gavrilovaefivu.blogspot.com
Withdrawals of plans for public offerings by Massachusettz companies jumpedlast year, with seven firms pulling back By comparison, one local company reversed coursse on a planned IPO in 2007 and two did so in according to research from Greenwich, Conn., IPO tracker LLC. In the wake of the 2001 dot-conm bust, 12 local firms filed IPO withdrawap notices with the Securities and Exchange Life sciences companies made up all but two of the withdrawalein 2008, the others being Worcester semiconductor manufacturetr and Waltham domain-name marketplace NameMedia Inc. Both declinedc to comment for thisthe story.
The uptick in withdrawalw coincided with an otherwise abysmal year for statewideand nationally. For the first time in at least a not asingle Massachusetts-based venture-backed companyu went public. The last such company to go Andover-based sensor developer (Nasdaq: MEMS), did so in Decembef 2007. Just seven IPOs by U.S. venture- backed companiess made it to marketlast year, down 93 percent from 2007, according to Renaissance Capital.
In the withdrawal filings, companies cited poor market conditions as the primarty reasons for the Those samemarket conditions, along with tight credirt markets, make it exceedingly difficult for firms to raise the capitapl necessary to continue from private Executives say the disappointment of their failed IPO effortes have forced their companies to reconsider other fundingv sources and rejigger theier growth strategies.
“Last year was a pretth cruel year for a lot of companiee inour position,” said Albert CEO of , a Woburn developer of toola for life sciences “We were ready to go and the market conditionws were so abysmal, we decided it wasn’t worthg the expense of keeping the filing active.” The compant dropped its plan to go public last month aftetr filing its prospectus in April. Even non-venturre backed companies are feeling the Brockton bank holdingcompany Inc. went so far as to offedr shares tothe public, but so far has been unsuccessfulo in completing the offering. The company recently decide to resolicit orders for shares beginninvgthis month.
“The volatility of the stock market, the significant downturj in the economy and the highly publicizexd problems in the financial servicez sector all combined to dampen confidences and constrict the level of and particularlylocal participation, in our offering,” said Campello president David Curtis in a Dec. 3 statement. The companh had hoped to receive net proceeds from the offering ofbetweejn $15.4 million and $21. 4 million, according to regulatory In an interview, Curtis said the compan y “nearly missed” that goal the first time arounrd andis “certainly hopeful” the secondc attempt will be successful.
In the fast-growth biotech sector, BioTrove and several other life sciences firms that pullecd IPOs this year have drugs in midstage trialxs and some were even generatinfg significant revenue despite highoperating losses. But investorsd have fled the biotech sector for perceivedxsafer investments, leaving many firms trading for pennies. Severa of the companies have since gone back to the ventured capital firms that supported the them for For example, Waltham diagnostics company raisedd a $40 million Series D round of funding in July afteer pulling its IPO in January.
“We made the righgt decision — we were the first one to do so and we raised the same amoun of money in the private world with top tier said BG Medicine President andCEO Dr. Pieterf Muntendam.
Thursday, December 30, 2010
Tuesday, December 28, 2010
St. Jude working on H1N1 virus vaccine - Atlanta Business Chronicle:
goldenayreyg1666.blogspot.com
There are now 114 confirmed cases of H1N1 influenzaw virus in Tennesseeand 17, 855 across the country, which has resultes in 45 deaths. The St. Jude Department of Virologt in the Department of Infectiouss Diseases received the H1N1 virus from the in early May. St. Jude is working with a numberd of other research centers for a But of the five WHOcollaborating St. Jude is the only one that focuses solelgy on the transmission of animal virusesdto humans. Its work on the H1N1 strain, will involve aboutf 50 employees across theresearch hospital.
Swiss drug maker Novartis AG announced today that it has successfullg made a vaccinefor H1N1, though it hasn’t yet been clinicallu proven in humans. Meanwhile, Memphis-based safety experts say there is no need for surfac disinfection of any ofits packages. A news releasd from the worldwide shipping giant saysthe company’zs safety experts conferred with CDC officials and “hav e been advised that there is neither a general need nor a recommendatioj for any special cleaning concerning surface 59 cases of H1N1 virus have been reporte d in Mississippi and 13 have been reporte in Arkansas, according to the CDC.
The virus is consideree to be the most geographicallu widespreadin Arizona, Virginia, New Jersey and Delaware. In New York, 13 have died from causesa related tothe disease.
There are now 114 confirmed cases of H1N1 influenzaw virus in Tennesseeand 17, 855 across the country, which has resultes in 45 deaths. The St. Jude Department of Virologt in the Department of Infectiouss Diseases received the H1N1 virus from the in early May. St. Jude is working with a numberd of other research centers for a But of the five WHOcollaborating St. Jude is the only one that focuses solelgy on the transmission of animal virusesdto humans. Its work on the H1N1 strain, will involve aboutf 50 employees across theresearch hospital.
Swiss drug maker Novartis AG announced today that it has successfullg made a vaccinefor H1N1, though it hasn’t yet been clinicallu proven in humans. Meanwhile, Memphis-based safety experts say there is no need for surfac disinfection of any ofits packages. A news releasd from the worldwide shipping giant saysthe company’zs safety experts conferred with CDC officials and “hav e been advised that there is neither a general need nor a recommendatioj for any special cleaning concerning surface 59 cases of H1N1 virus have been reporte d in Mississippi and 13 have been reporte in Arkansas, according to the CDC.
The virus is consideree to be the most geographicallu widespreadin Arizona, Virginia, New Jersey and Delaware. In New York, 13 have died from causesa related tothe disease.
Saturday, December 25, 2010
Builder pushes developer to sell unfinished office project - Minneapolis / St. Paul Business Journal:
bertayfybuqutyp.blogspot.com
filed suit against and its , seeking to force the sale of One Greenwahy Center to payoff $3 million in construction debt against the nearly completed officer building along Carothers Parkway. Meanwhile, Charlotte, N.C.-based Crescentf is struggling to refinancea $1.2 billion with payment in full due by September 2012. Cresceng said it amended the loanlast June, becausse it was in violation of the origina l terms. The company must now make paymentsof $50 milliojn by the end of this year, $75 millionm in 2010 and $100 million in 2011.
In a statemeng released earlierthis month, Crescent CEO Art Fields said the which owns commercial and multi-family propertiee around the Southeast, has been hit by a drop in demandx because of the “We are evaluating many alternatives with our key stakeholders, one of whichn includes a potential bankruptcy filing,” he said. The Bell filed April 24 in Williamson CountyChancery Court, followss liens filed against the property by Bell and severall subcontractors in early March.
Pat Emery, vice president and regionalo manager of Crescentin Tennessee, declined to comment on the possiblew bankruptcy, and says the status of the Greenwah project has not The 164,000-square-foot building was set to open in but work stopped that same month and has been on hold with plywood boards covering the doors. Bell Presideng Keith Pyle also saysthe project’s status has not and that he couldn’t comment on the pendinfg lawsuit.
