Weasel Zippers | Journalism Class That Urges 'Context' in Reporting on Jihad Misses Point ... Fox News The respected Florida-based Poynter Institute, whose mission is to improve journalism in support of democracy, is trying to help journalists cover Islam more effectively by offering a new on-line course free of charge. So I registered. ... Soros-Funded Group Behind Course for Journalists That Downplays 'Jihad' |
Friday, September 30, 2011
Journalism Class That Urges 'Context' in Reporting on Jihad Misses Point ... - Fox News
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Tuesday, September 27, 2011
On the menu: Chipotle opening Clifton Park restaurant - The Business Review (Albany):
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in the shopping mall, later this The Tex-Mex chain will move into new spacew in thevacant Steinbach’s department store. The mall’sd owner, , is rebuilding the former departmen t store to accommodate 10 to 15 individuall storefrontsin 40,000 to 45,000 squard feet of leasable The Clifton Park Chipotle is scheduled to open in early-- to mid-December, company spokeswoman Katherine Newel Smith said. Like the recently opened Wilton Chipotle and anothef plannedfor Latham, the Clifto Park location will incorporate such elements as high-efficiencu heating and cooling, low-energyg lighting and specially coated Denver, Colo.
-based Chipotle opened up its first Capital Regiojn location—and upstate New York’s first—in April, at 3057 Route 50 in Wilton, a town aboug 15 miles north of Clifton Park. Both towna are located in Saratoga County. The company’as second Capital Region restaurant is scheduled to open in Latham in at the intersection of Wade Road and Rout e 7in Latham. The averager per-person check is $8 to $9. Entreess typically run between $6 and $7, accordintg to the company’s Web site.
The redesigj of the former Steinbach’s space will be similar to the changez DCG made to other sections of the enclosed mall a couple of years ago to creatw storefronts that shoppers can access directly from theparking lot.
in the shopping mall, later this The Tex-Mex chain will move into new spacew in thevacant Steinbach’s department store. The mall’sd owner, , is rebuilding the former departmen t store to accommodate 10 to 15 individuall storefrontsin 40,000 to 45,000 squard feet of leasable The Clifton Park Chipotle is scheduled to open in early-- to mid-December, company spokeswoman Katherine Newel Smith said. Like the recently opened Wilton Chipotle and anothef plannedfor Latham, the Clifto Park location will incorporate such elements as high-efficiencu heating and cooling, low-energyg lighting and specially coated Denver, Colo.
-based Chipotle opened up its first Capital Regiojn location—and upstate New York’s first—in April, at 3057 Route 50 in Wilton, a town aboug 15 miles north of Clifton Park. Both towna are located in Saratoga County. The company’as second Capital Region restaurant is scheduled to open in Latham in at the intersection of Wade Road and Rout e 7in Latham. The averager per-person check is $8 to $9. Entreess typically run between $6 and $7, accordintg to the company’s Web site.
The redesigj of the former Steinbach’s space will be similar to the changez DCG made to other sections of the enclosed mall a couple of years ago to creatw storefronts that shoppers can access directly from theparking lot.
Sunday, September 25, 2011
Homebuilder McStain files for Chapter 11 - Denver Business Journal:
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The Louisville-based company declarede $10 million to $50 million in and the same range in McStain -- which does business as McStain Neighborhood -- has told customers it plans to sell its finisheed homes and complete those that are under The filing does not affect the Indianm Peaks South neighborhood because of a separatre ownership structure. In February of this year, McStain told customerzs on its websitethat “we have been assured by our bankers and other professional associates that we are healthier than most of the private builders they deal with. To paraphrase Mark Twain: ‘The rumors of our demis have beengreatly exaggerated.
’ Rumors that we filedx for bankruptcy are simply not true.” Othed Colorado builders to declare Chapter 11 recentlt include Village Homes of Colorado in Greenwood Village, whichj had last year’s largesgt local bankruptcy reorganization with $138.4r million in debt, and Tousa Inc., the Florida-baseds parent of Colorado’s Engle Homes Inc. John Lain Homes of Irvine, Calif., which was active in metro Denver, filed Chapter 11 early this McStain’s largest unsecured creditors include Scheer’s Inc. of Illinois (whicbh is owed $10.85 Key Bank ($3 million), CRE40p Centennial LLC-Crestone ($2 million) and William and Associatea ofBoulder ($1.
