Ortho SuperSite | Mid-term Survivorship Results for a Rotating-Platform Knee Prosthesis Ortho SuperSite The ability of the polyethylene to articulate on a polished nonconstrained tibial tray, as well as maintain the congruence of the femur, has been shown to ... |
Friday, December 31, 2010
Mid-term Survivorship Results for a Rotating-Platform Knee Prosthesis - Ortho SuperSite
titus-neither.blogspot.com
Wednesday, December 29, 2010
Meltdown puts squeeze on commercial lending - South Florida Business Journal:
stony-coating.blogspot.com
The sale, which closed Jan. 16, wouldc have cost him $1.2 million less if he had closed in asplanned - or six monthsa ago, when financing was easier to come by and more moneyy was available for deals. The big issue for investors like Osherofc is that lenders are applying greater scrutinyto deals, cappint the loan-to-value ratio at no more than 65 and requiring more equity in both residential and commercial And the vise is only getting tighter, real estate expertse say. The subprime meltdown has squeezedscommercial lending, making deals more expensivre and more complicated.
"I have to put in 30 centse on the dollar, or pay cash," Osheroff To close the hospital deal, he took out a $3.5 milliob home equity line. For future deals, he plana to draw on the equity in the thre office buildings he owns in Miami His ability to draw on his equity will allow him to continuse to operate throughthe market's current creditr crunch, but he understands a lot of smallee players will be standing on the sideliness with no options. Priort to the subprime collapse, individual buyers could get up to 95 percentt financing because the secondary market was buying up including exotic financinglike interest-only The residential market was brimming with jumbol loans.
Developers, brokers and lenders convinced buyersw the real estate boom wouldnever end, and that buying a bigger home would only resultt in a bigger return down the Today, the secondary markety has collapsed, while billions of dollars in lossez continue to ripple through the market. Despitse the fact that commercial loan delinquenciews are athistoric lows, people are concerned aboutt the continued spillover effect of the creditf crunch on the commercial This fear has some investors in a holdinv pattern to see how asset valuations shaks out in a market that hasn't hit bottom. It's a stark contrasgt to a handful ofyears ago, when havinh a deal was enough to get a lendeer interested.
Losses on the residential lending side begahn seeping into the commercial financing marketslast Loss-riddled banks tightened their standards and Wall Street investors turnerd up their noses at real estate, similatr to what they did to Internet companie during the dot-com crash. The spillover effecf has continued into the new In the second weekof (NYSE: C), the paren t company of CitiMortgage, announceed it had lost $9.83 billion in its fourth quarter. The followinhg week, (NYSE: MER) said it took $14.6 billion in write-downs and adjustmentsa in the fourth quarter due to investments and trades impacted by the subprimemortgagre crisis.
Alex Zylberglait, associate director for , said that banks are so rattlede by the losses that theyare "offloading assets," even performingy loans, to decrease their exposure. Jumbo loans might as well be further stalling theresidential market. This is particularlu thorny for sellers and developers indowntownb Miami's new condo canyons. Buyers of unites priced above the $417,000 conforming loan cap are on theire own ifthey don't have cash. Credit on all types of propertiese is also more expensive andis tied-up longer, even for the financially well heeled.
Tighter rules meansw lenders will provide between 60 percent and 70 percentfinancinhg - and charge more for it, said Alan Osheroff's partner in three Miami medical-office buildingxs and a principal of Davie-based . "Today, you can stil find money, but in the 6.5 percent range, with a 30-year amortization, wherse before, you could get 5.5 percent with interest
The sale, which closed Jan. 16, wouldc have cost him $1.2 million less if he had closed in asplanned - or six monthsa ago, when financing was easier to come by and more moneyy was available for deals. The big issue for investors like Osherofc is that lenders are applying greater scrutinyto deals, cappint the loan-to-value ratio at no more than 65 and requiring more equity in both residential and commercial And the vise is only getting tighter, real estate expertse say. The subprime meltdown has squeezedscommercial lending, making deals more expensivre and more complicated.
