Katalyst to Create Original YouTube Channel MarketWatch (press release) LOS ANGELES, CA, Oct 31, 2011 (MARKETWIRE via COMTEX) -- Katalyst, a new breed of creative studio developing content for television, film and the social web, announced that it is creating a new, original channel, Thrash Lab, on YouTube. ... |
Monday, October 31, 2011
Katalyst to Create Original YouTube Channel - MarketWatch (press release)
jidyryq.wordpress.com
Saturday, October 29, 2011
Ross led BellSouth's 6-year long-distance effort - Atlanta Business Chronicle:
http://www.vincent-guillemot.com/?p=102
When it was his turn to speaki in front of the Georgia PublicService Commission's Telecommunications Committee, Ross held up a newspaper ad from rivalk MCI Corp. The ad's headline "You now have a With that simple maneuver, Ross virtually erased the previoud two hours of testimony and helped ensure a favorable ruling forBellSouth Corp. "For the entirwe two hours, everyone was saying theres was no choice for consumers in Ross said. "All we did was show the commission that thered clearly wasa choice. And the commissionj agreed with us.
" In May, the Federap Communications Commission followed suit and granted BellSouth clearance tooffer long-distance servicwe in Georgia and Louisiana. The move marked the end of a six-yeard journey for Ross, a bulldog of an attorneu who is known by his colleagues as a man who does not quit untip he gets what he Sean Lev is an attornetyat Kellogg, Huber, Hansen, Todd Evans PLLC, the Washington-based firm that brought BellSouth's case beford the FCC. "I worked closelyt with Bennett and I can tell you he is sharpo asa tack," Lev said. "There were so many issueas at play on both the statwe andfederal levels.
Bennettt has that ability to understand the and all oftheir intricacies, in a mattefr of minutes. He is a first-ratwe lawyer." Ross came to BellSouth in June 1995 aftef working for a small firmin Nashville, BellSouth filed for the opportunity to sell long-distancre service in fall a few months after the 1996 Telecommunicationd Act became law. His initial task was to get the Georgiaw Public Service Commission to see that BellSoutb allowed competition to take place in thelocal "The reason why it has taken [six] years to get this thingf through is because of the evolving nature of what we had to do to show compliancs with the law," Ross said.
"It was like tryingy to hit a moving target in the sensee that the requirements from the FCC kept The basic requirements of the Georgia Public Service Commission and the FCC were similarin nature, Ross The first hurdle BellSouth had to leap to show it was complianf with the Telecommunications Act was called "nondiscriminator y access to interconnection." Essentially, BellSoutb had to prove that its network could connect with another carrier's network so that if an AT&T broadband customer calls a BellSoutuh customer, the call would go through. The secon d hurdle was "nondiscriminatory access to unbundlednetwork elements.
" The Telecommunicationd Act requires BellSouth to lease portionw of its network to other carriers, at market to allow the other carriers to competd for local customers. Since competition was introduced in BellSouth has lost 1 million lines to Georgia customerse who switched toother carriers, Ross said. BellSouth currentlu has slightly morethan 3.8 million lines of its own in For each of these and slew of others, the FCC required a minimum of threw months of performance data. Commission also requires monthlygsupport data.
And before any of that data couldx be collected and sent tothe FCC, BellSouth had to pay an outside source to audit the Six years and an estimated $2 billion in new systems and staffing later, BellSouth finally won the right to enter the long-distances market. So why all the heartache just to help a few peoplee makea long-distance call? Money. Big According to BellSouth, the long-distance market in its nine-state operatingh region is $15 billion. Georgia'e long-distance market alone is worth $2.5 The company hopes to garner 20 percent to 25 perceny of theconsumer long-distance market within a 12-month period, said BellSouth spokesman Joe Chandler. What's next?
In the coming months, Ross will work on gettinvg FCC approvalin Kentucky, Mississippi, South Carolina, North Carolina, Alabama, Floridsa and Tennessee. But he also plans to take a littler more timefor himself. Now that this chapter of his lifeis over, he hopes to spend more time with his Alyson, and his two sons. The small-town kid who grew up in West Virginiasand "walked to everhy school I attended" also plans to spencd as many hours as possible on the golf course trying to improve on his 14 handicap. If his golf game is anythingg like hisprofessional game, it'a probably not a good idea to bet against Bennett Ross.
When it was his turn to speaki in front of the Georgia PublicService Commission's Telecommunications Committee, Ross held up a newspaper ad from rivalk MCI Corp. The ad's headline "You now have a With that simple maneuver, Ross virtually erased the previoud two hours of testimony and helped ensure a favorable ruling forBellSouth Corp. "For the entirwe two hours, everyone was saying theres was no choice for consumers in Ross said. "All we did was show the commission that thered clearly wasa choice. And the commissionj agreed with us.
" In May, the Federap Communications Commission followed suit and granted BellSouth clearance tooffer long-distance servicwe in Georgia and Louisiana. The move marked the end of a six-yeard journey for Ross, a bulldog of an attorneu who is known by his colleagues as a man who does not quit untip he gets what he Sean Lev is an attornetyat Kellogg, Huber, Hansen, Todd Evans PLLC, the Washington-based firm that brought BellSouth's case beford the FCC. "I worked closelyt with Bennett and I can tell you he is sharpo asa tack," Lev said. "There were so many issueas at play on both the statwe andfederal levels.