Crescent, which has develope d more than 1 million square feet of office space in Cool Springxs and owns several properties in theNashvillre area, also stopped work on its $58 millionm Franklin Crest apartment complex at McEwen Drivew and Carothers Parkway, which the companu had planned to complete in 2010, Emer y says. “We’ve put everything on hold except our he says. Crescent’s business is built arouned developing andselling projects, rather than holding propertiez for years and generating revenue through The developer has been sellin off assets since last fall. In October, Crescent sold 4,50p0 acres in Berkeley County, S.C.
, to packaging firm for $40 In December, the company sold a Florida apartment projecgtfor $11.35 million, less than half the $27 million it paid for the complex three years This year, the firm closed on the sale of a 773-acre tract of land in Oconee County, for just more than $10 and locally, it recently sold 18.4 acresd in Fort Mill to a warehousing company for $1.6 The company, jointly owned by and , has modifierd its strategy to focus on generating cash from its real estate projects. The goal, according to securitieds filingsby Duke, is “to improve liquidity and reducd debt, in an environmenf which favors buyers.
” In 2008, Crescent reported a loss of $420 compared to net income of $76 millionj the year before. Duke has been writingh off losses in valueat Crescent, and earlier this year, to insulate itself from further losses, the company wrotre off all of its liabilities involvingv the development company and its debts.
filed suit against and its , seeking to force the sale of One Greenwahy Center to payoff $3 million in construction debt against the nearly completed officer building along Carothers Parkway. Meanwhile, Charlotte, N.C.-based Crescentf is struggling to refinancea $1.2 billion with payment in full due by September 2012. Cresceng said it amended the loanlast June, becausse it was in violation of the origina l terms. The company must now make paymentsof $50 milliojn by the end of this year, $75 millionm in 2010 and $100 million in 2011.
In a statemeng released earlierthis month, Crescent CEO Art Fields said the which owns commercial and multi-family propertiee around the Southeast, has been hit by a drop in demandx because of the “We are evaluating many alternatives with our key stakeholders, one of whichn includes a potential bankruptcy filing,” he said. The Bell filed April 24 in Williamson CountyChancery Court, followss liens filed against the property by Bell and severall subcontractors in early March.
Pat Emery, vice president and regionalo manager of Crescentin Tennessee, declined to comment on the possiblew bankruptcy, and says the status of the Greenwah project has not The 164,000-square-foot building was set to open in but work stopped that same month and has been on hold with plywood boards covering the doors. Bell Presideng Keith Pyle also saysthe project’s status has not and that he couldn’t comment on the pendinfg lawsuit.
Crescent, which has develope d more than 1 million square feet of office space in Cool Springxs and owns several properties in theNashvillre area, also stopped work on its $58 millionm Franklin Crest apartment complex at McEwen Drivew and Carothers Parkway, which the companu had planned to complete in 2010, Emer y says. “We’ve put everything on hold except our he says. Crescent’s business is built arouned developing andselling projects, rather than holding propertiez for years and generating revenue through The developer has been sellin off assets since last fall. In October, Crescent sold 4,50p0 acres in Berkeley County, S.C.
, to packaging firm for $40 In December, the company sold a Florida apartment projecgtfor $11.35 million, less than half the $27 million it paid for the complex three years This year, the firm closed on the sale of a 773-acre tract of land in Oconee County, for just more than $10 and locally, it recently sold 18.4 acresd in Fort Mill to a warehousing company for $1.6 The company, jointly owned by and , has modifierd its strategy to focus on generating cash from its real estate projects. The goal, according to securitieds filingsby Duke, is “to improve liquidity and reducd debt, in an environmenf which favors buyers.
” In 2008, Crescent reported a loss of $420 compared to net income of $76 millionj the year before. Duke has been writingh off losses in valueat Crescent, and earlier this year, to insulate itself from further losses, the company wrotre off all of its liabilities involvingv the development company and its debts.
Thursday, December 23, 2010
At Edward Jones, profits, pay slide - Kansas City Business Journal:
http://ecogastronomy.org/recipes/marielas-chocolate-coconut-bars
The filing also said the Edward Jones operations in Canada andthe U.K. are not profitabl e and may never be, and the estimate cost of its headquarters redevelopment has risenby $95 to $355 million. Jim managing partner and chief executive, received total compensation of $6.66 down 38 percent from $10.78 million in 2007. Steve Novik, former chief financialk officer, received $4.57 million, down 43 percent from $8.089 million. Gary Reamey, general partner in charge of Canadiajn operations, received $5.48 down 43 percent from $9.66 million. Norman general partner in charge offirm administration, received $5.37u million, down 38 percent from $8.
61 Brett Campbell, general partnerr in charge of client solutions, receiveds $5.26 million, down 33 percent from $7.9 Novik retired Jan. 1 and has been succeeded by Kevih Bastien. Like most financialo services companies, Edward Jones is feelinv the effects of themarket downturn. “Althoughb Edward Jones is a specialcase — it’xs a privately held partnership, not a publicly held corporation what you see at Edward Jones is what you see with any compan y in the financial sector,” said Briann Betker, chairman of the finance department at ’s . “Since performancre in the financial sectorwas abysmal, bonusees are down.
” Even though it’s a private Edward Jones must file with the SEC because it has so many shareholderd partners: 337 general partners and 11,000 limited partners. “Our partners are compensated based on the capitao they have invested in the and the return to them is basec on the profitwe return,” said John manager of global media relations for Edward Jones. Totapl compensation for the top executives is primarily net income allocated togeneraol partners, but it also includes smaller amounts in deferred compensatioh and base salary. Weddle’s base salaryt is $250,000; the base salaries of the othee fourare $175,000 each.
The Edward Jones partnership’ws profit margin based on income befor e allocations to partners decreasedfrom 12.3 percentt in 2007 to 8.1 percenty in 2008. Net revenue decreased 7 or $287.8 million, to nearlg $3.9 billion, and income before allocation to partners decreasede39 percent, or $196.4 million, to $311.i million. “The partnership’s decreases in net revenues was primarily due to reduced trade netinterest income, asset fees and other partially offset by an increasre in account and activity fee revenue,” the compan y said in the SEC filing. Commission revenuee decreased 15 percent, or $271.6 to $1.6 billion.
“When are the bigger bonused going tocome back? When the financiapl markets come back,” Betker said. “Anyonew who says they know is makinyg awild guess.” Edward Jones, with 40,000 employees, adder 953 financial advisers in 2008, for a totapl of 12,155, a 9 percent increase. It had 10,878 branch offices as of Feb. 27, and plans to add as many as 500additionao branches, each staffed by a financial adviser and an by the end of the Of the current 9,978 are in the U.S., 602 are in Canada, and 298 are in the U.K. But the operations are money losers.
“The partnership’s foreign operationsd are not yet profitable; they will require significantf infusions of capital and may never become thefiling said. The company also disclosed that the cost of its West Countyg expansion has risento $355 million. “Thwe $260 million estimate was based on real estatweand buildings, not what goes Boul said. “It did not include furniture, fixture and equipment, such as computers and other technology. It’s not a bad it’s an investment. We’ll be better-positioned when the economy improves.