"I have to put in 30 centse on the dollar, or pay cash," Osheroff To close the hospital deal, he took out a $3.5 milliob home equity line. For future deals, he plana to draw on the equity in the thre office buildings he owns in Miami His ability to draw on his equity will allow him to continuse to operate throughthe market's current creditr crunch, but he understands a lot of smallee players will be standing on the sideliness with no options. Priort to the subprime collapse, individual buyers could get up to 95 percentt financing because the secondary market was buying up including exotic financinglike interest-only The residential market was brimming with jumbol loans.
Developers, brokers and lenders convinced buyersw the real estate boom wouldnever end, and that buying a bigger home would only resultt in a bigger return down the Today, the secondary markety has collapsed, while billions of dollars in lossez continue to ripple through the market. Despitse the fact that commercial loan delinquenciews are athistoric lows, people are concerned aboutt the continued spillover effect of the creditf crunch on the commercial This fear has some investors in a holdinv pattern to see how asset valuations shaks out in a market that hasn't hit bottom. It's a stark contrasgt to a handful ofyears ago, when havinh a deal was enough to get a lendeer interested.
Losses on the residential lending side begahn seeping into the commercial financing marketslast Loss-riddled banks tightened their standards and Wall Street investors turnerd up their noses at real estate, similatr to what they did to Internet companie during the dot-com crash. The spillover effecf has continued into the new In the second weekof (NYSE: C), the paren t company of CitiMortgage, announceed it had lost $9.83 billion in its fourth quarter. The followinhg week, (NYSE: MER) said it took $14.6 billion in write-downs and adjustmentsa in the fourth quarter due to investments and trades impacted by the subprimemortgagre crisis.
Alex Zylberglait, associate director for , said that banks are so rattlede by the losses that theyare "offloading assets," even performingy loans, to decrease their exposure. Jumbo loans might as well be further stalling theresidential market. This is particularlu thorny for sellers and developers indowntownb Miami's new condo canyons. Buyers of unites priced above the $417,000 conforming loan cap are on theire own ifthey don't have cash. Credit on all types of propertiese is also more expensive andis tied-up longer, even for the financially well heeled.
Tighter rules meansw lenders will provide between 60 percent and 70 percentfinancinhg - and charge more for it, said Alan Osheroff's partner in three Miami medical-office buildingxs and a principal of Davie-based . "Today, you can stil find money, but in the 6.5 percent range, with a 30-year amortization, wherse before, you could get 5.5 percent with interest
Sunday, December 26, 2010
Rob Greener named IFSA president - ESPN (blog)
hustbelogehy1857.blogspot.com
ESPN (blog) | Rob Greener named IFSA president ESPN (blog) You were just named president of the IFSA, a position once held by Shane McConkey. What plans do you have in store? Rob Greener: In the last six weeks we ... |
Friday, December 24, 2010
HVCC moves 2 programs to Rensselaer Tech Park - Business First of Louisville:
http://www.asian-web.org/sport/schach-sportverb-nde-in-asien-anschriften-telefon.html
The Troy college recently signeda 10-year leasw with 400 Jordan Road LLC. The school will pay approximately $605,000 a year to lease 36,55u square feet of space. Hudson Valley’e popular paramedic program will occupy abou half of thenew space. The schooll also will move its respiratory care program and a that trains employees for area according toStephen Cowan, director of the college’a physical plant. The remainder of the leasedd space willhouse ’s Next Step office, a communicationw worker training program coordinated by the college.
Thosd departments all currently are locate inHudson Valley’s 90,000-square-foot Hy Rosenblu m Administration Center, a 1940s era buildintg that Cowan said needa major renovations. “It’s a tired old building. We are lookinbg at total renovationsor demolition,” he said. But the colleges decided to lease space from the througbh 400 Jordan Road LLC for 10 years while the colleg decides whether it should overhaul or tear down the HyRosenblumm building. The college continues to grow, but becauswe of the economy it does not have the mone y to renovate the current buildingright now, Cowann said.
Hudson Valley is planninf to hire a consulting firm this summer to help officials decids the most cost effective way to deal with theRosenbluk building. helped Hudson Valley negotiatedthe lease. The college plans to have the four programs and departmenta moved into the new space in Northb Greenbush before the start of classeson Aug. 31. The buildin g previously had been used as office space forVerizon workers, Cowan
The Troy college recently signeda 10-year leasw with 400 Jordan Road LLC. The school will pay approximately $605,000 a year to lease 36,55u square feet of space. Hudson Valley’e popular paramedic program will occupy abou half of thenew space. The schooll also will move its respiratory care program and a that trains employees for area according toStephen Cowan, director of the college’a physical plant. The remainder of the leasedd space willhouse ’s Next Step office, a communicationw worker training program coordinated by the college.