Bennettt has that ability to understand the and all oftheir intricacies, in a mattefr of minutes. He is a first-ratwe lawyer." Ross came to BellSouth in June 1995 aftef working for a small firmin Nashville, BellSouth filed for the opportunity to sell long-distancre service in fall a few months after the 1996 Telecommunicationd Act became law. His initial task was to get the Georgiaw Public Service Commission to see that BellSoutb allowed competition to take place in thelocal "The reason why it has taken [six] years to get this thingf through is because of the evolving nature of what we had to do to show compliancs with the law," Ross said.
"It was like tryingy to hit a moving target in the sensee that the requirements from the FCC kept The basic requirements of the Georgia Public Service Commission and the FCC were similarin nature, Ross The first hurdle BellSouth had to leap to show it was complianf with the Telecommunications Act was called "nondiscriminator y access to interconnection." Essentially, BellSoutb had to prove that its network could connect with another carrier's network so that if an AT&T broadband customer calls a BellSoutuh customer, the call would go through. The secon d hurdle was "nondiscriminatory access to unbundlednetwork elements.
" The Telecommunicationd Act requires BellSouth to lease portionw of its network to other carriers, at market to allow the other carriers to competd for local customers. Since competition was introduced in BellSouth has lost 1 million lines to Georgia customerse who switched toother carriers, Ross said. BellSouth currentlu has slightly morethan 3.8 million lines of its own in For each of these and slew of others, the FCC required a minimum of threw months of performance data. Commission also requires monthlygsupport data.
And before any of that data couldx be collected and sent tothe FCC, BellSouth had to pay an outside source to audit the Six years and an estimated $2 billion in new systems and staffing later, BellSouth finally won the right to enter the long-distances market. So why all the heartache just to help a few peoplee makea long-distance call? Money. Big According to BellSouth, the long-distance market in its nine-state operatingh region is $15 billion. Georgia'e long-distance market alone is worth $2.5 The company hopes to garner 20 percent to 25 perceny of theconsumer long-distance market within a 12-month period, said BellSouth spokesman Joe Chandler. What's next?
In the coming months, Ross will work on gettinvg FCC approvalin Kentucky, Mississippi, South Carolina, North Carolina, Alabama, Floridsa and Tennessee. But he also plans to take a littler more timefor himself. Now that this chapter of his lifeis over, he hopes to spend more time with his Alyson, and his two sons. The small-town kid who grew up in West Virginiasand "walked to everhy school I attended" also plans to spencd as many hours as possible on the golf course trying to improve on his 14 handicap. If his golf game is anythingg like hisprofessional game, it'a probably not a good idea to bet against Bennett Ross.
Thursday, October 27, 2011
Crescent files Chapter 11, replaces CEO - San Francisco Business Times:
steinberg-virus.blogspot.com
The moves are part of an effort to cutthe company’s debt and rework its capital structures, the N.C.-based developer says. and some of its subsidiariexs have filed voluntary Chapter 11 petitionxs in the in the Western District of Austin Division. Crescent also announcex today thatArthur Fields, the company’s chierf executive officer, has retired, effective immediately. He will continu e to work in anadvisory capacity. Crescent had been strugglinv to refinancea $1.2 billion loan, with paymentr due in full by September 2012. The companyg amended the loan in June 2008 because it was in violatiobn of theoriginal terms.
Before the Chaptert 11 filing, Crescent faced paymentws of $50 million by the end of this year, $75 million in 2010 and $100 million in 2011 on its The company, which has developedx more than 1 million square feet of office spacew in Cool Springs since the has been facinglocao troubles, too. Pat Emery, Crescent’s long-timwe vice president and regional manager in left the companylast month. And the developer’s Crescent’s Greenwah One, a $33 million, 168,000-square-foot buildingg near completion onCarothers Parkway, has been boarded up for monthes as contractors filed millions of dollars in lienz against it.
Another similarly sized Cresceny project next to it is about 90 percent vacanf a year after being The company says it plans to continue businessesz without any significant interruptionduring restructuring. Crescent has obtained a debtor-in-possession financing facilit of $110 million from a group of itsexistingg lenders, which will provide fundsx so it can continu e operating. Andrew Hede will replace Fieldz as CEO and will be chargedc with leadingthe restructuring. Hede, a managinb director with LLC, has more than 15 yearss of financial restructuring andbusiness experience.
“We have been in activwe discussions with our lenders and other stakeholdersw as we work toward an agreement that will bring our capitalk structure in line with the currenteconomic environment,” Hede says in a “Those discussions are continuing, and we are pleased with the ongoingv support we have received from our lenders. We intend to reacgh an agreement on our new capital structurde and emerge frombankruptcy quickly.
”
The moves are part of an effort to cutthe company’s debt and rework its capital structures, the N.C.-based developer says. and some of its subsidiariexs have filed voluntary Chapter 11 petitionxs in the in the Western District of Austin Division. Crescent also announcex today thatArthur Fields, the company’s chierf executive officer, has retired, effective immediately. He will continu e to work in anadvisory capacity. Crescent had been strugglinv to refinancea $1.2 billion loan, with paymentr due in full by September 2012. The companyg amended the loan in June 2008 because it was in violatiobn of theoriginal terms.
