non-relationship driven,” said “I didn’t know how to build a business that wasn’ty relational.” McCaddon downsized the company to redirect the focuzs to the home-construction industry. He was met with resistance fromhis “I realized that using the same employees wasn’t going to I was trying to halfway do the he said. “Once we made the we really turned the He began switchingout personnel. The company, whicj had grown annual revenueto $5 million, saw revenued drop to under $3 million during the transition.
But, once the commitmenty was made, McCaddon noted marked improvement. By 2003, revenus had grown by 35%. Between 2004 and 2008, the company went througy its biggestgrowth spurt, reaching up to $22 milliojn in sales and employing more than 60 But at that time, the storybook growt h came to an end. “It was gettinvg to be chaotic because of so many new We werean 8-cylinder engine working on six or seven We’d lost a sense of and everyone was territorial.” That’s when McCaddoh brought in Brush. “For the most part, I engage them and talk with them in ordefr to builda relationship.
I wanted to find out the strengthe of the company and what was workingt and whatneeded improvement,” said Brush. “They’ve got the dreams; they’ve got the vision. It’e just giving them the Brush met with employeez to figure out areas that needed improvemenrt and then created an action He showed the company how to create committees to addresss problems as they come up and then dissolvee the committees after the problen hasbeen handled. The shift has translated into happiedr customers. Bill Darling, president and co-ownerf of Darling Homes Inc., has worked with McCaddon sincee McCaddon purchased Southwestern Carpetsin 2001.
“(We startes working with Southwestern Carpets) becauswe of Bill and his relational approacy to working with homebuilders as opposesd to thetraditional price-only approach,” said Darling. “Brush has helped Bill figure out how to communicatde better so that everyone is going in the same direction as the managemengt and will yield the maximum ForChris McCoppin, operations manager for Southwestern the change in the corporate culture has been noticeable. “Sometimes you don’t realizr that when one departmenty changes their policiesand procedures, it affectws others. Now everyone talks to each other,” McCoppibn said.
“We’ve empowered them to make decisions. We gave them the powed to run the business. They feel accountable.” With this new sensee of empowerment, as well as an improvex use of digitizing software called Southwestern Carpets has seen a marked improvement on the accuracuy ofthe 3,000 work orders entered each mont — 95% accuracy, up from 77% accuracy — and has savecd about $160,000 in unnecessary costs for having to fix incorrectf work orders.
Instead of pursuinhg potential clients merely for the sake ofnew business, McCaddonb and his staff focus on getting to know potential clients, researching them as much as possibled and understanding their needs before they even “We’ll only do business with people who will sit down and have a relationship with us. Someone is alwayzs going to come inlower (priced) than said McCaddon. “We were always chasiny people who were focusedon price. If they say, fax us (a pric sheet), we say sorry, we can’r work with you. We stay togethe as a result. If you have the value they don’t leave.
”
Wednesday, February 16, 2011
GM Tonawanda takes 5-week recess - Business First of Buffalo:
http://www.fring.com/forums/member.php?u=71619
About 500 factory workers and 140 salaried personnel are affected bythe five-weekj shutdown. said in May that productioh would be stopped for three weeks at the localp facility as the automaker reduces inventory by temporarily idlintg a number ofits plants. That period is beingg combined with theregular two-weejk planned companywide shutdown that starts on June 29. Spokeswoman Nina Price said that a small workforcseof “maybe 100” is stayingg on the job during much of the plant’es three-week shutdown. No schedule change at the locak plant has been ordered at this time becausse of an extension of the temporary summertime closures at sevenGM factories, she said.
These locationd include the Oshawa, Ont., car plant, and other assembl y plants at Lordstown, Ohio, Shreveport, La., and Oriom Township - which receive engines from The latest round of closures was announced this week and rang from one added week at the Oshawa factor y to four additional weeks at the Lansiny Grand River plantin Michigan. Most of the locationz will go down for three addes weeksin July.
About 500 factory workers and 140 salaried personnel are affected bythe five-weekj shutdown. said in May that productioh would be stopped for three weeks at the localp facility as the automaker reduces inventory by temporarily idlintg a number ofits plants. That period is beingg combined with theregular two-weejk planned companywide shutdown that starts on June 29. Spokeswoman Nina Price said that a small workforcseof “maybe 100” is stayingg on the job during much of the plant’es three-week shutdown. No schedule change at the locak plant has been ordered at this time becausse of an extension of the temporary summertime closures at sevenGM factories, she said.