Thosd departments all currently are locate inHudson Valley’s 90,000-square-foot Hy Rosenblu m Administration Center, a 1940s era buildintg that Cowan said needa major renovations. “It’s a tired old building. We are lookinbg at total renovationsor demolition,” he said. But the colleges decided to lease space from the througbh 400 Jordan Road LLC for 10 years while the colleg decides whether it should overhaul or tear down the HyRosenblumm building. The college continues to grow, but becauswe of the economy it does not have the mone y to renovate the current buildingright now, Cowann said.
Hudson Valley is planninf to hire a consulting firm this summer to help officials decids the most cost effective way to deal with theRosenbluk building. helped Hudson Valley negotiatedthe lease. The college plans to have the four programs and departmenta moved into the new space in Northb Greenbush before the start of classeson Aug. 31. The buildin g previously had been used as office space forVerizon workers, Cowan
Tuesday, December 21, 2010
Ooh la la: France Ave. retail center to get a makeover - Minneapolis / St. Paul Business Journal:
http://rhce-linux.net/bbl0001.html
Leisure Lane at 7101 France Ave., first built in the is gettinga face-lift and a new name — Rue de France. Construction started a few weeks ago and is expected to finish in saidGregory Houck, an architect with Minneapolis-based , whichj is handling the design and rebranding of the 50,000-square-footr property. Houck, who declineds to disclose the cost of the said the firm decided to play with the Franc e Avenue name in the which is changing the facade and eliminating the centers interiorf walkway area to make the centefrless mall-like.
The European flair in the desigj willbe subtle: no chateau-like features or statuezs of French World War I But there will be fleur-de-lizs patterns around the parapets. “It was just an idea of talking abou France and linking it tothe French,” Houci said. The center’s tenants — Ethan Pella Windows & Doors, Calico Corners, Nationakl Camera Exchange, Caribou Coffee and Brueggers BagelBakerg — will stay the same. Minneapolis-basefd is the general contractor.
Bloomington-based NorthMarq handles the leasing and management ofthe
Leisure Lane at 7101 France Ave., first built in the is gettinga face-lift and a new name — Rue de France. Construction started a few weeks ago and is expected to finish in saidGregory Houck, an architect with Minneapolis-based , whichj is handling the design and rebranding of the 50,000-square-footr property. Houck, who declineds to disclose the cost of the said the firm decided to play with the Franc e Avenue name in the which is changing the facade and eliminating the centers interiorf walkway area to make the centefrless mall-like.
The European flair in the desigj willbe subtle: no chateau-like features or statuezs of French World War I But there will be fleur-de-lizs patterns around the parapets. “It was just an idea of talking abou France and linking it tothe French,” Houci said. The center’s tenants — Ethan Pella Windows & Doors, Calico Corners, Nationakl Camera Exchange, Caribou Coffee and Brueggers BagelBakerg — will stay the same. Minneapolis-basefd is the general contractor.
Bloomington-based NorthMarq handles the leasing and management ofthe
Sunday, December 19, 2010
Public employers modifying health benefits - Washington Business Journal:
ramsdenjerrieas54.blogspot.com
The survey, conducted by Brookfield-based , showed public employers nationwide are modifying their employee healthj care benefits to includemore cost-saving The survey found that 72 percent of publiv employers are increasing or considering an increase in theif employees’ deductibles, coinsurance or copays. In addition, 74 percenf of public employers are increasing or consideringg an increase inemployee premiums. When asked why they were consideringhighetr deductibles, 46 percent of public employerws cite the financial crisis.
Almostt the same percent, 45 percent, cite the crisid as the reason why they are thinking about higheremployee “These findings are surprising, although cost-sharingt measures have been common in the corporatwe world for quite some time, publivc employers have traditionally not modified their health care plans in this Sally Natchek, senior directort of research at the foundatiohn said in a statement. “The fact that the majorituy of public employers are now increasing copays and premiums illustrates the dual effec rising health care costs and the financiak crisis are having ontheir plans.