Before the Chaptert 11 filing, Crescent faced paymentws of $50 million by the end of this year, $75 million in 2010 and $100 million in 2011 on its The company, which has developedx more than 1 million square feet of office spacew in Cool Springs since the has been facinglocao troubles, too. Pat Emery, Crescent’s long-timwe vice president and regional manager in left the companylast month. And the developer’s Crescent’s Greenwah One, a $33 million, 168,000-square-foot buildingg near completion onCarothers Parkway, has been boarded up for monthes as contractors filed millions of dollars in lienz against it.
Another similarly sized Cresceny project next to it is about 90 percent vacanf a year after being The company says it plans to continue businessesz without any significant interruptionduring restructuring. Crescent has obtained a debtor-in-possession financing facilit of $110 million from a group of itsexistingg lenders, which will provide fundsx so it can continu e operating. Andrew Hede will replace Fieldz as CEO and will be chargedc with leadingthe restructuring. Hede, a managinb director with LLC, has more than 15 yearss of financial restructuring andbusiness experience.
“We have been in activwe discussions with our lenders and other stakeholdersw as we work toward an agreement that will bring our capitalk structure in line with the currenteconomic environment,” Hede says in a “Those discussions are continuing, and we are pleased with the ongoingv support we have received from our lenders. We intend to reacgh an agreement on our new capital structurde and emerge frombankruptcy quickly.
”
Tuesday, October 25, 2011
Forecast for hotel sector slips further - Dayton Business Journal:
dyakonostrlin.blogspot.com
The company’s latest forecast paints a fairlu bleak picture for the rest of 2009 predicting occupancy ratess across the country will bedown 8.4 percen t this summer compared to last year, and down 8.4 percenf by the end of 2009. The Hendersonville, Tenn.-based companyy predicts the average daily room rate will bedown 10.4 percent this summer and 9.7 percent by the end of 2009. Revenued per available room is expected to bedown 18.7 perceng this summer and 17.1 percent by the end of 2009.
Accordingb to the firm, a reboundr of group travel will be key tothe industry’s Group business will have to returj to about 90 to 95 percentr of its levels prior to the which will in turn generate transient demand, before hotels once agaibn gain any pricing leverage. “On an inflation-adjusted it’s probably going to be longeer than six years before the ratews get back to2007 levels,” said Mark president of Smith Travel Research. Last week Arizonza released its tourism number sfrom 2008, showing significant weakness from the year While the average dailgy rate of a room in Arizonas last year was $107.76, a bit higher than the national ADR of $106.
50, tourisnm figures released for the first quarter typically the high tourist season — show the hospitality industryu is still challenged by the Statewide, ADR was down 13.8 percent, from $132.7w2 in first-quarter 2008 to $114.47y in first-quarter 2009. In metro Phoenix, ADR sank 16 percent, from $160.87 in first-quarter 2008 to $135.08 in first-quarteer 2009. Because metro Phoenix boasts manyluxurious upper-tiee resorts, daily rates in the regionh are somewhat higher than statewide For more on the state’s tourism sector, .
The company’s latest forecast paints a fairlu bleak picture for the rest of 2009 predicting occupancy ratess across the country will bedown 8.4 percen t this summer compared to last year, and down 8.4 percenf by the end of 2009. The Hendersonville, Tenn.-based companyy predicts the average daily room rate will bedown 10.4 percent this summer and 9.7 percent by the end of 2009. Revenued per available room is expected to bedown 18.7 perceng this summer and 17.1 percent by the end of 2009.
Accordingb to the firm, a reboundr of group travel will be key tothe industry’s Group business will have to returj to about 90 to 95 percentr of its levels prior to the which will in turn generate transient demand, before hotels once agaibn gain any pricing leverage. “On an inflation-adjusted it’s probably going to be longeer than six years before the ratews get back to2007 levels,” said Mark president of Smith Travel Research. Last week Arizonza released its tourism number sfrom 2008, showing significant weakness from the year While the average dailgy rate of a room in Arizonas last year was $107.76, a bit higher than the national ADR of $106.
50, tourisnm figures released for the first quarter typically the high tourist season — show the hospitality industryu is still challenged by the Statewide, ADR was down 13.8 percent, from $132.7w2 in first-quarter 2008 to $114.47y in first-quarter 2009. In metro Phoenix, ADR sank 16 percent, from $160.87 in first-quarter 2008 to $135.08 in first-quarteer 2009. Because metro Phoenix boasts manyluxurious upper-tiee resorts, daily rates in the regionh are somewhat higher than statewide For more on the state’s tourism sector, .
Sunday, October 23, 2011
Frost advisory issued for Orleans County - The Daily News Online
efenytan.wordpress.com
GPB | Frost advisory issued for Orleans County The Daily News Online A frost advisory is issued when frost is expected to develop during the growing season. Growers are advised to cover tender vegetation or bring potted plants indoors. Tonight: Mostly cloudy, with a low around 38. Southwest wind between 3 and 6 mph. ... Frost advisory issued for Sunday morning Frost in tonight's forecast Frost Advisory |
Thursday, October 20, 2011
Stylists tweak sporty 328i for 2009 - Pittsburgh Business Times:
ogyhejowy.wordpress.com
So stylists hit the draftboards for a midterm refres of the 3Seriexs sedan. The result is a beefier front end, wider rear tracok with flashier taillights and more prominent rockerf panels alongthe side. The 2009s appeadr stronger, but retain the classic look. The true however, is under the skin. And the 3 Seriew still leads the pack when it comes to performancewand handling. Rivals can’ t match the way BMW unites driverand car. The Infinitki G37 may look sharper and have a smidge more room in the but like other competitors it reaches to the mainstreamm with a littlesofter ride.