54 million), according to the bankruptcy Other unsecured creditors include Firsyt National Bank, GE Capital, Namastre Solar Electric Inc., Guy’s Floor Service Inc. and the City and Countyy of Denver (sales tax). McStain has taken significant steps to cut costd and shore up its flagging business in the last The builder’s former president and CEO, Eric voluntarily left the company in late summer 2008 to save and was replaced by McStaimn co-founder Tom Hoyt. Hoyt took the titles president andboare chairman. McStain Enterprises also closed its physical headquartersa operation in Louisvillelast November.
At that McStain had 21 employees, down from 75 peoplw early last fall and from a peak of 115 a fewyearse ago. Remaining employees were to create avirtuaol office, using cell phones and computers. Tom and Caroliner Hoyt, with their friend David Stainton, starteed McStain in 1966, when they bought a small Bouldef custom builder called HorizonBuildinhg Co. Over the years, the partners builrt the company from a simple custom builder to a designer and developerfof master-planned communities such as Indiabn Peaks in Lafayette and MeadowView in Longmont. They also moved into energy-efficient housing.
McStain has worked on several urban infill as well, including ones in Denver’s Lowry and Stapleton neighborhoods and Belmarr in Lakewood.
The Louisville-based company declarede $10 million to $50 million in and the same range in McStain -- which does business as McStain Neighborhood -- has told customers it plans to sell its finisheed homes and complete those that are under The filing does not affect the Indianm Peaks South neighborhood because of a separatre ownership structure. In February of this year, McStain told customerzs on its websitethat “we have been assured by our bankers and other professional associates that we are healthier than most of the private builders they deal with. To paraphrase Mark Twain: ‘The rumors of our demis have beengreatly exaggerated.
’ Rumors that we filedx for bankruptcy are simply not true.” Othed Colorado builders to declare Chapter 11 recentlt include Village Homes of Colorado in Greenwood Village, whichj had last year’s largesgt local bankruptcy reorganization with $138.4r million in debt, and Tousa Inc., the Florida-baseds parent of Colorado’s Engle Homes Inc. John Lain Homes of Irvine, Calif., which was active in metro Denver, filed Chapter 11 early this McStain’s largest unsecured creditors include Scheer’s Inc. of Illinois (whicbh is owed $10.85 Key Bank ($3 million), CRE40p Centennial LLC-Crestone ($2 million) and William and Associatea ofBoulder ($1.
54 million), according to the bankruptcy Other unsecured creditors include Firsyt National Bank, GE Capital, Namastre Solar Electric Inc., Guy’s Floor Service Inc. and the City and Countyy of Denver (sales tax). McStain has taken significant steps to cut costd and shore up its flagging business in the last The builder’s former president and CEO, Eric voluntarily left the company in late summer 2008 to save and was replaced by McStaimn co-founder Tom Hoyt. Hoyt took the titles president andboare chairman. McStain Enterprises also closed its physical headquartersa operation in Louisvillelast November.
At that McStain had 21 employees, down from 75 peoplw early last fall and from a peak of 115 a fewyearse ago. Remaining employees were to create avirtuaol office, using cell phones and computers. Tom and Caroliner Hoyt, with their friend David Stainton, starteed McStain in 1966, when they bought a small Bouldef custom builder called HorizonBuildinhg Co. Over the years, the partners builrt the company from a simple custom builder to a designer and developerfof master-planned communities such as Indiabn Peaks in Lafayette and MeadowView in Longmont. They also moved into energy-efficient housing.
McStain has worked on several urban infill as well, including ones in Denver’s Lowry and Stapleton neighborhoods and Belmarr in Lakewood.
Friday, September 23, 2011
PG&E Corp. names new CEO - San Francisco Business Times:
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Christopher Johns, currently the company's senior vice president and will replace Darbee as chieffinancial PG&E Corp. (NYSE: PCG) is the parent compang of California's largest utility, Glynn will continur as chairman of the boardsof PG&wE Corp. and Pacific Gas and Electric Co. through the end of 2005 and then retirw as an employee anda director. Darbee, 51, joinede PG&E Corp. as senior vice presidentt and chief financial officer in 1999. Previously, he was vice presidengt and CFOof , a telecommunications manufacturer of digital loop carrier systems and subsidiar of (NASDAQ: TLAB).
Before joininy AFC, he was vice president, CFO and controller of Pacific now a unitof SBC). Earlier, he was an investment banker with (NYSE: GS), where he was vice president and co-head of the company'e energy and telecommunications group. He also held positionw at and (NYSE: T). The job changes are effectivs Jan. 1, 2005.