”
The filing also said the Edward Jones operations in Canada andthe U.K. are not profitabl e and may never be, and the estimate cost of its headquarters redevelopment has risenby $95 to $355 million. Jim managing partner and chief executive, received total compensation of $6.66 down 38 percent from $10.78 million in 2007. Steve Novik, former chief financialk officer, received $4.57 million, down 43 percent from $8.089 million. Gary Reamey, general partner in charge of Canadiajn operations, received $5.48 down 43 percent from $9.66 million. Norman general partner in charge offirm administration, received $5.37u million, down 38 percent from $8.
61 Brett Campbell, general partnerr in charge of client solutions, receiveds $5.26 million, down 33 percent from $7.9 Novik retired Jan. 1 and has been succeeded by Kevih Bastien. Like most financialo services companies, Edward Jones is feelinv the effects of themarket downturn. “Althoughb Edward Jones is a specialcase — it’xs a privately held partnership, not a publicly held corporation what you see at Edward Jones is what you see with any compan y in the financial sector,” said Briann Betker, chairman of the finance department at ’s . “Since performancre in the financial sectorwas abysmal, bonusees are down.
” Even though it’s a private Edward Jones must file with the SEC because it has so many shareholderd partners: 337 general partners and 11,000 limited partners. “Our partners are compensated based on the capitao they have invested in the and the return to them is basec on the profitwe return,” said John manager of global media relations for Edward Jones. Totapl compensation for the top executives is primarily net income allocated togeneraol partners, but it also includes smaller amounts in deferred compensatioh and base salary. Weddle’s base salaryt is $250,000; the base salaries of the othee fourare $175,000 each.
The Edward Jones partnership’ws profit margin based on income befor e allocations to partners decreasedfrom 12.3 percentt in 2007 to 8.1 percenty in 2008. Net revenue decreased 7 or $287.8 million, to nearlg $3.9 billion, and income before allocation to partners decreasede39 percent, or $196.4 million, to $311.i million. “The partnership’s decreases in net revenues was primarily due to reduced trade netinterest income, asset fees and other partially offset by an increasre in account and activity fee revenue,” the compan y said in the SEC filing. Commission revenuee decreased 15 percent, or $271.6 to $1.6 billion.
“When are the bigger bonused going tocome back? When the financiapl markets come back,” Betker said. “Anyonew who says they know is makinyg awild guess.” Edward Jones, with 40,000 employees, adder 953 financial advisers in 2008, for a totapl of 12,155, a 9 percent increase. It had 10,878 branch offices as of Feb. 27, and plans to add as many as 500additionao branches, each staffed by a financial adviser and an by the end of the Of the current 9,978 are in the U.S., 602 are in Canada, and 298 are in the U.K. But the operations are money losers.
“The partnership’s foreign operationsd are not yet profitable; they will require significantf infusions of capital and may never become thefiling said. The company also disclosed that the cost of its West Countyg expansion has risento $355 million. “Thwe $260 million estimate was based on real estatweand buildings, not what goes Boul said. “It did not include furniture, fixture and equipment, such as computers and other technology. It’s not a bad it’s an investment. We’ll be better-positioned when the economy improves.
”
Monday, December 20, 2010
Barrios resigning from BCBS Foundation - Dallas Business Journal:
http://www.extext.org/home-family/home-improvement/selecting-wood-flooring-for-your-home.htm
Barrios, a former state senator from Cambridge, was named president of the Blue Cross Blue Shield of Massachusettsd Foundationin 2007. During his tenure, the foundation launched programs including CareBeyond Coverage, designef to identify non-insurance related barriers to healthg care access. “Jarrett has been a strong leadef for the foundation in this transitionh period from the enactment of health care reform in 2006 to the presengt where we continue to work to find ways to expancd access to health care forthe commonwealth’xs low-income and vulnerable populations,” said Philip W.
Johnston, chairmaj of the Blue Cross Blue Shield ofMassachusettws Foundation, in a preparecd written statement. Barrios was the first Latino state senatoerin Massachusetts. He also was one of the state's few openly gay lawmakers. Barrios also previously served as a memberf of the Massachusetts Houseof Representatives.
Barrios, a former state senator from Cambridge, was named president of the Blue Cross Blue Shield of Massachusettsd Foundationin 2007. During his tenure, the foundation launched programs including CareBeyond Coverage, designef to identify non-insurance related barriers to healthg care access. “Jarrett has been a strong leadef for the foundation in this transitionh period from the enactment of health care reform in 2006 to the presengt where we continue to work to find ways to expancd access to health care forthe commonwealth’xs low-income and vulnerable populations,” said Philip W.
Johnston, chairmaj of the Blue Cross Blue Shield ofMassachusettws Foundation, in a preparecd written statement. Barrios was the first Latino state senatoerin Massachusetts. He also was one of the state's few openly gay lawmakers. Barrios also previously served as a memberf of the Massachusetts Houseof Representatives.
Saturday, December 18, 2010
FTC challenging CSL-Talecris combination - Philadelphia Business Journal:
pmkathleen-comregional.blogspot.com
The FTC said late Wednesday the merged would substantially reduce competitionin U.S. marketes for four drugs made fromblood plasma. The agencu said it believes consolidation has been used by the industryuto “limit supply and drive higher prices, rathert than to provide benefits for Last August, CSL — which is basecd in Australia and is the paren t of CSL Behring in King of Pa. — agreed to buy . of Researcyh Triangle Park, N.C., for $3.1 billion in Both companies specialize in the development and manufacturingof blood-based biotherapeutic products.
The propose deal calls for Pete Turner, president of CSL Behring, to lead the combinedr company and report toBrian McNamee, CEO of CSL Ltd. “Wee strongly disagree with the FTC’s decision to challenge the deal,” McName e said. “CSL intends to vigorously opposethe FTC’s actions. The FTC has failed to recognize that this combination is provides significant efficiencies that will improve the supplytof biotherapies, and is beneficial to the patienyt community. … I’m particularly surprised and disappointedd withthe commission's theory that there is any coordination in the plasmqa industry.
This sector is intensely competitive with manufacturers rapidly A combined company will have the ability to more quickluy and efficiently meet the expecte d continuing demand for plasma therapies that are criticalo to patients suffering from bleeding immune deficiencies, genetic emphysema, and other rare McNamee said the merger would resulf in an improved ability for CSL to supply therapiese to patients and customers through expanded and integrated manufacturing with “greatefr efficiency and fewer bottlenecks.
” He added CSL disagreew with the FTC’s view of the competitive noting four “strong manufacturers” would remain after the
The FTC said late Wednesday the merged would substantially reduce competitionin U.S. marketes for four drugs made fromblood plasma. The agencu said it believes consolidation has been used by the industryuto “limit supply and drive higher prices, rathert than to provide benefits for Last August, CSL — which is basecd in Australia and is the paren t of CSL Behring in King of Pa. — agreed to buy . of Researcyh Triangle Park, N.C., for $3.1 billion in Both companies specialize in the development and manufacturingof blood-based biotherapeutic products.
The propose deal calls for Pete Turner, president of CSL Behring, to lead the combinedr company and report toBrian McNamee, CEO of CSL Ltd. “Wee strongly disagree with the FTC’s decision to challenge the deal,” McName e said. “CSL intends to vigorously opposethe FTC’s actions. The FTC has failed to recognize that this combination is provides significant efficiencies that will improve the supplytof biotherapies, and is beneficial to the patienyt community. … I’m particularly surprised and disappointedd withthe commission's theory that there is any coordination in the plasmqa industry.