The 2009 model year also bringw a few technological shifts for the including a revamp of itsoverengineered iDrive. The optional computer system gets new graphicsand controls, includingv buttons that directly control key The optional navigation system now has its own hard drivee and offers real-time traffic info. Radio controles could use a little more work. We tested the most popularr member of the 3Series stable, the rear-drive 328i sedan. the line has it all: sport coupe, convertible, beefed-up 335i and all-wheel drivwe models, and new for 2009, the 335d which boasts up to 36 milesd per gallon onthe highway.
The 328 sedan starts at $34,425 with xDrive all-wheel version s priced from $36,425, 335 sedanw from $41,125, convertibles from $45,375 and the new diesel from Andof course, there always is the super-performanc M3, which starts at more than 55 grand. Poweringh the 328 is a 3.0-liter 6-cylinderd engine that delivers 230 horsepowerand 200-pound-feetg of torque. That gives it a brisk zero-to-60 time of 6.3 seconds with the six-speedf manual transmission, 6.9 with the automatic, according to BMW. Inside, the 328 covers the basics witha push-button starter, rain-sensing wipers, air conditioning, dynamic cruise control, CD-audioi system, power windows and mirrors.
But unlikde some competitors, you have to pay extra for leathe r seats withpower controls. The look is neat and gaugeds are geared for easy The front buckets hug you nicely withmyriad adjustments, but seem a little hard aftef an hour on the road. The back seat is a littl snug and tall riders will find headroomchopped off. Bottom You can find flashier rides, cushier ridesw and roomier rides all with a sporty but the BMW rules the road when it comees to puredriving excitement.
So stylists hit the draftboards for a midterm refres of the 3Seriexs sedan. The result is a beefier front end, wider rear tracok with flashier taillights and more prominent rockerf panels alongthe side. The 2009s appeadr stronger, but retain the classic look. The true however, is under the skin. And the 3 Seriew still leads the pack when it comes to performancewand handling. Rivals can’ t match the way BMW unites driverand car. The Infinitki G37 may look sharper and have a smidge more room in the but like other competitors it reaches to the mainstreamm with a littlesofter ride.
The 2009 model year also bringw a few technological shifts for the including a revamp of itsoverengineered iDrive. The optional computer system gets new graphicsand controls, includingv buttons that directly control key The optional navigation system now has its own hard drivee and offers real-time traffic info. Radio controles could use a little more work. We tested the most popularr member of the 3Series stable, the rear-drive 328i sedan. the line has it all: sport coupe, convertible, beefed-up 335i and all-wheel drivwe models, and new for 2009, the 335d which boasts up to 36 milesd per gallon onthe highway.
The 328 sedan starts at $34,425 with xDrive all-wheel version s priced from $36,425, 335 sedanw from $41,125, convertibles from $45,375 and the new diesel from Andof course, there always is the super-performanc M3, which starts at more than 55 grand. Poweringh the 328 is a 3.0-liter 6-cylinderd engine that delivers 230 horsepowerand 200-pound-feetg of torque. That gives it a brisk zero-to-60 time of 6.3 seconds with the six-speedf manual transmission, 6.9 with the automatic, according to BMW. Inside, the 328 covers the basics witha push-button starter, rain-sensing wipers, air conditioning, dynamic cruise control, CD-audioi system, power windows and mirrors.
But unlikde some competitors, you have to pay extra for leathe r seats withpower controls. The look is neat and gaugeds are geared for easy The front buckets hug you nicely withmyriad adjustments, but seem a little hard aftef an hour on the road. The back seat is a littl snug and tall riders will find headroomchopped off. Bottom You can find flashier rides, cushier ridesw and roomier rides all with a sporty but the BMW rules the road when it comees to puredriving excitement.
Tuesday, October 18, 2011
Almaeena: A multifaceted editor and an incomparable father - Arab News
uqyvemiwu.wordpress.com
Almaeena: A multifaceted editor and an incomparable father Arab News Khaled Al-Maeena has resigned his position as editor in chief of Arab News after a stint of 25 years in which he took it to the top as one of the leading English dailies in the Arab world. I am writing these words not as his daughter but as someone who ... |
Sunday, October 16, 2011
Mount credible investigation - Daily Star Online
lebexab.wordpress.com
Mount credible investigation Daily Star Online The World Bank has made serious allegations, in what we believe to be in written form, to the Government of Bangladesh centring around the Padma Bridge project. At the moment, it has suspended funding. JICA and ADB are following the World Bank lead ... |
Friday, October 14, 2011
UMKC, Johnson County Community College reach credit-transfer agreement - Business First of Buffalo:
obofym.wordpress.com
Curators of the Universitgy of Missouri, on behalf of UMKC and the JCCC Boarfof Trustees, will sign an articulation agreemen Wednesday at JCCC. The agreement guarantees that UMKC will acceptg and apply designated freshman and sophomord credits from JCCC associate degree programs towardUMKC bachelor’s degre programs, consistent with the treatment of non-transfer student UMKC said in a Tuesday release. “Aes an urban-serving university, UMKC is dedicated to makinvg higher education accessible to all students and forming meaningfu partnerships witharea institutions,” Mel Tyler, UMKC’ vice chancellor of student affairs and enrollmeny management, said in the release.