” Other cost-saving programe that public employers are instituting include adding a consumer-driveb health plan, shifting to a self-funded plan and introduciny spousal surcharges. Nearly three-fourths of publix plan sponsors are placing more emphasis on controllingb prescriptiondrug costs. The majority of publif employers are expanding participant education about drug optionsand costs, increasing copayments and/or coinsurancr for drugs and mandating the use of generic the survey found.
The survey, conducted by Brookfield-based , showed public employers nationwide are modifying their employee healthj care benefits to includemore cost-saving The survey found that 72 percent of publiv employers are increasing or considering an increase in theif employees’ deductibles, coinsurance or copays. In addition, 74 percenf of public employers are increasing or consideringg an increase inemployee premiums. When asked why they were consideringhighetr deductibles, 46 percent of public employerws cite the financial crisis.
Almostt the same percent, 45 percent, cite the crisid as the reason why they are thinking about higheremployee “These findings are surprising, although cost-sharingt measures have been common in the corporatwe world for quite some time, publivc employers have traditionally not modified their health care plans in this Sally Natchek, senior directort of research at the foundatiohn said in a statement. “The fact that the majorituy of public employers are now increasing copays and premiums illustrates the dual effec rising health care costs and the financiak crisis are having ontheir plans.
” Other cost-saving programe that public employers are instituting include adding a consumer-driveb health plan, shifting to a self-funded plan and introduciny spousal surcharges. Nearly three-fourths of publix plan sponsors are placing more emphasis on controllingb prescriptiondrug costs. The majority of publif employers are expanding participant education about drug optionsand costs, increasing copayments and/or coinsurancr for drugs and mandating the use of generic the survey found.
Thursday, December 16, 2010
Convera folding into U.K. company - Minneapolis / St. Paul Business Journal:
yqyqynesara.blogspot.com
Vienna-based Convera (NASDAQ: CNVR) will be dissolved. Afterf the merger, Patrick Condo, Convera's CEO, will become the chairmanm of the board, and Colin Jeavons, Firstlight'sz CEO, will become the CEO. Convera'ds plan of dissolution contemplates an orderlyh wind down of its business and After filing its certificateof dissolution, Converza intends to make one or more distributions to its stockholders of cash availablee for distribution, subject to applicable legal requirements.
Conversa will then delist its common stock from The new company will bring together the verticalp search technology of Convera and the advertisinvg sales and marketing capabilities of It will have over 60 corporate customerf accounts and 120 existing Web siteds withapproximately 1,500 advertisers. When the merger becomes effective, Conversa will own 33.3 percent and Firstlight will own 66.7 percent of the total outstanding common stock of thenew company, subject to certaibn adjustments which may enable Convera to own up to 42 perceny of the new company prior to the distribution. The merger is subjecy to Convera stockholders' approval and certain other customaryclosing conditions.
The mergeer is expected to closethis summer.
Vienna-based Convera (NASDAQ: CNVR) will be dissolved. Afterf the merger, Patrick Condo, Convera's CEO, will become the chairmanm of the board, and Colin Jeavons, Firstlight'sz CEO, will become the CEO. Convera'ds plan of dissolution contemplates an orderlyh wind down of its business and After filing its certificateof dissolution, Converza intends to make one or more distributions to its stockholders of cash availablee for distribution, subject to applicable legal requirements.
Conversa will then delist its common stock from The new company will bring together the verticalp search technology of Convera and the advertisinvg sales and marketing capabilities of It will have over 60 corporate customerf accounts and 120 existing Web siteds withapproximately 1,500 advertisers. When the merger becomes effective, Conversa will own 33.3 percent and Firstlight will own 66.7 percent of the total outstanding common stock of thenew company, subject to certaibn adjustments which may enable Convera to own up to 42 perceny of the new company prior to the distribution. The merger is subjecy to Convera stockholders' approval and certain other customaryclosing conditions.
The mergeer is expected to closethis summer.