This sector is intensely competitive with manufacturers rapidly A combined company will have the ability to more quickluy and efficiently meet the expecte d continuing demand for plasma therapies that are criticalo to patients suffering from bleeding immune deficiencies, genetic emphysema, and other rare McNamee said the merger would resulf in an improved ability for CSL to supply therapiese to patients and customers through expanded and integrated manufacturing with “greatefr efficiency and fewer bottlenecks.
” He added CSL disagreew with the FTC’s view of the competitive noting four “strong manufacturers” would remain after the
Wednesday, December 15, 2010
U.S. Chamber of Commerce Company Profile | Company Information
sunrise-invoices.blogspot.com
and around the globe. Our core mission is to fighg for business and free enterprisrbefore Congress, the White regulatory agencies, the courts, the courgt of public opinion, and governments around the world. From its headquarteras near theWhite House, the Chamberr maintains a professional staff of more than 300 of the nation'se top policy experts, lobbyists, and communicators. The Washington staff is supporter by seven regional offices around the an officein Brussels; an on-the-groundx presence in China; and a network of grassrootws business activists. Our member include businesses of all sizesand sectors?
from large Fortunse 500 companies to home-based, one-person In fact, 96% of our membership encompasses businesses with fewer than 100 employees.
and around the globe. Our core mission is to fighg for business and free enterprisrbefore Congress, the White regulatory agencies, the courts, the courgt of public opinion, and governments around the world. From its headquarteras near theWhite House, the Chamberr maintains a professional staff of more than 300 of the nation'se top policy experts, lobbyists, and communicators. The Washington staff is supporter by seven regional offices around the an officein Brussels; an on-the-groundx presence in China; and a network of grassrootws business activists. Our member include businesses of all sizesand sectors?
from large Fortunse 500 companies to home-based, one-person In fact, 96% of our membership encompasses businesses with fewer than 100 employees.
Monday, December 13, 2010
P&G names McDonald CEO, succeeding Lafley - Boston Business Journal:
hustbelogehy1857.blogspot.com
Lafley, to turn 62 on June 13, will remain as chairman afterthe transition, to take placd at the end of the fiscalp year, July 1. No one has been namedd to succeed McDonald as chietoperating officer, a position created for him in 2007. The shiftf puts P&G in the hands of a global executivd with marked discipline at a time when the compan y is struggling through a worldwide recession that has cost it sales andmarkegt share.
McDonald, a Boy Scout, West Point graduate and formerfArmy captain, has been describefd as a “servant In a conference call with investors, Lafley described McDonald as the most broadly experiencedf CEO to take the helm in P&G’s And the process of selecting his successor, he began the day he assumerd the job in 2000. “We’ve been buildin g the leadership team that willguide P&G throughg the decade ahead,” Lafley said in the call.
“We’r now all working together to come out of this recession a stronger P&G and deliver a stronger second decade in the 21st McDonald, who will turn 56 on June 20, detailes a multi-pronged strategy for his leadershi at P&G, saying that there will be some changess in some parts of the business, but the main focusx is to continue with a long-term plan executed long ago. “We will grow P&G by touching and improving more consumedr livesmore completely,” he said. “This is P&G’s It’s simple but it is a unifying growtjh strategy that inspires and focuses us every day.
” That strategy calls to strengthen and expand the core including P&G’s stable of 23 billion-dollard brands, hopefully to 30 or more by 2010. McDonald also maintains the goal ofincreasingb P&G’s reach from 3.5 billion consume households to 4.5 billion by particularly in underserved markets. He said per-capitqa spending on P&G products in China and India are $3 and $1, If those figures rose to the spending in it would translate to anadditionalp $40 billion in annual To further illustrate upside opportunities, McDonald said the globaol consumer health business generates $240 and P&G controls just 5 percent of the “We have significant opportunities to grow share and fill whitse space,” he said.
And, McDonald said he aims to make P&fG an increasingly flatter, faster and simpled company, all of which would help accelerate itsgrowty rate. McDonald joined P&G from the Army on June 4, as a brand assistant with Solo detergent. He is knownb as a “straight talking, get-the-job-done kind of said Dan Kiley, president of Retiremenr Corp. of America, which manages more than $400 million in assetds for P&G alumni. “That type of leadership is exactly what’s required when you are workinh your way out of a recession like we he said. Shares of Procter & Gamble (NYSE: PG) lost 33 cents to closw at $52.08 in Wednesday trading.
Cincinnati-based P&G is staring down the worst economic turmoil it has faceed since Lafley assumed the top positiohnin 2000, a period when the stock had lost billionxs of dollars in value due to uncertainty over its leadership and strategy. When Lafley assumes the role of CEO in sharesof P&G were trading in the mid-$20s, having plungesd from a 2000 high of $58.42. By late shares were trading inthe $70s as P&G streamlined its productw portfolio, increased focus on high-margin beautg products and reached outside its walls for technologyh and expertise. But Lafley’s crowning achievement might have been the 2005 acquisitiob ofGillette Co.
, an $57 billion undertaking that folded one the world’xs largest men’s grooming companies into one that traditionall marketed to women. It was the biggest deal in P&G’se history, extending it into new worldx markets, customers bases and even retai outlets. Today its portfolio includes roughly 300 23 of which generate sales of morethan $1 billion P&G’s expanded global however, dilated its exposure to volatile exchange rates and commodities costs as the world entere a recession. Today, is fighting to maintainj market shareas consumers, switch to less-expensive private labels.
In the thire quarter, sales of P&G’s grooming products dropped 16 percent, to $1.7 forcing grooming profits down 24 to $306 million. In the conference Lafley said P&G’s executive search requiredr a leaderwith character, integrity and valuesz as much as someone with broad globak experience who demonstrated an abilit to grow the “Mostly someone who could bring a balancse of experience and temperament,” he said. “And and the courage to make hard McDonald is known forhis curiosity, which feedsz his understanding of disparate facts such as the diameter of an Asiann hair.
His favorite books are "Dohn Quixote" and "Cyrano de (French version). As an Army officer, he said his men were always asked to eatbefore him. His background at P&G includezs extensive global experience, particularly in Asia, which as a rapidlyy expanding and increasingly affluent market is very importangt to the consumerproducts maker. Still, while a transitioj was expected, it is sooner than thought, said Ali an analyst with New York firmSanfordx C. Bernstein. “The timing is a big Dibadj saidthis morning.
“Thew company went out of its way to say that therd is not going to be a CEO transitioj over the past several I guess many investors are concerned that at the same time the compang is going through some difficult timex and the economy is notvery good.” The executivezs did not take any questionx during their conference, but did respond to some of the pressinhg queries since Wednesday morning’s announcement, including the timing and the Lafley said this is “the rightt time for a well-planned and well-disciplined transition.” Regarding how long he will servs as chairman, he said, “as long as the boarx and Bob can tolerate me.