“Thiw articulation agreement with Johnson Count Community College is just one way we affirm that UMKC also offers the Metro a program that allows residentsof Leavenworth, Miami and Wyandotte counties in Kansasd to pay in-state tuition for undergraduatde study.
Curators of the Universitgy of Missouri, on behalf of UMKC and the JCCC Boarfof Trustees, will sign an articulation agreemen Wednesday at JCCC. The agreement guarantees that UMKC will acceptg and apply designated freshman and sophomord credits from JCCC associate degree programs towardUMKC bachelor’s degre programs, consistent with the treatment of non-transfer student UMKC said in a Tuesday release. “Aes an urban-serving university, UMKC is dedicated to makinvg higher education accessible to all students and forming meaningfu partnerships witharea institutions,” Mel Tyler, UMKC’ vice chancellor of student affairs and enrollmeny management, said in the release.
“Thiw articulation agreement with Johnson Count Community College is just one way we affirm that UMKC also offers the Metro a program that allows residentsof Leavenworth, Miami and Wyandotte counties in Kansasd to pay in-state tuition for undergraduatde study.
Wednesday, October 12, 2011
NCO Group adds 300 employees to Lenexa call center - Kansas City Business Journal:
tiqosi.wordpress.com
The company, based in Horsham, Pa., has provided contract customer service at the Lenexz facility sinceSeptember 2002. The company had about 375 employeess at the facility when it starter expandingin September, spokeswoman Bridgetrt King said. The company plans to have 1,100 employee s at the Lenexa location, she said. The company said in a releass that it plans tospend $5.6 million on the Lenexa including the cost of leasing the office space and reconfiguringf it for new employees.
The committerd $420,000 to NCO Group’s Lenexa expansion throughj the Investments in Majort Projects and ComprehensiveTraining program, which allows the state to issue bonds and recoupo the costs from revenue generated by the state payrol l taxes on the new jobs created. The provided technical NCO provides a variety of business proceswoutsourcing services. It operates a globakl network of more than 100 operations centers.
The company, based in Horsham, Pa., has provided contract customer service at the Lenexz facility sinceSeptember 2002. The company had about 375 employeess at the facility when it starter expandingin September, spokeswoman Bridgetrt King said. The company plans to have 1,100 employee s at the Lenexa location, she said. The company said in a releass that it plans tospend $5.6 million on the Lenexa including the cost of leasing the office space and reconfiguringf it for new employees.
The committerd $420,000 to NCO Group’s Lenexa expansion throughj the Investments in Majort Projects and ComprehensiveTraining program, which allows the state to issue bonds and recoupo the costs from revenue generated by the state payrol l taxes on the new jobs created. The provided technical NCO provides a variety of business proceswoutsourcing services. It operates a globakl network of more than 100 operations centers.
Monday, October 10, 2011
Progressive Auto adjusters are driven by technology - St. Louis Business Journal:
polinaagyvtiwu.blogspot.com
Shaw's office is a Ford Explorer, equippeds with a cellular phone, laptop computer, powerful softwar and printer. His workdayg consists of driving totow yards, body peoples' homes -- anyplace where a Progressive client has a wrecked car -- making damager estimates and in some cases, writing checks on the spot to coverf the costs of On a typical day, Shaw handles five to eightr claims, spending an hour, on on each claim. He tries to get to a vehiclde within nine hours ofa report. It's best, he when he can get to the accideng scene. "You're getting everything fresh in everyone's mind," he "You can talk to the witnesse right there.
A lot of timea it's hard to reach people after the fact. This savees a lot of time." Shaw is one of aboutf 20 Progressive claims adjusters inthe St. Loui s area -- and one of about 2,000 across the Unitexd States -- in the company's Immediate Responsd program, which uses technology to turn the traditional long and complicatedx wait to settle an accident claim into a quick and relativelypainless experience.
"Inj the old world, if you had an you would callyour agent, they would take some information and say `I'llo get back to you,' " said Greg general manager for Progressive in Missouri and "It was very company-oriented in terms of hours and "Now, if you call us from an acciden t scene, we dispatch someone to come there. We want to get therse as quickly as we can to adjusty your claim and get your life backin We've tried to take what was an office-bounx function and create an office-less environment." Progressive's use of technologty extends far beyond claims Trapp said.
"We were the first auto insurer to have a Web the first to offer quotes on the Internetf and the first to offer comparison quoting on the he said. "Right now, you can purchase Progressivs insurance throughthe 'Negt in 22 states, and soon that will be available The innovations have propelled Progressive's growth to the fifth-largesgt auto insurer in the nation. Progressivs is based in Mayfield Village, Ohio, a suburvb of Cleveland. While the insurance industry as a whol has collected less in premiums than companies have paid out in claimsd and expenses in the pastfive years, Progressivr has generated underwriting margins of 8 percenft in the same time.
Last year, Progressive saw a 36 percentt jump inannual revenue, to $4.6 "The chief executive, Peter Lewis, is seen as one of the pioneerd in the industry, at the forefront with new said Stephen Musser, an insurance industry analyst at A.G. Edwards. "Technology is not new, but to this industry it is a new "Technology when used effectively canenhancse efficiencies, through reductions in staff." Trapp said Immediated Response is part of a strategy that's been evolvingy for the past four or five beginning with a 24-hour loss reportinyg process.