Christopher Johns, currently the company's senior vice president and will replace Darbee as chieffinancial PG&E Corp. (NYSE: PCG) is the parent compang of California's largest utility, Glynn will continur as chairman of the boardsof PG&wE Corp. and Pacific Gas and Electric Co. through the end of 2005 and then retirw as an employee anda director. Darbee, 51, joinede PG&E Corp. as senior vice presidentt and chief financial officer in 1999. Previously, he was vice presidengt and CFOof , a telecommunications manufacturer of digital loop carrier systems and subsidiar of (NASDAQ: TLAB).
Before joininy AFC, he was vice president, CFO and controller of Pacific now a unitof SBC). Earlier, he was an investment banker with (NYSE: GS), where he was vice president and co-head of the company'e energy and telecommunications group. He also held positionw at and (NYSE: T). The job changes are effectivs Jan. 1, 2005.
Wednesday, September 21, 2011
BankUnited could use $1 billion - South Florida Business Journal:
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Coral Gables-based would have needed about $1 billio n in total risk-based capital to meet regulatoruy requirements at the endof March, the companyh said in a filing. The filinb on Tuesday gave preliminaruy results forthe quarter, but they are subjecr to further revision. The bank lost an estimatede $443.1 million in the quarter ended March 31, which is the second fiscalk quarter for BankUnited (NASDAQ: BKUNA). The company made the filinhg to disclose that it would be late submittiny its final second quarter report withthe SEC.
BankUnitedx said its financial results from the quarter ended 30 onward are preliminary and coulx change based on additional accounting The company said it hasa “material weakness” in its internal accounting controls. BankUnited reiterated its warning that the coulf place itinto receivership. Regulators gave the bank untilk May 4 to strika merger, acquisition or investment deal, and the companhy acknowledged that it hasn’t complie with that order. Source s say three bidders are in talkes with BankUnited and regulators aboutt a deal forthe bank: with the assistance of ; the combination of W.L. Ross, and ; and a grou p involving the J.C. Flowers & Co.
hedge However, some analysts believe BankUnited’ss assets aren’t worth the $1 billion it woulsd take to recapitalizethe bank. If a buyer doesn’t pay the full the federal government could chip in the rest through an investmengt or throughFDIC receivership. “It appears that managemenrt is doing everything possible to meet the terms of the outstandingh regulatory agreements to facilitatean investment,” Miami-based banking analys t and economist Kenneth H. Thomas said. “The priorith now is to get a resolution of this situation ASAP with as much privates capitalas possible.
” In its SEC BankUnited noted that it has been trying to rais e capital for more than a “Although management continues to seek capital at the holdinh company level, our efforts at this time primaril relate to a direct recapitalization of the bank,” BankUnites stated in the filing. “Ni assurance can be given that we will be able to raiss capital at either the bank or the holdintcompany level. In addition, a recapitalization of the bank withouy a simultaneous recapitalization of the holdingh company would reduce or eliminatethe company’zs ownership in the bank, thus raisintg substantial doubt about the company’s abilitgy to continue as a going concern.
” The bank reported that it has sufficient liquidity to meet needs. Deposits at FDIC-insured banks are coveres up to $250,000 per Despite all its challenges, BankUnitexd increased its total depositsto $8.7 billio as of March 31, up from $8.543 billion at year-end. The bank has advertised interest ratesa that are higher than most ofits competitors. BankUnited had $13.133 billion in assets and negative equitg capitalof $505.6 million on March 31, compares to $13.76 billion in assets and negative equity capitalo of $13.4 million on Dec. 31.
That meanes its federally mandated capital ratios were also Its assets includednearly $5 billion in payment option adjustable-rate mortgages – a loan that allows borrowers to pay less than the accrueed interest on the mortgage until the balance grows to a certainb point. These loans are the main sourcsof BankUnited’s troubles. It was also hurt by downgradedc investmentsin mortgage-backed securities. The bank holding company’s $443.1q million preliminary loss in the quartert ended March 31 came aftera $477.4 million preliminary loss in the previous The bank’s losses in the most recent quarter came mostly from a $295.
55 million expense to reserve for future loan losses and $231 milliob in charge-offs to bad loans. BankUnited said it had $1.9 8 billion in nonperforming representing 19.4 percent of its total loans, as of Marchj 31. That’s up from $1.63 billion in nonperforming or 15.1 percent of its total at year-end. The bank also reportex holding $154.2 million in repossessed property onMarch 31, up from $93.5 million in the previoux quarter.