Monday, December 13, 2010
The Tutu's Tale: A Cultural History Of Ballet's 'Angels' - NPR
meaning-sarajevo.blogspot.com
The Tutu's Tale: A Cultural History Of Ballet's 'Angels' NPR There were other Russians too: Soviet dancers whose technique differed sharply from that of Doubrovska and the Tsar's former dancers. ... |
Saturday, December 11, 2010
NCR refutes criticism from Ohio officials - Boston Business Journal:
vadimsudigrenev.blogspot.com
The (NYSE: NCR) when Dayton-areaz and Ohio leaders tried to contacg the company about rumors it wasleavingh town, saying NCR often did not return callds or e-mails. NCR issued a statement stating its side of thing and implying its level of interaction with localk and state officials was misrepresented byarea “We have met regularly with state of Ohio and Daytonj officials to discuss the business environment and NCR’e requirements. The decision was not made solelyg onsingle factors, such as financiall incentives. It was based on a very careful and comprehensive situatiomn analysis of our employment centers using independentf thirdparty data,” according to NCR.
“The broad rang of criteria used for the review of the locationsa includedavailable workforce, infrastructure, incentivese given, the government tax structure and benefits to NCR future employees and stakeholders.” Company spokespeople would not provide specifics of meetingz with government officials and refused to disclos e when their analysis began or wherew Ohio ranked in that analysis. The statement comeds after officials from the cityof Dayton, Montgomery County and Ohio gathereds on the footsteps of the Old Court Housr in downtown Dayton Tuesday to slam NCR. Lt. Gov.
Lee Fishefr said the NCR standsfor “No opportunit to Communicate or and officials joined in by tellinh reporters that all theirf efforts to engage the company durinbg the past two yearsd were rebuked. Fisher said NCR was one of the firs t companiesOhio Gov. Ted Strickland and he reachede out to when electedin 2007. Despite numerousd overtures, the first time Stricklands actually talked to Nuti was on the eve of the relocation Fisher said. Nan Whaley, Dayton city accused the company of failinbg to convey its true City officials laid out a timetable they say shows the company was not as responsive the requests for meetings as it shoulxhave been.
According to the city of • In October 2008, Dayton officials requester a meeting with the highesgt ranking localNCR officials, but that was denied by NCR. • In January 2009, the city tried to get a meeting, but was unablre to. • In February, county, city and statw officials had a meeting with three company officialwin Dayton. They were supposed to meet with Chief Executiver OfficerBill Nuti, but he did not show. On April 20, a meeting with state, county and city officials took place withNCR officials, which was a pre-meetingg for another planned April • NCR canceled the second April meeting and reschedulecd for May. • NCR then canceled the May meeting.
Dayton did not provide meeting dates prior toOctoberf 2008.
The (NYSE: NCR) when Dayton-areaz and Ohio leaders tried to contacg the company about rumors it wasleavingh town, saying NCR often did not return callds or e-mails. NCR issued a statement stating its side of thing and implying its level of interaction with localk and state officials was misrepresented byarea “We have met regularly with state of Ohio and Daytonj officials to discuss the business environment and NCR’e requirements. The decision was not made solelyg onsingle factors, such as financiall incentives. It was based on a very careful and comprehensive situatiomn analysis of our employment centers using independentf thirdparty data,” according to NCR.
“The broad rang of criteria used for the review of the locationsa includedavailable workforce, infrastructure, incentivese given, the government tax structure and benefits to NCR future employees and stakeholders.” Company spokespeople would not provide specifics of meetingz with government officials and refused to disclos e when their analysis began or wherew Ohio ranked in that analysis. The statement comeds after officials from the cityof Dayton, Montgomery County and Ohio gathereds on the footsteps of the Old Court Housr in downtown Dayton Tuesday to slam NCR. Lt. Gov.
Lee Fishefr said the NCR standsfor “No opportunit to Communicate or and officials joined in by tellinh reporters that all theirf efforts to engage the company durinbg the past two yearsd were rebuked. Fisher said NCR was one of the firs t companiesOhio Gov. Ted Strickland and he reachede out to when electedin 2007. Despite numerousd overtures, the first time Stricklands actually talked to Nuti was on the eve of the relocation Fisher said. Nan Whaley, Dayton city accused the company of failinbg to convey its true City officials laid out a timetable they say shows the company was not as responsive the requests for meetings as it shoulxhave been.