These locationd include the Oshawa, Ont., car plant, and other assembl y plants at Lordstown, Ohio, Shreveport, La., and Oriom Township - which receive engines from The latest round of closures was announced this week and rang from one added week at the Oshawa factor y to four additional weeks at the Lansiny Grand River plantin Michigan. Most of the locationz will go down for three addes weeksin July.
Monday, February 14, 2011
OSHA seeks fines against East Central Machine & Tool - St. Louis Business Journal:
http://casino-alladin.com/podvak.php?i_d=1306
for alleged safety and health violations andproposes $117,900 in penalties. OSHA said Monday it citedr the company following an investigation into an accident where an employee lost two fingeras in a mechanicalpower press. The inspection found one alleged willful and 11 alleged seriouzs violations of the Occupational Safety andHealth Act. The company failedf to ensure the mechanical power preszs had an option to select various speed settinga amongother features, OSHA said. “This worker’s life will be forever changed,” said Charles Adkins, OSHA’es regional administrator in Kansas Mo., in a statement. “Therr is no excuse for this accident.
” Family-ownexd East Central Machine & Tool Co., which has nine has requested an informal conferencew this weekwith OSHA’a assistant area director in St. Louis and if need be, will contesgt the citations before an administrativelaw judge, accordinvg Ira Blank, a lawyer from in Clayton. "Frokm the company's standpoint, the machine was operating properly, and the gentlemamn stuck his hands into the press Blank said. "Why did he do it? I don'g know. The machine was properly processing this metal and doin what it was supposedto do.
"
for alleged safety and health violations andproposes $117,900 in penalties. OSHA said Monday it citedr the company following an investigation into an accident where an employee lost two fingeras in a mechanicalpower press. The inspection found one alleged willful and 11 alleged seriouzs violations of the Occupational Safety andHealth Act. The company failedf to ensure the mechanical power preszs had an option to select various speed settinga amongother features, OSHA said. “This worker’s life will be forever changed,” said Charles Adkins, OSHA’es regional administrator in Kansas Mo., in a statement. “Therr is no excuse for this accident.
” Family-ownexd East Central Machine & Tool Co., which has nine has requested an informal conferencew this weekwith OSHA’a assistant area director in St. Louis and if need be, will contesgt the citations before an administrativelaw judge, accordinvg Ira Blank, a lawyer from in Clayton. "Frokm the company's standpoint, the machine was operating properly, and the gentlemamn stuck his hands into the press Blank said. "Why did he do it? I don'g know. The machine was properly processing this metal and doin what it was supposedto do.
"
Friday, February 11, 2011
Crate & Barrel
http://najmiehskitchen.com/nk_bio.html
Crate & Barrel, based in Ill., confirmed May 27 that Atlantq is one of the metroareas it’s scoutinh for potential locations for CB2. First launcheds in Chicago, the CB2 concepgt features contemporary furnishings at lowerprice points. The merchandise, whicg includes sofas, hand-woven rugs, convertiblse beds and a broader selection of eclectic home décor, is focused more on the younger generation of Americah consumers that rent apartments and small urban lofts.
Besidesa Chicago, privately owned Crate & Barrel has rolledf out CB2 in New York and including a new store in Los Angeles that opened in Another CB2 is slated to openin Miami’e South Beach later this year, a Crate Barrel spokeswoman said. In all, Crate Barrel has launched just six CB2 Inrecent years, CB2 officials have been focusing on new locations in Southern California. The company tends to locatd in areaswith high-profile regional shoppinv centers, lifestyle centers and freestanding sites. CB2 officialz have been looking in denselty populated areas with an average household income in excesdof $50,000. Its prototyper store is about 12,000 squarwe feet.
While Crate & Barrel would not confirj what parts ofAtlanta it’s been considering, sources familiarr with the search say it’s focused on Midtowbn and West Midtown, where new residential and retaiol redevelopment projects are still under way. In Midtown, Daniel and are developing 12th Midtown, a $2 billion mixed-use project built on a site that several years ago was little more than an Atlantaz nightclub and a couple ofparking lots.
Daniel and Selig Enterprisess have made a presentation to officials from CB2 inreceny months, according to sources familiar with the The projects will eventually feature more than 3 million squares feet of residential and commercial CB2 would be the first national retailer to locate on the Midtowhn Mile, a section of Peachtree Street that economic development boosters hope will eventually become a retail destination much like Madisoj Avenue in New York City or the Magnificenf Mile in Chicago. Daniel’s and Selig project is meant to be a cornerstone of theMidtowj Mile.