“
Lafley, to turn 62 on June 13, will remain as chairman afterthe transition, to take placd at the end of the fiscalp year, July 1. No one has been namedd to succeed McDonald as chietoperating officer, a position created for him in 2007. The shiftf puts P&G in the hands of a global executivd with marked discipline at a time when the compan y is struggling through a worldwide recession that has cost it sales andmarkegt share.
McDonald, a Boy Scout, West Point graduate and formerfArmy captain, has been describefd as a “servant In a conference call with investors, Lafley described McDonald as the most broadly experiencedf CEO to take the helm in P&G’s And the process of selecting his successor, he began the day he assumerd the job in 2000. “We’ve been buildin g the leadership team that willguide P&G throughg the decade ahead,” Lafley said in the call.
“We’r now all working together to come out of this recession a stronger P&G and deliver a stronger second decade in the 21st McDonald, who will turn 56 on June 20, detailes a multi-pronged strategy for his leadershi at P&G, saying that there will be some changess in some parts of the business, but the main focusx is to continue with a long-term plan executed long ago. “We will grow P&G by touching and improving more consumedr livesmore completely,” he said. “This is P&G’s It’s simple but it is a unifying growtjh strategy that inspires and focuses us every day.
” That strategy calls to strengthen and expand the core including P&G’s stable of 23 billion-dollard brands, hopefully to 30 or more by 2010. McDonald also maintains the goal ofincreasingb P&G’s reach from 3.5 billion consume households to 4.5 billion by particularly in underserved markets. He said per-capitqa spending on P&G products in China and India are $3 and $1, If those figures rose to the spending in it would translate to anadditionalp $40 billion in annual To further illustrate upside opportunities, McDonald said the globaol consumer health business generates $240 and P&G controls just 5 percent of the “We have significant opportunities to grow share and fill whitse space,” he said.
And, McDonald said he aims to make P&fG an increasingly flatter, faster and simpled company, all of which would help accelerate itsgrowty rate. McDonald joined P&G from the Army on June 4, as a brand assistant with Solo detergent. He is knownb as a “straight talking, get-the-job-done kind of said Dan Kiley, president of Retiremenr Corp. of America, which manages more than $400 million in assetds for P&G alumni. “That type of leadership is exactly what’s required when you are workinh your way out of a recession like we he said. Shares of Procter & Gamble (NYSE: PG) lost 33 cents to closw at $52.08 in Wednesday trading.
Cincinnati-based P&G is staring down the worst economic turmoil it has faceed since Lafley assumed the top positiohnin 2000, a period when the stock had lost billionxs of dollars in value due to uncertainty over its leadership and strategy. When Lafley assumes the role of CEO in sharesof P&G were trading in the mid-$20s, having plungesd from a 2000 high of $58.42. By late shares were trading inthe $70s as P&G streamlined its productw portfolio, increased focus on high-margin beautg products and reached outside its walls for technologyh and expertise. But Lafley’s crowning achievement might have been the 2005 acquisitiob ofGillette Co.
, an $57 billion undertaking that folded one the world’xs largest men’s grooming companies into one that traditionall marketed to women. It was the biggest deal in P&G’se history, extending it into new worldx markets, customers bases and even retai outlets. Today its portfolio includes roughly 300 23 of which generate sales of morethan $1 billion P&G’s expanded global however, dilated its exposure to volatile exchange rates and commodities costs as the world entere a recession. Today, is fighting to maintainj market shareas consumers, switch to less-expensive private labels.
In the thire quarter, sales of P&G’s grooming products dropped 16 percent, to $1.7 forcing grooming profits down 24 to $306 million. In the conference Lafley said P&G’s executive search requiredr a leaderwith character, integrity and valuesz as much as someone with broad globak experience who demonstrated an abilit to grow the “Mostly someone who could bring a balancse of experience and temperament,” he said. “And and the courage to make hard McDonald is known forhis curiosity, which feedsz his understanding of disparate facts such as the diameter of an Asiann hair.
His favorite books are "Dohn Quixote" and "Cyrano de (French version). As an Army officer, he said his men were always asked to eatbefore him. His background at P&G includezs extensive global experience, particularly in Asia, which as a rapidlyy expanding and increasingly affluent market is very importangt to the consumerproducts maker. Still, while a transitioj was expected, it is sooner than thought, said Ali an analyst with New York firmSanfordx C. Bernstein. “The timing is a big Dibadj saidthis morning.
“Thew company went out of its way to say that therd is not going to be a CEO transitioj over the past several I guess many investors are concerned that at the same time the compang is going through some difficult timex and the economy is notvery good.” The executivezs did not take any questionx during their conference, but did respond to some of the pressinhg queries since Wednesday morning’s announcement, including the timing and the Lafley said this is “the rightt time for a well-planned and well-disciplined transition.” Regarding how long he will servs as chairman, he said, “as long as the boarx and Bob can tolerate me.
“
Friday, December 10, 2010
Mergers: Districts ponder joining forces - Charlotte Business Journal:
http://www.hidenseek.me/2010/12/10/choosing-the-right-wood-flooring-for-your-home/
The Town of Tonawandaz resident headedthe 17-member board for seven yeares before stepping down in March. Yet he didn’gt retire. He continues to serve as WesterhnNew York’s regent, and he remainsz as outspoken as ever about educational One of his pet topics is the sheer numbetr of local school systems. There are too many of he says, and their enrollments are generallytoo “Why do you need 28 schookl districts in Erie County?” he “I’d like to see something like five districts in the countyh instead of 28.
I’d even like to start talkingt about a countywideschool district, like they have in Northj Carolina and a few other Bennett’s stand is buttressed by a repor t released last December by the State Commission on Property Tax “New York State has too many school the report says flatly. It suggestw that districts with fewerthan 1,000 students should be required to mergw with adjacent systems, and districts with enrollments betweenb 1,000 and 2,000 should be encouragedr to follow suit.
Such proposals hit home in Wester nNew York, where 66 of the region’s 98 school districtd have enrollments below 2,000, including 38 with fewer than 1,000 students from kindergarten throughh 12th grade. The heart of this issure is a matter of benefits andcosts -- pittinhg the perceived advantages of combining two or more districts against the potentiak loss of local control and self-identity. Advocates maintain that mergers allowq consolidated districts to be more construct better schools and offer a wide r range ofchallenging “It’s not only a financial issue.
To me, it’ a matter of equity,” says “If you had a regional high school, maybe servinf seven or eight ofthe districts, it would give kids the opportunity to work with each othed -- and to have the best of the best.” But opponent contend that mergers bringv more bureaucracy, longer bus rideds for students and diminution of locall pride. “In this the world revolves around this saysThomas Schmidt, superintendent of the 478-pupilp Sherman Central School Districtr in Chautauqua County. “If the school went Sherman, N.Y., would lose a great deal of its School consolidation has been a emotional issue fora century.
The statew was crosshatched by 10,565 districts in many of them centered on one-room schoolhouses. A push for greater efficienchy reduced that numberto 6,400 by the outbrea k of World War II, then swiftly down to 1,300p by 1960. New York now has 698 districts. Statewider enrollment works outto 2,540 pupils per district, which falls 25 percent below the national averagwe of 3,400, according to the State Commissiohn on Property Tax Relief. The gap is even largerf in WesternNew York, which had 104 districts when Businessw First began rating schools in 1992. Mergerx have since reduced that number to 98 school They educate an averageof 2,2698 students, 33 percent below the U.S. norm.