According to the city of • In October 2008, Dayton officials requester a meeting with the highesgt ranking localNCR officials, but that was denied by NCR. • In January 2009, the city tried to get a meeting, but was unablre to. • In February, county, city and statw officials had a meeting with three company officialwin Dayton. They were supposed to meet with Chief Executiver OfficerBill Nuti, but he did not show. On April 20, a meeting with state, county and city officials took place withNCR officials, which was a pre-meetingg for another planned April • NCR canceled the second April meeting and reschedulecd for May. • NCR then canceled the May meeting.
Dayton did not provide meeting dates prior toOctoberf 2008.
Wednesday, December 8, 2010
Regions Bank gets control of Treasure Island Tennis & Yacht Club - The Business Journal of the Greater Triad Area:
http://www.urgent-detective.com/39-Criminal-History-Check-How-To-Perform-A-Criminal-History-Lookup-On-Someone-s-Records.html
Judge Caryl E. Delano of the ’se Middle District of Florida, approvecd a plan Wednesday that would turn over the Treasurd Island Causeway clubto . Keys are expected to be turnee over by the end of the day The changing of hands was part of a revise reorganization plan filed in March by theTenniz & Yacht Club following its Chapter 11 “The court’s ruling today provides a mechanis for a distinct bank subsidiary to take total ownershi p of all club assets in a mannere that is faster, less expensive and least intrusive to the of the club, said John Anthony of , who representefd Regions Bank in the bankruptcy, in a The takeover will alloew Regions Bank to market the 17 waterfront acres to potential Anthony said.
When the Tennis & Yacht Club filed for it reported assets and liabilitiesbetween $1 million and $10 The club’s largest unsecured creditor last October was of Palmett for $13,502. However, the club owed Regions Bank as muchas $9.5 which owned the mortgage on the property. The club issuedc taxable variable rate demande bondsfor $6 million through Regions Bank in Septembef 2005 to help finance construction on a new clubhouse, whichb was completed in early 2008. The club issued a secon bond in March 2006for $1 million and a thir in April 2007 for $1.8 Regions Bank provided letters of credit for according to court documents.
The Tennis & Yachtt Club paid its principal on the debt inOctobetr 2008, but its efforts to have Regions Bank restructure the loan were forcing the club into bankruptcy. Employees at the club are expecte to remain on the payroll duringythe transition, and scheduled activities including this weekend’s Fourth of July eventr — will continue as planned, Anthony The Tennis & Yacht Club was foundedc in 1986 and as of its bankruptcy filing had 450 according to court
Judge Caryl E. Delano of the ’se Middle District of Florida, approvecd a plan Wednesday that would turn over the Treasurd Island Causeway clubto . Keys are expected to be turnee over by the end of the day The changing of hands was part of a revise reorganization plan filed in March by theTenniz & Yacht Club following its Chapter 11 “The court’s ruling today provides a mechanis for a distinct bank subsidiary to take total ownershi p of all club assets in a mannere that is faster, less expensive and least intrusive to the of the club, said John Anthony of , who representefd Regions Bank in the bankruptcy, in a The takeover will alloew Regions Bank to market the 17 waterfront acres to potential Anthony said.
When the Tennis & Yacht Club filed for it reported assets and liabilitiesbetween $1 million and $10 The club’s largest unsecured creditor last October was of Palmett for $13,502. However, the club owed Regions Bank as muchas $9.5 which owned the mortgage on the property. The club issuedc taxable variable rate demande bondsfor $6 million through Regions Bank in Septembef 2005 to help finance construction on a new clubhouse, whichb was completed in early 2008. The club issued a secon bond in March 2006for $1 million and a thir in April 2007 for $1.8 Regions Bank provided letters of credit for according to court documents.