"Someone could call us 24 houra a day anywhere in the countrt and talk to a real humaj being who would begin the claims Trapp said. The next step was development ofa on-line loss reporting system. The information take n from a customer was put intothe company'ds computer files, available immediatelyu to anyone working on the claim. Most the company put its claims adjusterzs in Immediate Response vehicles and told them to hitthe "The Immediate Response vehicle essentially is a mobil office," Trapp said. "There's a laptop computer, so they can downloadd information from the loss reporting center to the representativw in the field througbh awireless connection.
They can write an estimatw using the estimatingsoftware they've got. There's a and they can print an estimate and And they can hand that to the customerand say, `You can take that to the body shop of your " The Immediate Response vehicles are outfitted with persona l computer equipment from Dell; telecommunications equipment, includin hardware and switching software, from Lucent; and wirelessd service from Nextel. Joycse Davidson, general manager for Nextel in Missouri, said Progressivee is one of many firms using technology to get an edge ontheirr competitors.
"Small- to medium-size businessew can now compete on the same playing fieled aslarge companies," Davidson "The cost of technology has become so much more everyone has access. It's no longer just the lawyed orthe doctor, it's the claims adjuster." And, addedc Trapp, putting claims adjusters in the fiel d and giving them the technology they need to do their jobs saves money on storage for wrecked cars and rentao car fees for "The sooner we get out and begin the claim s process, the less of thoses charges we incur," Trapp said.
Shaw's office is a Ford Explorer, equippeds with a cellular phone, laptop computer, powerful softwar and printer. His workdayg consists of driving totow yards, body peoples' homes -- anyplace where a Progressive client has a wrecked car -- making damager estimates and in some cases, writing checks on the spot to coverf the costs of On a typical day, Shaw handles five to eightr claims, spending an hour, on on each claim. He tries to get to a vehiclde within nine hours ofa report. It's best, he when he can get to the accideng scene. "You're getting everything fresh in everyone's mind," he "You can talk to the witnesse right there.
A lot of timea it's hard to reach people after the fact. This savees a lot of time." Shaw is one of aboutf 20 Progressive claims adjusters inthe St. Loui s area -- and one of about 2,000 across the Unitexd States -- in the company's Immediate Responsd program, which uses technology to turn the traditional long and complicatedx wait to settle an accident claim into a quick and relativelypainless experience.
"Inj the old world, if you had an you would callyour agent, they would take some information and say `I'llo get back to you,' " said Greg general manager for Progressive in Missouri and "It was very company-oriented in terms of hours and "Now, if you call us from an acciden t scene, we dispatch someone to come there. We want to get therse as quickly as we can to adjusty your claim and get your life backin We've tried to take what was an office-bounx function and create an office-less environment." Progressive's use of technologty extends far beyond claims Trapp said.
"We were the first auto insurer to have a Web the first to offer quotes on the Internetf and the first to offer comparison quoting on the he said. "Right now, you can purchase Progressivs insurance throughthe 'Negt in 22 states, and soon that will be available The innovations have propelled Progressive's growth to the fifth-largesgt auto insurer in the nation. Progressivs is based in Mayfield Village, Ohio, a suburvb of Cleveland. While the insurance industry as a whol has collected less in premiums than companies have paid out in claimsd and expenses in the pastfive years, Progressivr has generated underwriting margins of 8 percenft in the same time.
Last year, Progressive saw a 36 percentt jump inannual revenue, to $4.6 "The chief executive, Peter Lewis, is seen as one of the pioneerd in the industry, at the forefront with new said Stephen Musser, an insurance industry analyst at A.G. Edwards. "Technology is not new, but to this industry it is a new "Technology when used effectively canenhancse efficiencies, through reductions in staff." Trapp said Immediated Response is part of a strategy that's been evolvingy for the past four or five beginning with a 24-hour loss reportinyg process.
"Someone could call us 24 houra a day anywhere in the countrt and talk to a real humaj being who would begin the claims Trapp said. The next step was development ofa on-line loss reporting system. The information take n from a customer was put intothe company'ds computer files, available immediatelyu to anyone working on the claim. Most the company put its claims adjusterzs in Immediate Response vehicles and told them to hitthe "The Immediate Response vehicle essentially is a mobil office," Trapp said. "There's a laptop computer, so they can downloadd information from the loss reporting center to the representativw in the field througbh awireless connection.
They can write an estimatw using the estimatingsoftware they've got. There's a and they can print an estimate and And they can hand that to the customerand say, `You can take that to the body shop of your " The Immediate Response vehicles are outfitted with persona l computer equipment from Dell; telecommunications equipment, includin hardware and switching software, from Lucent; and wirelessd service from Nextel. Joycse Davidson, general manager for Nextel in Missouri, said Progressivee is one of many firms using technology to get an edge ontheirr competitors.
"Small- to medium-size businessew can now compete on the same playing fieled aslarge companies," Davidson "The cost of technology has become so much more everyone has access. It's no longer just the lawyed orthe doctor, it's the claims adjuster." And, addedc Trapp, putting claims adjusters in the fiel d and giving them the technology they need to do their jobs saves money on storage for wrecked cars and rentao car fees for "The sooner we get out and begin the claim s process, the less of thoses charges we incur," Trapp said.