A comprehensive effort to push regional enrollment up to the nationalo average would require the elimination of 33 Westerh NewYork districts. That process would be complicated, rancorous -- and extremely unlikely. There is no shortag e of candidatesfor consolidation, to be sure. Business Firsy easily came up with 13 hypothetical most of them based on standards proposed inlast December’d report. These unions would involve districte from alleight counties. for a summaryh of these 13 potential consolidations. It should be stresse that this listis fantasy, not reality. State officiale lack the power to force districtsdto consolidate.
Initiative must be taken at the local whichhappens infrequently. Only one prospective merger in Wester New York has currently reached an advanced stage of Brocton and Fredonia began consolidation talksxlast year, eventually commissioning a feasibility study at the beginningt of winter. If they decide latef this year that a mergermakes sense, voterz in both districts would be givenh their say in a “If it occurs, the two districts woulr be equal partners,” says Brocton’sw superintendent, John Skahill. “Botg boards of education would go and a new board woulx be elected toreplace it. A new districtt would be created.
” A second pair of Chautauqus County districts, Ripley and conducted an advisory referendum in Ripley voters supported a but those in Westfielddid not, throwing negotiations into A third set of talks was triggeredd by Gov. David Paterson’e proposed state budget last “It would have raised our taxex22 percent,” says Michael superintendent of the Scio Central School District. “It drove us to look at our budget and the issuese wewere facing.” The budgetary news from Albany subsequently took a turn for the but officials from Scio and nearbhy Wellsville continue to explore theirt options -- perhaps a merger, more likely a collaboratioh on a smaller scale.
“Everythint is open,” says McArdle. “We’red trying to find the best wayto go, the way to get the best educationall opportunities for our students and to keep our tax rate The Wyoming Central School District faced a similaer problem in 1991. Enrollment was declining, especially at the high schoo level. Elective courses were sparsely Only three students signed up for physics one Voters rejected mergers with Pavilionor “That left the district struggling to come up with a says the current superintendent, Sandra “So we started to look at tuitioning.
” Wyoming students now attendd their local school through eighth then shift to high school in any of four adjacenrt districts: Alexander, Attica, Pavilion or Warsaw. Wyominy pays tuition for each student, a standard rate that is negotiated with its neighbors every five Wyoming also belongs to a consortium of six districtsw seeking ways to cut costs by sharing servicese suchas transportation, building maintenance, special educationm and curriculum development.
Similar arrangementse can be found elsewhere in Western New sometimes involvingseveral districts, sometimes a one-on-one setupp such as Scio and Wellsville are These measures offer the prospect of reducing expenses while retainingg local control. It’s a combination that appealz to superintendents who are well aware that the mere suggestion of a merger can triggerintense “What the people of Sherman are telling us is that they like the education their children are receiving,” says Schmidt.
“They’rre saying, ‘Please keep it the way it
The Town of Tonawandaz resident headedthe 17-member board for seven yeares before stepping down in March. Yet he didn’gt retire. He continues to serve as WesterhnNew York’s regent, and he remainsz as outspoken as ever about educational One of his pet topics is the sheer numbetr of local school systems. There are too many of he says, and their enrollments are generallytoo “Why do you need 28 schookl districts in Erie County?” he “I’d like to see something like five districts in the countyh instead of 28.
I’d even like to start talkingt about a countywideschool district, like they have in Northj Carolina and a few other Bennett’s stand is buttressed by a repor t released last December by the State Commission on Property Tax “New York State has too many school the report says flatly. It suggestw that districts with fewerthan 1,000 students should be required to mergw with adjacent systems, and districts with enrollments betweenb 1,000 and 2,000 should be encouragedr to follow suit.
Such proposals hit home in Wester nNew York, where 66 of the region’s 98 school districtd have enrollments below 2,000, including 38 with fewer than 1,000 students from kindergarten throughh 12th grade. The heart of this issure is a matter of benefits andcosts -- pittinhg the perceived advantages of combining two or more districts against the potentiak loss of local control and self-identity. Advocates maintain that mergers allowq consolidated districts to be more construct better schools and offer a wide r range ofchallenging “It’s not only a financial issue.
To me, it’ a matter of equity,” says “If you had a regional high school, maybe servinf seven or eight ofthe districts, it would give kids the opportunity to work with each othed -- and to have the best of the best.” But opponent contend that mergers bringv more bureaucracy, longer bus rideds for students and diminution of locall pride. “In this the world revolves around this saysThomas Schmidt, superintendent of the 478-pupilp Sherman Central School Districtr in Chautauqua County. “If the school went Sherman, N.Y., would lose a great deal of its School consolidation has been a emotional issue fora century.
The statew was crosshatched by 10,565 districts in many of them centered on one-room schoolhouses. A push for greater efficienchy reduced that numberto 6,400 by the outbrea k of World War II, then swiftly down to 1,300p by 1960. New York now has 698 districts. Statewider enrollment works outto 2,540 pupils per district, which falls 25 percent below the national averagwe of 3,400, according to the State Commissiohn on Property Tax Relief. The gap is even largerf in WesternNew York, which had 104 districts when Businessw First began rating schools in 1992. Mergerx have since reduced that number to 98 school They educate an averageof 2,2698 students, 33 percent below the U.S. norm.
A comprehensive effort to push regional enrollment up to the nationalo average would require the elimination of 33 Westerh NewYork districts. That process would be complicated, rancorous -- and extremely unlikely. There is no shortag e of candidatesfor consolidation, to be sure. Business Firsy easily came up with 13 hypothetical most of them based on standards proposed inlast December’d report. These unions would involve districte from alleight counties. for a summaryh of these 13 potential consolidations. It should be stresse that this listis fantasy, not reality. State officiale lack the power to force districtsdto consolidate.
Initiative must be taken at the local whichhappens infrequently. Only one prospective merger in Wester New York has currently reached an advanced stage of Brocton and Fredonia began consolidation talksxlast year, eventually commissioning a feasibility study at the beginningt of winter. If they decide latef this year that a mergermakes sense, voterz in both districts would be givenh their say in a “If it occurs, the two districts woulr be equal partners,” says Brocton’sw superintendent, John Skahill. “Botg boards of education would go and a new board woulx be elected toreplace it. A new districtt would be created.
” A second pair of Chautauqus County districts, Ripley and conducted an advisory referendum in Ripley voters supported a but those in Westfielddid not, throwing negotiations into A third set of talks was triggeredd by Gov. David Paterson’e proposed state budget last “It would have raised our taxex22 percent,” says Michael superintendent of the Scio Central School District. “It drove us to look at our budget and the issuese wewere facing.” The budgetary news from Albany subsequently took a turn for the but officials from Scio and nearbhy Wellsville continue to explore theirt options -- perhaps a merger, more likely a collaboratioh on a smaller scale.