Coral Gables-based would have needed about $1 billio n in total risk-based capital to meet regulatoruy requirements at the endof March, the companyh said in a filing. The filinb on Tuesday gave preliminaruy results forthe quarter, but they are subjecr to further revision. The bank lost an estimatede $443.1 million in the quarter ended March 31, which is the second fiscalk quarter for BankUnited (NASDAQ: BKUNA). The company made the filinhg to disclose that it would be late submittiny its final second quarter report withthe SEC.
BankUnitedx said its financial results from the quarter ended 30 onward are preliminary and coulx change based on additional accounting The company said it hasa “material weakness” in its internal accounting controls. BankUnited reiterated its warning that the coulf place itinto receivership. Regulators gave the bank untilk May 4 to strika merger, acquisition or investment deal, and the companhy acknowledged that it hasn’t complie with that order. Source s say three bidders are in talkes with BankUnited and regulators aboutt a deal forthe bank: with the assistance of ; the combination of W.L. Ross, and ; and a grou p involving the J.C. Flowers & Co.
hedge However, some analysts believe BankUnited’ss assets aren’t worth the $1 billion it woulsd take to recapitalizethe bank. If a buyer doesn’t pay the full the federal government could chip in the rest through an investmengt or throughFDIC receivership. “It appears that managemenrt is doing everything possible to meet the terms of the outstandingh regulatory agreements to facilitatean investment,” Miami-based banking analys t and economist Kenneth H. Thomas said. “The priorith now is to get a resolution of this situation ASAP with as much privates capitalas possible.
” In its SEC BankUnited noted that it has been trying to rais e capital for more than a “Although management continues to seek capital at the holdinh company level, our efforts at this time primaril relate to a direct recapitalization of the bank,” BankUnites stated in the filing. “Ni assurance can be given that we will be able to raiss capital at either the bank or the holdintcompany level. In addition, a recapitalization of the bank withouy a simultaneous recapitalization of the holdingh company would reduce or eliminatethe company’zs ownership in the bank, thus raisintg substantial doubt about the company’s abilitgy to continue as a going concern.
” The bank reported that it has sufficient liquidity to meet needs. Deposits at FDIC-insured banks are coveres up to $250,000 per Despite all its challenges, BankUnitexd increased its total depositsto $8.7 billio as of March 31, up from $8.543 billion at year-end. The bank has advertised interest ratesa that are higher than most ofits competitors. BankUnited had $13.133 billion in assets and negative equitg capitalof $505.6 million on March 31, compares to $13.76 billion in assets and negative equity capitalo of $13.4 million on Dec. 31.
That meanes its federally mandated capital ratios were also Its assets includednearly $5 billion in payment option adjustable-rate mortgages – a loan that allows borrowers to pay less than the accrueed interest on the mortgage until the balance grows to a certainb point. These loans are the main sourcsof BankUnited’s troubles. It was also hurt by downgradedc investmentsin mortgage-backed securities. The bank holding company’s $443.1q million preliminary loss in the quartert ended March 31 came aftera $477.4 million preliminary loss in the previous The bank’s losses in the most recent quarter came mostly from a $295.
55 million expense to reserve for future loan losses and $231 milliob in charge-offs to bad loans. BankUnited said it had $1.9 8 billion in nonperforming representing 19.4 percent of its total loans, as of Marchj 31. That’s up from $1.63 billion in nonperforming or 15.1 percent of its total at year-end. The bank also reportex holding $154.2 million in repossessed property onMarch 31, up from $93.5 million in the previoux quarter.
Monday, September 19, 2011
What Do Stanford and UCLA Have in Common?
manuscripts-shuwatu.blogspot.com
UNIVERSAL CITY, Calif., June 9 /PRNewswire/ -- , and UCLA studentf team , as they have been awarded $5000 Scholarships and internships from both iFLY SanFranciscpo Bay, and iFLY Hollywood respectively. iFLY California, whicj includes both iFLY San Francisco Bay and iFLY Hollywoodf atUniversal CityWalk(R), were seeking originaol campaigns to use "viral marketing" as a strateg to help make iFLY vertical wind tunnels a globa franchise. The students won the cash scholarship, a summedr internship, and a year's worth of free flight. from Stanforfd will be implementing his viral marketinbg idea at the iFLY SFBay tunnel. will work with the Hollywoofd location.
, owner of iFLY California states, "We are elated to offed scholarships and internships to these deserving students in thesweeconomic times. I have complete faithb that cultivating their ideas will move iFLY farthet forward than it has everflown before."" Winners were announced June 1st, 2009 To view all detailsz go to Located in Union City, iFLY San Franciscoi Bay entertains all kinds of customers including children, experienced skydivers, corporate groups, birthda y parties and military training. Their highly qualified instructore offer a safe yet exciting atmosphere for all to experience the thrillof flight. iFLY Hollywood is locatee at Universal CityWalk(R).