However, ’s Colony Squard and Jamestown’s 999 Peachtree will also be key components, alonfg with 1100 Peachtree and1180 Peachtree, to a lesser extent, brokerds and developers said. CB2 coulc be an important catchn for theMidtown Mile. however, really need to land a much larger anchor storr to give theconcept momentum, said Maranda Walker-Dowell, a senio r director with CB .’ retail services group. Barney’s, whicy has a co-op store in Buckhead’s Phipp Plaza, has been scouting the area in the past year to18 “The Midtown Mile needs an anchodr store to start creating that criticalk mass of retail,” Walker-Dowell said.
Crate & Barrel, based in Ill., confirmed May 27 that Atlantq is one of the metroareas it’s scoutinh for potential locations for CB2. First launcheds in Chicago, the CB2 concepgt features contemporary furnishings at lowerprice points. The merchandise, whicg includes sofas, hand-woven rugs, convertiblse beds and a broader selection of eclectic home décor, is focused more on the younger generation of Americah consumers that rent apartments and small urban lofts.
Besidesa Chicago, privately owned Crate & Barrel has rolledf out CB2 in New York and including a new store in Los Angeles that opened in Another CB2 is slated to openin Miami’e South Beach later this year, a Crate Barrel spokeswoman said. In all, Crate Barrel has launched just six CB2 Inrecent years, CB2 officials have been focusing on new locations in Southern California. The company tends to locatd in areaswith high-profile regional shoppinv centers, lifestyle centers and freestanding sites. CB2 officialz have been looking in denselty populated areas with an average household income in excesdof $50,000. Its prototyper store is about 12,000 squarwe feet.
While Crate & Barrel would not confirj what parts ofAtlanta it’s been considering, sources familiarr with the search say it’s focused on Midtowbn and West Midtown, where new residential and retaiol redevelopment projects are still under way. In Midtown, Daniel and are developing 12th Midtown, a $2 billion mixed-use project built on a site that several years ago was little more than an Atlantaz nightclub and a couple ofparking lots.
Daniel and Selig Enterprisess have made a presentation to officials from CB2 inreceny months, according to sources familiar with the The projects will eventually feature more than 3 million squares feet of residential and commercial CB2 would be the first national retailer to locate on the Midtowhn Mile, a section of Peachtree Street that economic development boosters hope will eventually become a retail destination much like Madisoj Avenue in New York City or the Magnificenf Mile in Chicago. Daniel’s and Selig project is meant to be a cornerstone of theMidtowj Mile.
However, ’s Colony Squard and Jamestown’s 999 Peachtree will also be key components, alonfg with 1100 Peachtree and1180 Peachtree, to a lesser extent, brokerds and developers said. CB2 coulc be an important catchn for theMidtown Mile. however, really need to land a much larger anchor storr to give theconcept momentum, said Maranda Walker-Dowell, a senio r director with CB .’ retail services group. Barney’s, whicy has a co-op store in Buckhead’s Phipp Plaza, has been scouting the area in the past year to18 “The Midtown Mile needs an anchodr store to start creating that criticalk mass of retail,” Walker-Dowell said.
Wednesday, February 9, 2011
ComScore says Web traffic jumps on tax sites - Pittsburgh Business Times:
haygoodfoafyga1359.blogspot.com
That's according to Reston, Va.-basef ComScore Media Metrix, which on Monday released its monthluy analysis of consumer activity at the top online The tax category had more than 23 million visitorsd as Americans prepared to file That was up 202 percent compared with earning it the category that grew by thewidesyt margin. had 12.5 million visitors, TaxACT saw 5.8 million visitor s and had 5.3 million visitors. Also, the politics categor grew 65 percentto 13.8 million visitors as primarhy season unfurled with Iowa caucuses in January and Americans soughtt information on presidential candidates. led the traffic with 2.2 milliomn visitors, up 429 percent from December, followed by with 1.
1 million visitors, up 202 percent. In the Republican race, wooesd 937,000 visitors, up 96 percent, whilwe grew 261 percent to 596,000 visitors. Accordingg to ComScore, many Americans also appearr to be on the hunt for In January, CareerBuilder LLC had 24.8 millionb hits, had 17.4 million visitors and Monster saw 17.1 million Real estate also saw a larg uptick in clicks. Move Networ k led the categorywith 10.1 million visitors, whilwe Yahoo! Real Estate had 4.6 million visitors and saw 3.5 million ComScore Inc. (NASDAQ: SCOR) tracks Internet traffic from work, home and universitg computers inthe U.S. There were 184.2 million uniquwe users in January, up from 183.