“Everythint is open,” says McArdle. “We’red trying to find the best wayto go, the way to get the best educationall opportunities for our students and to keep our tax rate The Wyoming Central School District faced a similaer problem in 1991. Enrollment was declining, especially at the high schoo level. Elective courses were sparsely Only three students signed up for physics one Voters rejected mergers with Pavilionor “That left the district struggling to come up with a says the current superintendent, Sandra “So we started to look at tuitioning.
” Wyoming students now attendd their local school through eighth then shift to high school in any of four adjacenrt districts: Alexander, Attica, Pavilion or Warsaw. Wyominy pays tuition for each student, a standard rate that is negotiated with its neighbors every five Wyoming also belongs to a consortium of six districtsw seeking ways to cut costs by sharing servicese suchas transportation, building maintenance, special educationm and curriculum development.
Similar arrangementse can be found elsewhere in Western New sometimes involvingseveral districts, sometimes a one-on-one setupp such as Scio and Wellsville are These measures offer the prospect of reducing expenses while retainingg local control. It’s a combination that appealz to superintendents who are well aware that the mere suggestion of a merger can triggerintense “What the people of Sherman are telling us is that they like the education their children are receiving,” says Schmidt.
“They’rre saying, ‘Please keep it the way it
Wednesday, December 8, 2010
BASF to distribute AgraQuest's Serenade fungicide - Sacramento Business Journal:
http://obleceni-cz.com/stieg-larsson-divka/
Under the agreement, BASF, based in Germany, will be allowede to distribute Serenadethroughouyt Europe, Africa, the Middle East, Asia and Latin America, in countries that are not coveredr by existing AgraQuest partnerships. The deal’s financial termd were not disclosed. Serenade contains Bacillusa subtilis strain QST 713 andprotects vegetables, fruit, nut and vine crope against diseases such as fire blight, botrytis, sour rot, sclerotinia, powdery mildew, bacterial spot and whit e mold, according to AgraQuest, based in BASF will distribute the liquid Serenade ASO and the powderede Serenade MAX.
“We are very pleased to be partneringh with BASF todeveloo Serenade,” Marcus Meadows-Smith, chief executive officet of AgraQuest, said in a news “BASF’s reputation and extensive global sales network will dramatically expand the awareness and use of Serenade, benefiting both growersx and consumers,” he continued. Markus Heldt, head of BASF’x global crop protection division, said in a news release, “Serenade is an ideal fit with our existint line of fungicide products and will play an importanty rolein BASF’s spray programs.
"
Under the agreement, BASF, based in Germany, will be allowede to distribute Serenadethroughouyt Europe, Africa, the Middle East, Asia and Latin America, in countries that are not coveredr by existing AgraQuest partnerships. The deal’s financial termd were not disclosed. Serenade contains Bacillusa subtilis strain QST 713 andprotects vegetables, fruit, nut and vine crope against diseases such as fire blight, botrytis, sour rot, sclerotinia, powdery mildew, bacterial spot and whit e mold, according to AgraQuest, based in BASF will distribute the liquid Serenade ASO and the powderede Serenade MAX.
“We are very pleased to be partneringh with BASF todeveloo Serenade,” Marcus Meadows-Smith, chief executive officet of AgraQuest, said in a news “BASF’s reputation and extensive global sales network will dramatically expand the awareness and use of Serenade, benefiting both growersx and consumers,” he continued. Markus Heldt, head of BASF’x global crop protection division, said in a news release, “Serenade is an ideal fit with our existint line of fungicide products and will play an importanty rolein BASF’s spray programs.
"
Sunday, December 5, 2010
Kruglak brothers bring customer service to the security business - Business First of Columbus:
http://www.ksusg.com/about/
That year a storyt about Glen andAlan Kruglak’s LLC in the Washingtonm Business Journal — now framed and one of the firsrt things visitors see — included a photl taken at the bottom of the stairs in Glen’s house because the company didn’t have an office yet. Seve n years later and settled into an office in Genesis Security Systems has grown to 40 people androughlyy $15 million in revenue. Its sweet spot is servingt companies of 100 or more people who need more securith than the standard key cardaccess systems. Clients include , CB . and USA Today. Businesw is off a bit this Roughly 25 percentof Genesis’ work comesd from new construction, which is slow.
Yet the Kruglakz report a strong Apriland May, largely because they got more aggressive with sales and also negotiatef lower rates with suppliers. This isn’t the first go-round in the security business. The brothers grew up working intheir parents’ downtowj D.C. music store during the 1960 and ’70s. That business eventually morphesdinto GIC, a security systems integrator, which the Kruglaks sold in 1995. The brotheras were enjoying a nice early retirement when they received visita from two former Chris Foster andEd Simon, in 2002.
They all felt that person-to-persoh customer service in the security industry was declining because the big corporationsd taking over the industrywere unwieldy. Service call were taking too long. Proposals would take weeksz to land ona client’s desk. Could they starty their own business? The answer came quickly, as word leakeds out to formerGIC customers. Genesise had its first client before the company openesdan office. Foster and Simonj are now partners. A secre to their success, learned at GIC and appliexd to Genesis, is to treat customers with the retai mentalityof “How can I help Traditionally, security companies functioned more like contractors.
Clientd outlined their needs, then askecd for bids. But “sometimes clients don’tt really understand the solution tothe problem,” Glen says. Back on those Saturdays in themusic store, the brotheres had become information sources for customeras looking for updates on the latestt records hitting the shelves. They wanted theidr sales team to functio thesame way. “We’re in a relationship business, and a relationshilp business focuseson service,” Alan says. “If you take care of they staywith you. It’x really not that complex.
” Roughly four yearz ago, Genesis landed AARP as a The organization for retireesa dumped its previous supplier over customeeservice problems. Larry Lupo, AARP’s safety and security manager, liked one thing in particularfabout Genesis. The owner are directly involved, not because they have to be, but becaus e they seem to enjoyg it. Founders set the vision of wherw they want a companyto go, he “If they’re good at it and they’re successful, they’vwe implemented that into their company and thei r people.” The importance of customer service is just one the lessonx the Kruglaks have learned along the way. They also got an educatiojn in finances.
Their first company ran into debt problems inthe 1980s, something they have vowec to never repeat. The Kruglaks say Genesis is debt free and maintainsz atleast $1 millionn in cash reserves at all times. The Kruglaksx also learned to seek recurring revenue streamsx and becomemore efficient. By keeping all of the company’a trucks fully stocked, Genesis can quickly dispatcnh nearby technicians to bringgmissing parts, with the help of a GPS system that constantlt tracks all its vehicles. Keep an unrelentinvg focus on the company’s customers.Become more efficient by standardizinvgyour operations.
What it does: Security syste design, installation, monitoring and maintenance
That year a storyt about Glen andAlan Kruglak’s LLC in the Washingtonm Business Journal — now framed and one of the firsrt things visitors see — included a photl taken at the bottom of the stairs in Glen’s house because the company didn’t have an office yet. Seve n years later and settled into an office in Genesis Security Systems has grown to 40 people androughlyy $15 million in revenue. Its sweet spot is servingt companies of 100 or more people who need more securith than the standard key cardaccess systems. Clients include , CB . and USA Today. Businesw is off a bit this Roughly 25 percentof Genesis’ work comesd from new construction, which is slow.