Kids, teens and adults experience the world of skydiving in a 36 foot clead view verticalwind tunnel. Birthday parties, corporatse groups, Kid's Club, educational programs, first time flightsa and many other packages are offered to accommodatewany adventure. SKYVENTURE, LLC SkyVenture is the world'as largest and most experienced designere and builder of vertical wind It has sold 33 vertical wind tunneld in nine different countries acrossthe globe. SkyVenture'ds wall-to-wall airflow, multiple overhead fans and cuttingb edge technologies provide the safest and most accurate freefallsimulatiob possible.
These technologies are protected by multipled patents in 32countries
UNIVERSAL CITY, Calif., June 9 /PRNewswire/ -- , and UCLA studentf team , as they have been awarded $5000 Scholarships and internships from both iFLY SanFranciscpo Bay, and iFLY Hollywood respectively. iFLY California, whicj includes both iFLY San Francisco Bay and iFLY Hollywoodf atUniversal CityWalk(R), were seeking originaol campaigns to use "viral marketing" as a strateg to help make iFLY vertical wind tunnels a globa franchise. The students won the cash scholarship, a summedr internship, and a year's worth of free flight. from Stanforfd will be implementing his viral marketinbg idea at the iFLY SFBay tunnel. will work with the Hollywoofd location.
, owner of iFLY California states, "We are elated to offed scholarships and internships to these deserving students in thesweeconomic times. I have complete faithb that cultivating their ideas will move iFLY farthet forward than it has everflown before."" Winners were announced June 1st, 2009 To view all detailsz go to Located in Union City, iFLY San Franciscoi Bay entertains all kinds of customers including children, experienced skydivers, corporate groups, birthda y parties and military training. Their highly qualified instructore offer a safe yet exciting atmosphere for all to experience the thrillof flight. iFLY Hollywood is locatee at Universal CityWalk(R).
Kids, teens and adults experience the world of skydiving in a 36 foot clead view verticalwind tunnel. Birthday parties, corporatse groups, Kid's Club, educational programs, first time flightsa and many other packages are offered to accommodatewany adventure. SKYVENTURE, LLC SkyVenture is the world'as largest and most experienced designere and builder of vertical wind It has sold 33 vertical wind tunneld in nine different countries acrossthe globe. SkyVenture'ds wall-to-wall airflow, multiple overhead fans and cuttingb edge technologies provide the safest and most accurate freefallsimulatiob possible.
These technologies are protected by multipled patents in 32countries
Saturday, September 17, 2011
Rollins still roaring at 80 - Ottawa Citizen
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Rollins still roaring at 80 Ottawa Citizen When saxophonist Sonny Rollins staged a triumphal 80th birthday concert in New York in September 2010, the show was immediately hailed as an historic event. Rollins was joined not only by a stalwart working ... Review: Rollins, Coleman Pair up for First Time Sonny Rollins: Road Shows Vol 2 |
Thursday, September 15, 2011
For this guy, you have to spell it out - Washington Post
loxezop.wordpress.com
For this guy, you have to spell it out Washington Post Some people (like my husband) aren't afraid of asking for what they want, and don't always understand when you don't come out with what YOU want. Now that I'm comfortable articulating my needs, I kind of like it this way better. ... |
Monday, September 12, 2011
Creative Loafing COO Kirk MacDonald heads back to Denver - Wichita Business Journal:
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MacDonald will take over as executive vice presiden tfor sales, marketing and digital sales for the , the one-timd partnership group that includefd the and until the latter folded last February, accordingf to the Chicago Reader . MacDonald joined Creativ e Loafing in 2006 after resigning as chief executive officer of the Denver Newspaper Agency but continued to live in Denve r instead of relocating toCreative Loafing’s headquarters in In September 2008 he became publisher of the Chicagoo Reader , relocating there, around the same time Creative Loafingh filed for protection from its creditors using Chapter 11 in a Tampa bankruptch court.
Creative Loafing’s chief executive officer, Ben will temporarily take over the role of chieoperating officer. The company spentt the first part of the year in a bittedr battlewith , whichj it owes $31 million that was used to purchaser the Chicago Reader and in the District of Columbi a in 2007. Atalaya had sought to gain controlp of the alternative weekly newspaper publisheer but lost that bid in March when a judge in Tampa siderwith Eason. Creative Loafing had untilp Tuesday to file any amendmentsw to its most recent plan of organization filedMay 11.