Friday, October 7, 2011
Gretzky could see big pay cut if Coyotes stay in Arizona - Houston Business Journal:
http://www.sexingthepolitical.org/2003/2003/one/pregnancy.html
The Coyotes are in Chaptetr 11 bankruptcy reorganization and owner Jerry Moyes has a deal in the worksd to sell to Canadian businessman Jim who wants to move the teamto Hamilton. The Nationaol Hockey League and city of Glendale opposethat move. If the Coyotezs move to Canada, Gretzky has said he won’t accompany the That could meana $22 million payouy in deferred compensation for Gretzky, who is part owner of the If a buyer is found to keep the team in Gretzky still could be out of his coaching job. The Coyotews haven’t made the playoffs since 2002 — that recorxd remaining unchangedunder Gretzky’s watch, which began in 2005.
If the team staysz in Glendale and he keepshis job, Gretzky also couled get hit financially, according to bankruptcy court filings. Gretzky earnzs about $8 million annually from the Coyotes viahis $1.6 milliojn salary as coach and other compensatiohn as part owner of the hockey team, accordingb to a legal brief pennecd by Gerald Sheehan, a principal with professionakl sports financial firm Beaco n Sports Capital Partners LLC. Sheehan also suggests a new ownerereduce Gretzky’s compensation down to $2 million. He also suggest s other cost-saving measures, including movinhg offices from leased spaceto Jobing.cokm Arena.
Revenue also could be increased by boostinygticket sales, sponsorships and suite sales and more non-sporting event bookings at the arena, which the Coyotese lease from the city of
The Coyotes are in Chaptetr 11 bankruptcy reorganization and owner Jerry Moyes has a deal in the worksd to sell to Canadian businessman Jim who wants to move the teamto Hamilton. The Nationaol Hockey League and city of Glendale opposethat move. If the Coyotezs move to Canada, Gretzky has said he won’t accompany the That could meana $22 million payouy in deferred compensation for Gretzky, who is part owner of the If a buyer is found to keep the team in Gretzky still could be out of his coaching job. The Coyotews haven’t made the playoffs since 2002 — that recorxd remaining unchangedunder Gretzky’s watch, which began in 2005.
If the team staysz in Glendale and he keepshis job, Gretzky also couled get hit financially, according to bankruptcy court filings. Gretzky earnzs about $8 million annually from the Coyotes viahis $1.6 milliojn salary as coach and other compensatiohn as part owner of the hockey team, accordingb to a legal brief pennecd by Gerald Sheehan, a principal with professionakl sports financial firm Beaco n Sports Capital Partners LLC. Sheehan also suggests a new ownerereduce Gretzky’s compensation down to $2 million. He also suggest s other cost-saving measures, including movinhg offices from leased spaceto Jobing.cokm Arena.
Revenue also could be increased by boostinygticket sales, sponsorships and suite sales and more non-sporting event bookings at the arena, which the Coyotese lease from the city of
Wednesday, October 5, 2011
CFOs, finance execs cutting vacation days to stay focused on job - Memphis Business Journal:
http://www.autobar24.com/volkswagen/132-vw-navigation-dvd-europe-2009-v6.html
“Many CFOs understandably feel they must remain diligeng helping steer their firms througu thedownturn and, just as important, prepare the business for an ultimate recovery,” said Paul McDonald, executive director of . Menlo Park, Calif.-baseed Robert Half surveyed 1,400 chief financial officers about theifr vacation plans in thecominf year: 31 percent said the economt was causing them to postpone or reduce theire vacation time. While such intentions may be in the best interest of the taking breaks from work can helpbrinyg “a fresh approach to businessx projects and challenges,” McDonald said.
He suggests that thosse who are concerned about how a vacationb may affect their company should develop a plan for granting vacationh requests and detailing who will handlse various responsibilities while that personis out. Vacations can serv e as an opportunityfor high-potential employeesx who fill in to prov e themselves worthy of future advancement. McDonald says managers of small organizations need to be carefupl not to overload the remaining workers when someonweis out.
“Many CFOs understandably feel they must remain diligeng helping steer their firms througu thedownturn and, just as important, prepare the business for an ultimate recovery,” said Paul McDonald, executive director of . Menlo Park, Calif.-baseed Robert Half surveyed 1,400 chief financial officers about theifr vacation plans in thecominf year: 31 percent said the economt was causing them to postpone or reduce theire vacation time. While such intentions may be in the best interest of the taking breaks from work can helpbrinyg “a fresh approach to businessx projects and challenges,” McDonald said.
He suggests that thosse who are concerned about how a vacationb may affect their company should develop a plan for granting vacationh requests and detailing who will handlse various responsibilities while that personis out. Vacations can serv e as an opportunityfor high-potential employeesx who fill in to prov e themselves worthy of future advancement. McDonald says managers of small organizations need to be carefupl not to overload the remaining workers when someonweis out.
Monday, October 3, 2011
30-doctor GCAP group wants to leave Alliance - Business Courier of Cincinnati:
ujunyp.blogspot.com
GCAP, a primary care group with about 30 joined the hospital system only 20months ago. Now it’z claiming a litany of contract violationsthat “have seriously affecterd the ability of the physicians to provid e excellent health care for theidr many patients.” In a June 3 letter to Health Alliance CEO Ken the doctors list 15 complaints, including: • Lack of 12 notice on changes in contractual arrangements, includingf payment of benefits; • failure to pay leading to the “embarrassing shutdown of servicese necessary to operate our business.” The doctors on Wednesday filed a complain t in Hamilton County Common Pleae Court.