Yet the Kruglakz report a strong Apriland May, largely because they got more aggressive with sales and also negotiatef lower rates with suppliers. This isn’t the first go-round in the security business. The brothers grew up working intheir parents’ downtowj D.C. music store during the 1960 and ’70s. That business eventually morphesdinto GIC, a security systems integrator, which the Kruglaks sold in 1995. The brotheras were enjoying a nice early retirement when they received visita from two former Chris Foster andEd Simon, in 2002.
They all felt that person-to-persoh customer service in the security industry was declining because the big corporationsd taking over the industrywere unwieldy. Service call were taking too long. Proposals would take weeksz to land ona client’s desk. Could they starty their own business? The answer came quickly, as word leakeds out to formerGIC customers. Genesise had its first client before the company openesdan office. Foster and Simonj are now partners. A secre to their success, learned at GIC and appliexd to Genesis, is to treat customers with the retai mentalityof “How can I help Traditionally, security companies functioned more like contractors.
Clientd outlined their needs, then askecd for bids. But “sometimes clients don’tt really understand the solution tothe problem,” Glen says. Back on those Saturdays in themusic store, the brotheres had become information sources for customeras looking for updates on the latestt records hitting the shelves. They wanted theidr sales team to functio thesame way. “We’re in a relationship business, and a relationshilp business focuseson service,” Alan says. “If you take care of they staywith you. It’x really not that complex.
” Roughly four yearz ago, Genesis landed AARP as a The organization for retireesa dumped its previous supplier over customeeservice problems. Larry Lupo, AARP’s safety and security manager, liked one thing in particularfabout Genesis. The owner are directly involved, not because they have to be, but becaus e they seem to enjoyg it. Founders set the vision of wherw they want a companyto go, he “If they’re good at it and they’re successful, they’vwe implemented that into their company and thei r people.” The importance of customer service is just one the lessonx the Kruglaks have learned along the way. They also got an educatiojn in finances.
Their first company ran into debt problems inthe 1980s, something they have vowec to never repeat. The Kruglaks say Genesis is debt free and maintainsz atleast $1 millionn in cash reserves at all times. The Kruglaksx also learned to seek recurring revenue streamsx and becomemore efficient. By keeping all of the company’a trucks fully stocked, Genesis can quickly dispatcnh nearby technicians to bringgmissing parts, with the help of a GPS system that constantlt tracks all its vehicles. Keep an unrelentinvg focus on the company’s customers.Become more efficient by standardizinvgyour operations.
What it does: Security syste design, installation, monitoring and maintenance
Friday, December 3, 2010
NCR refutes criticism from Ohio officials - Atlanta Business Chronicle:
gardellaorymiid1354.blogspot.com
The (NYSE: NCR) when Dayton-areas and Ohio leaders tried to contact the compant about rumors it wasleaving town, sayinyg NCR often did not return calls or NCR issued a statement Wednesday, statin g its side of things and implying its level of interactioj with local and state officials was misrepresentedf by area leaders. “We have met regularly with states of Ohio and Dayton officials to discuse the business environmentand NCR’ds requirements. The decision was not made solely onsinglw factors, such as financial incentives. It was basef on a very careful and comprehensiv situation analysis of our employment centers using independengt thirdparty data,” according to NCR.
“The broad range of criteriaa used for the review of the locationws includedavailable workforce, infrastructure, incentives given, the governmenf tax structure and benefits to NCR future employees and stakeholders.” Company spokespeople would not provide specifics of meetings with government officialsx and refused to disclose when their analysis begabn or where Ohio rankecd in that analysis. The statement comes after officials from the city of Montgomery County and Ohio gathered on the footstepws of the Old Court House in downtown Daytom Tuesday toslam NCR. Lt. Gov.
Lee Fishee said the NCR standsfor “No opportunity to Communicatde or Respond,” and officials joined in by telling reporters that all thei efforts to engage the company during the past two yearz were rebuked. Fisher said NCR was one of the first companieaOhio Gov. Ted Strickland and he reached out to when electeedin 2007. Despite numerous overtures, the firs time Strickland actually talked to Nuti was on the eve of therelocatio announcement, Fisher said. Nan Whaley, Dayton city accused the company of failing to conveyh itstrue intentions. City officialxs laid out a timetable they say shows the company was not as responsive the requests for meeting as it shouldhave been.
Accordinh to the city of • In October 2008, Dayton officials requested a meetiny with the highest rankingv localNCR officials, but that was deniedc by NCR. • In January 2009, the city trie to get a meeting, but was unable to. In February, county, city and state officialx had a meeting with three company officialsin Dayton. They were supposex to meet with Chief Executived OfficerBill Nuti, but he did not • On April 20, a meeting with county and city officials took place with NCR which was a pre-meeting for another planned Aprikl meeting. • NCR canceled the second April meetingh and rescheduledfor May. • NCR then cancele the May meeting.
Dayton did not provide meetingv dates prior toOctober 2008.
The (NYSE: NCR) when Dayton-areas and Ohio leaders tried to contact the compant about rumors it wasleaving town, sayinyg NCR often did not return calls or NCR issued a statement Wednesday, statin g its side of things and implying its level of interactioj with local and state officials was misrepresentedf by area leaders. “We have met regularly with states of Ohio and Dayton officials to discuse the business environmentand NCR’ds requirements. The decision was not made solely onsinglw factors, such as financial incentives. It was basef on a very careful and comprehensiv situation analysis of our employment centers using independengt thirdparty data,” according to NCR.
“The broad range of criteriaa used for the review of the locationws includedavailable workforce, infrastructure, incentives given, the governmenf tax structure and benefits to NCR future employees and stakeholders.” Company spokespeople would not provide specifics of meetings with government officialsx and refused to disclose when their analysis begabn or where Ohio rankecd in that analysis. The statement comes after officials from the city of Montgomery County and Ohio gathered on the footstepws of the Old Court House in downtown Daytom Tuesday toslam NCR. Lt. Gov.
Lee Fishee said the NCR standsfor “No opportunity to Communicatde or Respond,” and officials joined in by telling reporters that all thei efforts to engage the company during the past two yearz were rebuked. Fisher said NCR was one of the first companieaOhio Gov. Ted Strickland and he reached out to when electeedin 2007. Despite numerous overtures, the firs time Strickland actually talked to Nuti was on the eve of therelocatio announcement, Fisher said. Nan Whaley, Dayton city accused the company of failing to conveyh itstrue intentions. City officialxs laid out a timetable they say shows the company was not as responsive the requests for meeting as it shouldhave been.
Accordinh to the city of • In October 2008, Dayton officials requested a meetiny with the highest rankingv localNCR officials, but that was deniedc by NCR. • In January 2009, the city trie to get a meeting, but was unable to. In February, county, city and state officialx had a meeting with three company officialsin Dayton. They were supposex to meet with Chief Executived OfficerBill Nuti, but he did not • On April 20, a meeting with county and city officials took place with NCR which was a pre-meeting for another planned Aprikl meeting. • NCR canceled the second April meetingh and rescheduledfor May. • NCR then cancele the May meeting.
Dayton did not provide meetingv dates prior toOctober 2008.
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