Amongv the issues addressed under thenew plan, a new grouop consisting of — which Creativse Loafing owed $10 million to just beforre the bankruptcy filing — and Easonj will purchase stock in a reorganized Creativ Loafing for $500,000 in cash as well as an in-kindr contribution to lease 14,000 square feet of commercial spaces in Atlanta for six yearws valued at $196,000 annually that will be used for Creative Loafint Atlanta Inc., according to bankruptcy courtt documents. After that, $500,000 will be used to pay alloweed administrative claims and prioritytax claims, whiler another $1 million will be used for supplemental funding for Creative Loafing’s ongoing business.
Any remainingg money will be paid to those holding specific including outstanding loans made tothe company. Creative Loafing has publicationsin Tampa, Atlanta, Chicago, Washington and Charlotte, N.C. It claims a combinedx circulationof 425,000.
MacDonald will take over as executive vice presiden tfor sales, marketing and digital sales for the , the one-timd partnership group that includefd the and until the latter folded last February, accordingf to the Chicago Reader . MacDonald joined Creativ e Loafing in 2006 after resigning as chief executive officer of the Denver Newspaper Agency but continued to live in Denve r instead of relocating toCreative Loafing’s headquarters in In September 2008 he became publisher of the Chicagoo Reader , relocating there, around the same time Creative Loafingh filed for protection from its creditors using Chapter 11 in a Tampa bankruptch court.
Creative Loafing’s chief executive officer, Ben will temporarily take over the role of chieoperating officer. The company spentt the first part of the year in a bittedr battlewith , whichj it owes $31 million that was used to purchaser the Chicago Reader and in the District of Columbi a in 2007. Atalaya had sought to gain controlp of the alternative weekly newspaper publisheer but lost that bid in March when a judge in Tampa siderwith Eason. Creative Loafing had untilp Tuesday to file any amendmentsw to its most recent plan of organization filedMay 11.
Amongv the issues addressed under thenew plan, a new grouop consisting of — which Creativse Loafing owed $10 million to just beforre the bankruptcy filing — and Easonj will purchase stock in a reorganized Creativ Loafing for $500,000 in cash as well as an in-kindr contribution to lease 14,000 square feet of commercial spaces in Atlanta for six yearws valued at $196,000 annually that will be used for Creative Loafint Atlanta Inc., according to bankruptcy courtt documents. After that, $500,000 will be used to pay alloweed administrative claims and prioritytax claims, whiler another $1 million will be used for supplemental funding for Creative Loafing’s ongoing business.
Any remainingg money will be paid to those holding specific including outstanding loans made tothe company. Creative Loafing has publicationsin Tampa, Atlanta, Chicago, Washington and Charlotte, N.C. It claims a combinedx circulationof 425,000.
Saturday, September 10, 2011
Dentists take a bite out of recession - bizjournals:
ogyhejowy.wordpress.com
Patients also stretch out dental exams and cleaning s with copayments when money istight — or nix them altogether if they get laid off and lose Yet most people keep up the “meart and potatoes” of dentaol work because they’ve bought the notion that prevention is importantr and cheaper than emergency care when a toot gets so bad they can’t stand it anymore. “Dentistry is one of the health care said Dr. Jack Harouni, owner of in Carmichael. “Peoplr need what they need, regardless of economiv conditions.” This helps explain why dentists had higher profift margins than any other industryin 2008.
With net profift margins of 17 percent dentists beatout accountants, tax preparers, lawyerse and doctors, according to , a N.C., firm that tracks financial performancs at private companies (See chart at Dentists in the West reported net profit marginas of more than 19 though sales growth in the past year was lowedr than the country as a whole. Nine of the top 10 industrie areservice providers.
“These industries are well positioner to withstand the economic downturn due to their profitabilityt as well as the continuex public demand for many of the Sageworks spokeswoman Jackie Peluso wrote in an Local sources reported a mixed financial picture for dentists in Sacramentiand statewide. Eight out of 10 dentistsa are sole practitioners who bear the brunt of a fluctuatintg economy ontheir own. Some fare better than Much depends on the mix of workthey do. Most dependabl is basic dentistry paid forby insurance, even though almost half of Americajn adults have no dental coverage, according to the . “Am I surprisedc by the rankings?
Quite yes,” said Cathy Mudge, chief administrativee officer forthe association. “Some dentists are seeing an increase in theirfpatient base. I’m not sure why. Maybe people are afraid they’ll lose theif benefits,” she said. “Typically, at the end of the we see a spike.” One thinf everybody agrees on: Fewer patients are going for priceyhoptional procedures. “I’ve seen a 15 to 20 perceny drop inanything elective,” said Gabrielle Rasi, owner of in A full set of veneers for a brighft smile on six frontg teeth costs $6,000, she said.