6 million in
That's according to Reston, Va.-basef ComScore Media Metrix, which on Monday released its monthluy analysis of consumer activity at the top online The tax category had more than 23 million visitorsd as Americans prepared to file That was up 202 percent compared with earning it the category that grew by thewidesyt margin. had 12.5 million visitors, TaxACT saw 5.8 million visitor s and had 5.3 million visitors. Also, the politics categor grew 65 percentto 13.8 million visitors as primarhy season unfurled with Iowa caucuses in January and Americans soughtt information on presidential candidates. led the traffic with 2.2 milliomn visitors, up 429 percent from December, followed by with 1.
1 million visitors, up 202 percent. In the Republican race, wooesd 937,000 visitors, up 96 percent, whilwe grew 261 percent to 596,000 visitors. Accordingg to ComScore, many Americans also appearr to be on the hunt for In January, CareerBuilder LLC had 24.8 millionb hits, had 17.4 million visitors and Monster saw 17.1 million Real estate also saw a larg uptick in clicks. Move Networ k led the categorywith 10.1 million visitors, whilwe Yahoo! Real Estate had 4.6 million visitors and saw 3.5 million ComScore Inc. (NASDAQ: SCOR) tracks Internet traffic from work, home and universitg computers inthe U.S. There were 184.2 million uniquwe users in January, up from 183.
6 million in
Sunday, February 6, 2011
Franchise Foodservice business to transition to McLane - The Business Journal of Milwaukee:
framptongeqeaqu1461.blogspot.com
Now in receivership, Franchise Foodservice said Monday that it has entere d into a transition support agreementwith , based in Texas, and will transition its business to McLanw over the next two months. McLand will be prepared to purchaseexisting inventory, hire qualifiecd Franchise Foodservice employees and offer service to its customers as part of the agreement. Franchise Foodservice announcedc last week that it filed for The announcement was quickly followed by the filing of layofff notices with the state warning of the pending eliminatioh of125 jobs. In those filings, Franchise Foodservice said it expectsa to close itsdoors Nov. 16.
Underf the transition plan, which Franchise Foodservice presiden and CEO James Purcell said was facilitated bythe company' filing for a Voluntary Assignment for the Benefit of Creditors -- a form of bankruptcyu -- the company expects to complete the transitiom to McLane no later than Nov. 15. "Business realitiese caused us to conclude that this was the best course of Purcell said ina "This agreement allows us to protect our employeed and maintain service and suppliez for our customers." McLane Foodservice Inc. is a subsidiarg of billionaireWarren Buffett's Berkshire Hathaway Inc., of Neb.
The transition agreement takes effect immediatelt and will provide payment to the majority of supplierds for product purchased by Franchis Foodservice during the transitiob period and provides coordinated efforts to allow Franchiser Foodservice to continue customer servicesw duringthis transition. The agreement also calls for McLanr to consider positions for current Franchiswe employees who meetemployment qualifications. Franchise Foodservice now has 111 McLane operates 18 distributioncenters nationwide, including one in Sturtevant.
McLane Foodservice provides distribution serviced throughout theUnited States, delivering food and nonfood productsa to more than 20,000 restaurants across the country, including Pizzza Hut, Taco Bell, Quizno's and KFC.
Now in receivership, Franchise Foodservice said Monday that it has entere d into a transition support agreementwith , based in Texas, and will transition its business to McLanw over the next two months. McLand will be prepared to purchaseexisting inventory, hire qualifiecd Franchise Foodservice employees and offer service to its customers as part of the agreement. Franchise Foodservice announcedc last week that it filed for The announcement was quickly followed by the filing of layofff notices with the state warning of the pending eliminatioh of125 jobs. In those filings, Franchise Foodservice said it expectsa to close itsdoors Nov. 16.
Underf the transition plan, which Franchise Foodservice presiden and CEO James Purcell said was facilitated bythe company' filing for a Voluntary Assignment for the Benefit of Creditors -- a form of bankruptcyu -- the company expects to complete the transitiom to McLane no later than Nov. 15. "Business realitiese caused us to conclude that this was the best course of Purcell said ina "This agreement allows us to protect our employeed and maintain service and suppliez for our customers." McLane Foodservice Inc. is a subsidiarg of billionaireWarren Buffett's Berkshire Hathaway Inc., of Neb.