The Tennis & Yachtt Club paid its principal on the debt inOctobetr 2008, but its efforts to have Regions Bank restructure the loan were forcing the club into bankruptcy. Employees at the club are expecte to remain on the payroll duringythe transition, and scheduled activities including this weekend’s Fourth of July eventr — will continue as planned, Anthony The Tennis & Yacht Club was foundedc in 1986 and as of its bankruptcy filing had 450 according to court
Monday, December 6, 2010
unithink Names John Cline CEO - PR Newswire (press release)
http://recept.us/Business-Law/Nutramigen/
unithink Names John Cline CEO PR Newswire (press release) 6, 2010 /PRNewswire/ -- unithink NV announced that it has named John Cline CEO of the company. Cline comes to unithink after successful stints at National ... |
Friday, December 3, 2010
Mass layoffs up 75% in Texas - Houston Business Journal:
exceeding-commissioner.blogspot.com
Texas' total number of mass layoffs--definedc as those affecting 50 ormore workers--wasw the seventh-largest in the nation. Abour 9 percent of the state'as total workforce was affected by extendex mass layoffs in thefirs quarter, the third-highest in the U.S. followin g Illinois (18 percent) and California (11 percent). Initial claimants for unemployment benefits in Texastotaledc 23,174 during the quarter, up from 19,488 a year ago. The 50 statezs and the District of Columbiareported 3,489 mass layoffs in the firs quarter, down from 3,585 in the fourth quartet and up from 1,340 in the firsrt quarter of 2008.
The nation had 542,02e3 initial claims in the first quarter, down from 762,737 in the fourth quarter and upfrom 259,29 2 in the first quarter of 2008. manufacturing firms reported 1,380 mass layoffs involvingb 215,281 separations, the highest first-quarter levels for the industrgon record, with data available starting in 1996. The manufacturiny segment accounted for 40 percent of privater nonfarm layoffs and 39 percentr of related separations in thefirst quarter. A year manufacturing constituted 31 percent of layoffs and 37 percentrof separations.
Texas' total number of mass layoffs--definedc as those affecting 50 ormore workers--wasw the seventh-largest in the nation. Abour 9 percent of the state'as total workforce was affected by extendex mass layoffs in thefirs quarter, the third-highest in the U.S. followin g Illinois (18 percent) and California (11 percent). Initial claimants for unemployment benefits in Texastotaledc 23,174 during the quarter, up from 19,488 a year ago. The 50 statezs and the District of Columbiareported 3,489 mass layoffs in the firs quarter, down from 3,585 in the fourth quartet and up from 1,340 in the firsrt quarter of 2008.
The nation had 542,02e3 initial claims in the first quarter, down from 762,737 in the fourth quarter and upfrom 259,29 2 in the first quarter of 2008. manufacturing firms reported 1,380 mass layoffs involvingb 215,281 separations, the highest first-quarter levels for the industrgon record, with data available starting in 1996. The manufacturiny segment accounted for 40 percent of privater nonfarm layoffs and 39 percentr of related separations in thefirst quarter. A year manufacturing constituted 31 percent of layoffs and 37 percentrof separations.
Wednesday, December 1, 2010
Boston maintains overseas pitch after lessons of
http://www.peacon.net/article/A-good-wine-cellar-to-protect-your-expensive-wine.html
The effort is a byproduct of some hard-earnedx lessons from the recessionof 2001. As a cost-cuttingb measure, many pulled international marketing efforts in favor ofdomestivc campaigns, only to languish behind othetr destinations when the economy improved. “In retrospecty it was the wrong decision,” said Patrick president and CEO ofthe . He noted that cities that continuefd their international efforts started to reboundein 2004. “It took us until 2006 to begihn to gain backmarket share.” The efforft to maintain marketing budgets abroae comes as revenue from event and hotel-room bookings is Still, it’s worth the expense, local hospitality experts say.
“Inb the travel marketing business it’s considerec wise to stay with amarketing plan,” addedr Betsy Wall, executive director of the . “The last recessio n gave an excellent model because manyAmericanh destinations, including Massachusetts, pulled back on international marketing. Thosed that stayed in it, for exampld the city of Philadelphia, maintained their market share when the economy The past two years have been strong onesfor Boston, which has posted steady gains in internationap travelers. Overseas visitors grew from 997,000 in 2006 to roughlyu 1.1 million in 2007, according to U.S. Department of Commerces statistics.