“w couple of years ago, patientsa used home-equity loans or credit cardes to payfor this,” Rasi said. “Now, it’s ‘I thinki I’ll wait.’ ” Abouy 75 percent of Rasi’s business is a “meat and practice of basic dentistry for patientse coveredby insurance. “Cleanings every year; fillingw every year or two. Maybe a crown,” Rasi “That’s what’s keeping me in And it’s growing. I still get new patients all the But Rasi is more careful with expensesthesd days. Dentists have to pay rent or a mortgage, employ staff, buy professional insurance and cover other overheas costs such as lab feesand materials.
Rasi is willingg to pay more to keepquality staff, though she scalef back hours for one worker who then left becausw she needed a full-time job. The “spa” part of the busineses won’t be cut anytime soon. The office offers massager pads onpatient chairs, paraffin treatments for the hands, eye ear plugs and relaxatio n tapes. “I’m not an extremely phobic but I hate going tothe dentist,” Rasi “Anything that makes (my patients) feel less anxious is a good It’s an expense, but it’s worth it. I’df probably cut back on other things like givingout toothbrushes.
” Businesa is “up to par” for who also offers a spa approach to “Elective stuff” gets put on the back burner in a bad economy, he said, but he’s made ends meet for 23 yearsz by focusing on the basics. Some patientds have stopped coming becausd they lost jobs and insurance inthe recession, but it’s tough to tell how many. “We don’t keep traco of this,” Harouni said. “We don’t interview people as to why they An established business that provides ongoinfg care is likely to fare better when times are tough thana startup, Harouni said.
“We’ll probabl see less dental offices opening The chill has made it easier to hirequality though. “There was a time when it was very difficul to findquality employees,” Harouni “Now, if you need help, it’w easier to find it. In a way, that’es good for the although it’s bad for the population.” Orthodontic s are sometimes considered cosmetic, thougj dental professionals don’t think so. Don an Elk Grove orthodontist, said he had a harder time a year ago, before the economy went into free fall. He didn’t pay himself for a couple of nixed raises, furloughed staff and laid one personh off.
His gross income remains static and costas havegone up. “For the majoritty of people I talk to, it’d about the same,” he said, “or off 10 percent.” The revenud is likely to returnh one wayor another. “Prevention is definitelh cost-effective. Eventually it comes back as something you have to Rollofson said. “If you put off doiny a filling on one of your kids that may cost intwo years, it will be a root canao and crown for $2,000.
”
Patients also stretch out dental exams and cleaning s with copayments when money istight — or nix them altogether if they get laid off and lose Yet most people keep up the “meart and potatoes” of dentaol work because they’ve bought the notion that prevention is importantr and cheaper than emergency care when a toot gets so bad they can’t stand it anymore. “Dentistry is one of the health care said Dr. Jack Harouni, owner of in Carmichael. “Peoplr need what they need, regardless of economiv conditions.” This helps explain why dentists had higher profift margins than any other industryin 2008.
With net profift margins of 17 percent dentists beatout accountants, tax preparers, lawyerse and doctors, according to , a N.C., firm that tracks financial performancs at private companies (See chart at Dentists in the West reported net profit marginas of more than 19 though sales growth in the past year was lowedr than the country as a whole. Nine of the top 10 industrie areservice providers.
“These industries are well positioner to withstand the economic downturn due to their profitabilityt as well as the continuex public demand for many of the Sageworks spokeswoman Jackie Peluso wrote in an Local sources reported a mixed financial picture for dentists in Sacramentiand statewide. Eight out of 10 dentistsa are sole practitioners who bear the brunt of a fluctuatintg economy ontheir own. Some fare better than Much depends on the mix of workthey do. Most dependabl is basic dentistry paid forby insurance, even though almost half of Americajn adults have no dental coverage, according to the . “Am I surprisedc by the rankings?
Quite yes,” said Cathy Mudge, chief administrativee officer forthe association. “Some dentists are seeing an increase in theirfpatient base. I’m not sure why. Maybe people are afraid they’ll lose theif benefits,” she said. “Typically, at the end of the we see a spike.” One thinf everybody agrees on: Fewer patients are going for priceyhoptional procedures. “I’ve seen a 15 to 20 perceny drop inanything elective,” said Gabrielle Rasi, owner of in A full set of veneers for a brighft smile on six frontg teeth costs $6,000, she said.