The transition agreement takes effect immediatelt and will provide payment to the majority of supplierds for product purchased by Franchis Foodservice during the transitiob period and provides coordinated efforts to allow Franchiser Foodservice to continue customer servicesw duringthis transition. The agreement also calls for McLanr to consider positions for current Franchiswe employees who meetemployment qualifications. Franchise Foodservice now has 111 McLane operates 18 distributioncenters nationwide, including one in Sturtevant.
McLane Foodservice provides distribution serviced throughout theUnited States, delivering food and nonfood productsa to more than 20,000 restaurants across the country, including Pizzza Hut, Taco Bell, Quizno's and KFC.
Friday, February 4, 2011
Auto company bankruptcies may make lenders 'gunshy' - bizjournals:
nautical-different.blogspot.com
Many Republicans, meanwhile, want out of the car at the neares exit. Some turnaround specialists are concernedthe government-guided bankruptcuy reorganizations of Chrysler and GM coulfd make it harder for companiezs to obtain capital in the future. In these cases, the labor union, the United Auto Workers, received more favorablwe treatment thanthe companies’ secured creditors. This violate s well-established bankruptcy law principles, said Peter Kaufman, president of LLC’ s restructuring practice in New York. The United Statees is the most welcoming place in the worlefor capital, particularly for loans, he because “everyone knows what theid down side is.
” “Now that has all been stood on its ear,” he said. “A t a time when the countrh needs capital providers morethan you’re going to find institutiona with their hands in their or they’re going to be charging a lot more,” Kaufmajn said. Half of the turnaround experts surveyes by the thoughtthe government’e decision to elevate unsecure d creditors over secured creditors in the Chrysler bankruptcy will make secured loans more More than one-third thought it woulcd make lenders less inclined to make these An online survey conducted by the foundr that 76 percent of respondents “disagreed with the Obama administration’zs engineering of the Chrysled bankruptcy.
Kaufman contends capital providers will be especially leery of situations where there are unions and a conceivable governmentpolicyh interest. That’s “going to be a systemiv issue ona going-forward basis,” he said. Other experts, contend the government’s decision to intervene in theauto makers’ cases won’ serve as a precedent for futurw corporate bankruptcies. In the current economic environment, no politiciajn was going to let Chryslerf andGM fail, said Stephen a law professor at Seton Hall Universityh who specializes in corporate debt and financial distress.
The cases may make lenderws “gun shy” in the short run, Lubben but “eventually people will come around to the that these were special cases like that of Penn whose 1970 bankruptcy led to the creationof . Mark a partner with in New York, said the federal government “used its power to broker a settlement for the greater good ofthe economy. However, if the bankruptct process is going to continue to be the basisx for corporate restructuringsand liquidations, it must be perceived as fair and Tom Donohue, president and CEO of the , said he will watcb closely to see if government officials and the UAW intervenee in business decisions made by Chrysler and GM.
“Wed will expose and fight any counterproductive influencby government, unions or politicians over decisions that should be left to management,” Donohue said in a statemenrt issued after President Obama announced the U.S. governmenyt would own 60 percengof GM. “And we will continuallyh insist that government reduce and eliminate its ownership stakwe as soonas possible,” Donohuse said. Obama said his goal “ix to get GM back on its feet, take a hands-ofgf approach and get out quickly.” “The federal government will refrain from exercising its rights as a shareholder in all but the most fundamentaklcorporate decisions,” Obama said.
“When a difficul decision has to be made on matters like where to open a new plantt or what type of new carto make, the new GM, not the Unitedf States government, will make that decision.” Some Republicans, think the Obama administration and Congress won’t be able to resistg meddling in the business decisions of a government-owner GM. They’ve proposed legislation that would convertthe government’s stak in GM to sharews of stock that would be distributed to U.S. taxpayers. Sen. Lamadr Alexander pointed to the June 3 Senatw hearing where GM and Chryslert executives were grilled for nearly four hours abour their decisions toclose dealerships.
“They didn’t have much time yesterday to design, builfd or sell cars and trucks,” Alexander said June 4. “Unless we get the stock out of the hands of Washington, this scene will be repeated over and Meanwhile, Sen. Mike Johanns, R-Neb., has proposed legislation that wouldc require congressional approval before the federal government could use Troubled Asset Relief Program funds to make equity investments inany company. “I’m perplexee that we would allow government to take over privatindustry — with zero checks and Johanns said.