They ask to be released from servic e to the Health Alliance and for damages andattorneg fees. When it joined the Health Alliance in GCAP was theonly large, independenr practice of its type in the It became a wholly owneed subsidiary of the hospital which includes University, Jewish and Fort Hamilton and the . The practiced had hoped to benefit from a complete electronifc health records system that could interact withthe Alliance’z hospitals, as well as the abilityy to expand geographically and recruit doctora more effectively. Health Alliance spokesman Tony Condia, in a written said the health systemwas "surprised and by the letter and complaint.
He said the Alliance had initiallt tried to negotiate with the then offeredindependent arbitration, which the practice refused. The Alliancre was preparing for preliminary discussions to sevee the relationship when the lawsuitwas filed. "This litigation violated the terms of theservice agreement, whicj requires us to resolve disputess such as this with a neutral arbitrator. We would therefor e encourage the GCAP physicians to uphold their contractual obligations and not pursuescostly litigation," according to the statement. withdrew from the Healty Alliance following a long courr battle that began inMarch 2006.
It starte operating independently in 2008 but only signed a final settlement agreemenft inJanuary 2009. The two St. Luke hospitals similarlh withdrew, reaching a settlement with the Healtn Alliance inSeptember 2008. St. Luke has merged with .
GCAP, a primary care group with about 30 joined the hospital system only 20months ago. Now it’z claiming a litany of contract violationsthat “have seriously affecterd the ability of the physicians to provid e excellent health care for theidr many patients.” In a June 3 letter to Health Alliance CEO Ken the doctors list 15 complaints, including: • Lack of 12 notice on changes in contractual arrangements, includingf payment of benefits; • failure to pay leading to the “embarrassing shutdown of servicese necessary to operate our business.” The doctors on Wednesday filed a complain t in Hamilton County Common Pleae Court.
They ask to be released from servic e to the Health Alliance and for damages andattorneg fees. When it joined the Health Alliance in GCAP was theonly large, independenr practice of its type in the It became a wholly owneed subsidiary of the hospital which includes University, Jewish and Fort Hamilton and the . The practiced had hoped to benefit from a complete electronifc health records system that could interact withthe Alliance’z hospitals, as well as the abilityy to expand geographically and recruit doctora more effectively. Health Alliance spokesman Tony Condia, in a written said the health systemwas "surprised and by the letter and complaint.
He said the Alliance had initiallt tried to negotiate with the then offeredindependent arbitration, which the practice refused. The Alliancre was preparing for preliminary discussions to sevee the relationship when the lawsuitwas filed. "This litigation violated the terms of theservice agreement, whicj requires us to resolve disputess such as this with a neutral arbitrator. We would therefor e encourage the GCAP physicians to uphold their contractual obligations and not pursuescostly litigation," according to the statement. withdrew from the Healty Alliance following a long courr battle that began inMarch 2006.
It starte operating independently in 2008 but only signed a final settlement agreemenft inJanuary 2009. The two St. Luke hospitals similarlh withdrew, reaching a settlement with the Healtn Alliance inSeptember 2008. St. Luke has merged with .
Saturday, October 1, 2011
Tampa Bay Business Journal: Starting a Business : Business Advice
omagyvoham.wordpress.com
Let's be honest: Things are bad, and it is miserablde out there in the worldof commerce. We are in a globakl recession that will last forsome time. 1. The economty eventually will improve andget better. 2. Most companiesd rely on salespeople to help with thebottomn line. Continuing sales of a product or servicew for an organization along with grea salespeople will be needeed even more during thesetough times. I think it is importangt to look at a strategy as old as businessx itself that will helpa company, its profitability, the salespeople employed and the customers that a company does business The first thing, whicnh is of the utmost are your customers.
Whether you are the CEO readinf this, the salesperson or a person in customerservice - this is the time to protectg your customer base and make sure that they are period! The one way to do this is to get in toucbh with your customers. Do not attempt to do this by mail or It istoo impersonal. If you want to buile relationships withyour customers, then build them the way they are supposef to be built - by people dealinbg directly with people! You need to ask your customere a simple and direct question: "How are we doingf for you? Be honest, and tell me the Next, for the salespeople who still are employed, you are goin g to have to work harder.
Yes, I said it - This means not only visiting your existing customer and checking their true level of customer satisfactiojn but also going out and gettingnew Sure, the economy is and we are not buying as much of anythiny as we did a few years ago, but the fact remaine that there is still business being done out
Let's be honest: Things are bad, and it is miserablde out there in the worldof commerce. We are in a globakl recession that will last forsome time. 1. The economty eventually will improve andget better. 2. Most companiesd rely on salespeople to help with thebottomn line. Continuing sales of a product or servicew for an organization along with grea salespeople will be needeed even more during thesetough times. I think it is importangt to look at a strategy as old as businessx itself that will helpa company, its profitability, the salespeople employed and the customers that a company does business The first thing, whicnh is of the utmost are your customers.
Whether you are the CEO readinf this, the salesperson or a person in customerservice - this is the time to protectg your customer base and make sure that they are period! The one way to do this is to get in toucbh with your customers. Do not attempt to do this by mail or It istoo impersonal. If you want to buile relationships withyour customers, then build them the way they are supposef to be built - by people dealinbg directly with people! You need to ask your customere a simple and direct question: "How are we doingf for you? Be honest, and tell me the Next, for the salespeople who still are employed, you are goin g to have to work harder.
Yes, I said it - This means not only visiting your existing customer and checking their true level of customer satisfactiojn but also going out and gettingnew Sure, the economy is and we are not buying as much of anythiny as we did a few years ago, but the fact remaine that there is still business being done out
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