Moscaritolo is awaiting final numbersxfor 2008, but estimates overseas traveleras numbered 1.23 million last year. That gets back to the city’e previous high-water mark of 1.2 milliobn international visitorsin 2000. The economidc impact of those visitors for 2008 was estimatedcat $1.4 billion, Moscaritolo As a result, the bureauu has increased its international marketing budget by $300,000 for 2009 to $1.1 million. MOTT’sz international marketing budget isabout $2.
5 which Wall anticipates will remain the “We think there’s a very compelling reasonn (and) a very strong return on investment,” Wall MOTT, GBCVB and the are expandint their partnership in July with a jointt marketing campaign to lure small internationa l conferences to the city. They also are workingb to bring nonstop flights to Boston from Japanand “Even though the downturn you hear about is worldwide, eventually this penduluk swings back up,” Moscaritolo said. “And Bostonh ...
will be front and center in this Stephen Johnston, general manager of Jurys Bostojn Hotel, said international business accounta for about 30 percent of his Irish-ownee hotel’s customers. He said it is crucialk to maintainmarketing efforts. “Business is hardefr to get now so you have to differentiatr yourself more fromthe competition,” he said. Rather than cuttin g rates, Jurys is offering extras such asroom upgrades, food voucher and late check-out times.
“It’s criticap that we sustain market share,” agreed Tim general manager ofthe , which has a larged global marketing sales In addition to Europe, other attractive markets are China and Southeast Asia, he said. The internationao travel market hasa “notoriously short Kirwan said. “That means we’vew got to outperform and out-market to stay in the forefrontgof everybody’s decision-making processes around the You cannot lie back and
The effort is a byproduct of some hard-earnedx lessons from the recessionof 2001. As a cost-cuttingb measure, many pulled international marketing efforts in favor ofdomestivc campaigns, only to languish behind othetr destinations when the economy improved. “In retrospecty it was the wrong decision,” said Patrick president and CEO ofthe . He noted that cities that continuefd their international efforts started to reboundein 2004. “It took us until 2006 to begihn to gain backmarket share.” The efforft to maintain marketing budgets abroae comes as revenue from event and hotel-room bookings is Still, it’s worth the expense, local hospitality experts say.
“Inb the travel marketing business it’s considerec wise to stay with amarketing plan,” addedr Betsy Wall, executive director of the . “The last recessio n gave an excellent model because manyAmericanh destinations, including Massachusetts, pulled back on international marketing. Thosed that stayed in it, for exampld the city of Philadelphia, maintained their market share when the economy The past two years have been strong onesfor Boston, which has posted steady gains in internationap travelers. Overseas visitors grew from 997,000 in 2006 to roughlyu 1.1 million in 2007, according to U.S. Department of Commerces statistics.
Moscaritolo is awaiting final numbersxfor 2008, but estimates overseas traveleras numbered 1.23 million last year. That gets back to the city’e previous high-water mark of 1.2 milliobn international visitorsin 2000. The economidc impact of those visitors for 2008 was estimatedcat $1.4 billion, Moscaritolo As a result, the bureauu has increased its international marketing budget by $300,000 for 2009 to $1.1 million. MOTT’sz international marketing budget isabout $2.
5 which Wall anticipates will remain the “We think there’s a very compelling reasonn (and) a very strong return on investment,” Wall MOTT, GBCVB and the are expandint their partnership in July with a jointt marketing campaign to lure small internationa l conferences to the city. They also are workingb to bring nonstop flights to Boston from Japanand “Even though the downturn you hear about is worldwide, eventually this penduluk swings back up,” Moscaritolo said. “And Bostonh ...
will be front and center in this Stephen Johnston, general manager of Jurys Bostojn Hotel, said international business accounta for about 30 percent of his Irish-ownee hotel’s customers. He said it is crucialk to maintainmarketing efforts. “Business is hardefr to get now so you have to differentiatr yourself more fromthe competition,” he said. Rather than cuttin g rates, Jurys is offering extras such asroom upgrades, food voucher and late check-out times.
“It’s criticap that we sustain market share,” agreed Tim general manager ofthe , which has a larged global marketing sales In addition to Europe, other attractive markets are China and Southeast Asia, he said. The internationao travel market hasa “notoriously short Kirwan said. “That means we’vew got to outperform and out-market to stay in the forefrontgof everybody’s decision-making processes around the You cannot lie back and
Subscribe to:
Posts (Atom)