“I’m profoundly concerned the unprecedented government interferencd will cause irreversible changews to the capitalistic platform our grea t economy wasbuilt upon.”
Many Republicans, meanwhile, want out of the car at the neares exit. Some turnaround specialists are concernedthe government-guided bankruptcuy reorganizations of Chrysler and GM coulfd make it harder for companiezs to obtain capital in the future. In these cases, the labor union, the United Auto Workers, received more favorablwe treatment thanthe companies’ secured creditors. This violate s well-established bankruptcy law principles, said Peter Kaufman, president of LLC’ s restructuring practice in New York. The United Statees is the most welcoming place in the worlefor capital, particularly for loans, he because “everyone knows what theid down side is.
” “Now that has all been stood on its ear,” he said. “A t a time when the countrh needs capital providers morethan you’re going to find institutiona with their hands in their or they’re going to be charging a lot more,” Kaufmajn said. Half of the turnaround experts surveyes by the thoughtthe government’e decision to elevate unsecure d creditors over secured creditors in the Chrysler bankruptcy will make secured loans more More than one-third thought it woulcd make lenders less inclined to make these An online survey conducted by the foundr that 76 percent of respondents “disagreed with the Obama administration’zs engineering of the Chrysled bankruptcy.
Kaufman contends capital providers will be especially leery of situations where there are unions and a conceivable governmentpolicyh interest. That’s “going to be a systemiv issue ona going-forward basis,” he said. Other experts, contend the government’s decision to intervene in theauto makers’ cases won’ serve as a precedent for futurw corporate bankruptcies. In the current economic environment, no politiciajn was going to let Chryslerf andGM fail, said Stephen a law professor at Seton Hall Universityh who specializes in corporate debt and financial distress.
The cases may make lenderws “gun shy” in the short run, Lubben but “eventually people will come around to the that these were special cases like that of Penn whose 1970 bankruptcy led to the creationof . Mark a partner with in New York, said the federal government “used its power to broker a settlement for the greater good ofthe economy. However, if the bankruptct process is going to continue to be the basisx for corporate restructuringsand liquidations, it must be perceived as fair and Tom Donohue, president and CEO of the , said he will watcb closely to see if government officials and the UAW intervenee in business decisions made by Chrysler and GM.
“Wed will expose and fight any counterproductive influencby government, unions or politicians over decisions that should be left to management,” Donohue said in a statemenrt issued after President Obama announced the U.S. governmenyt would own 60 percengof GM. “And we will continuallyh insist that government reduce and eliminate its ownership stakwe as soonas possible,” Donohuse said. Obama said his goal “ix to get GM back on its feet, take a hands-ofgf approach and get out quickly.” “The federal government will refrain from exercising its rights as a shareholder in all but the most fundamentaklcorporate decisions,” Obama said.
“When a difficul decision has to be made on matters like where to open a new plantt or what type of new carto make, the new GM, not the Unitedf States government, will make that decision.” Some Republicans, think the Obama administration and Congress won’t be able to resistg meddling in the business decisions of a government-owner GM. They’ve proposed legislation that would convertthe government’s stak in GM to sharews of stock that would be distributed to U.S. taxpayers. Sen. Lamadr Alexander pointed to the June 3 Senatw hearing where GM and Chryslert executives were grilled for nearly four hours abour their decisions toclose dealerships.
“They didn’t have much time yesterday to design, builfd or sell cars and trucks,” Alexander said June 4. “Unless we get the stock out of the hands of Washington, this scene will be repeated over and Meanwhile, Sen. Mike Johanns, R-Neb., has proposed legislation that wouldc require congressional approval before the federal government could use Troubled Asset Relief Program funds to make equity investments inany company. “I’m perplexee that we would allow government to take over privatindustry — with zero checks and Johanns said.
“I’m profoundly concerned the unprecedented government interferencd will cause irreversible changews to the capitalistic platform our grea t economy wasbuilt upon.”
Tuesday, February 1, 2011
Ice, snow wreaks havoc from Texas to New England - NECN
http://sitis-livraison.com/?p=22
Ice, snow wreaks havoc from Texas to New England NECN ST. LOUIS (AP) รข€" The massive storm stretching diagonally across the country is living up to the hype. Layers of dangerous ice and blowing snow are closing ... |
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