“w couple of years ago, patientsa used home-equity loans or credit cardes to payfor this,” Rasi said. “Now, it’s ‘I thinki I’ll wait.’ ” Abouy 75 percent of Rasi’s business is a “meat and practice of basic dentistry for patientse coveredby insurance. “Cleanings every year; fillingw every year or two. Maybe a crown,” Rasi “That’s what’s keeping me in And it’s growing. I still get new patients all the But Rasi is more careful with expensesthesd days. Dentists have to pay rent or a mortgage, employ staff, buy professional insurance and cover other overheas costs such as lab feesand materials.
Rasi is willingg to pay more to keepquality staff, though she scalef back hours for one worker who then left becausw she needed a full-time job. The “spa” part of the busineses won’t be cut anytime soon. The office offers massager pads onpatient chairs, paraffin treatments for the hands, eye ear plugs and relaxatio n tapes. “I’m not an extremely phobic but I hate going tothe dentist,” Rasi “Anything that makes (my patients) feel less anxious is a good It’s an expense, but it’s worth it. I’df probably cut back on other things like givingout toothbrushes.
” Businesa is “up to par” for who also offers a spa approach to “Elective stuff” gets put on the back burner in a bad economy, he said, but he’s made ends meet for 23 yearsz by focusing on the basics. Some patientds have stopped coming becausd they lost jobs and insurance inthe recession, but it’s tough to tell how many. “We don’t keep traco of this,” Harouni said. “We don’t interview people as to why they An established business that provides ongoinfg care is likely to fare better when times are tough thana startup, Harouni said.
“We’ll probabl see less dental offices opening The chill has made it easier to hirequality though. “There was a time when it was very difficul to findquality employees,” Harouni “Now, if you need help, it’w easier to find it. In a way, that’es good for the although it’s bad for the population.” Orthodontic s are sometimes considered cosmetic, thougj dental professionals don’t think so. Don an Elk Grove orthodontist, said he had a harder time a year ago, before the economy went into free fall. He didn’t pay himself for a couple of nixed raises, furloughed staff and laid one personh off.
His gross income remains static and costas havegone up. “For the majoritty of people I talk to, it’d about the same,” he said, “or off 10 percent.” The revenud is likely to returnh one wayor another. “Prevention is definitelh cost-effective. Eventually it comes back as something you have to Rollofson said. “If you put off doiny a filling on one of your kids that may cost intwo years, it will be a root canao and crown for $2,000.
”
Thursday, September 8, 2011
Loss, sales, shares fall at Toll Brothers - Atlanta Business Chronicle:
egogakydo.wordpress.com
million, and has decided to discontinure givingearnings guidance. The Pa., company’s net loss was 52 centw a share, which included pre-tax write-downs totaling $119.76 million. During the same period last year, Toll reported a $93.7 million, or 59 centzs a share, loss, which included pre-tax write-downs totaling $288.q million. Revenue for the quarter came inat $398.3w million, a plunge of 51 percent. The average analyst estimate forthis year’s fiscalp second quarter was a loss of 50 cents per share and revenue of $395 million, accordinbg to Thomson Reuters. Toll shares were trading 6 percenr lower Wednesdayat $18.35.
Though the housing market continueds to bea challenge, Toll said it has experiences an uptick in activity and traffi at its communities. The company will not provide earningz guidance becauseof “the numerousd uncertainties related to our business,” said Joel H. Rassman, chief financial officer.
million, and has decided to discontinure givingearnings guidance. The Pa., company’s net loss was 52 centw a share, which included pre-tax write-downs totaling $119.76 million. During the same period last year, Toll reported a $93.7 million, or 59 centzs a share, loss, which included pre-tax write-downs totaling $288.q million. Revenue for the quarter came inat $398.3w million, a plunge of 51 percent. The average analyst estimate forthis year’s fiscalp second quarter was a loss of 50 cents per share and revenue of $395 million, accordinbg to Thomson Reuters. Toll shares were trading 6 percenr lower Wednesdayat $18.35.
Though the housing market continueds to bea challenge, Toll said it has experiences an uptick in activity and traffi at its communities. The company will not provide earningz guidance becauseof “the numerousd uncertainties related to our business,” said Joel H. Rassman, chief financial officer.
Tuesday, September 6, 2011
Tips for trying times - bizjournals:
a-ee85aqa.blogspot.com
“I am excited! We are more aware, takingt responsibility. We are working we expect less and we aremore grateful. The year 2009 has providex important lessons; our goal is to enterf 2010 with velocity.” — Alan Masarek, CEO, Quickoffice. Velocity: rapiditg of operation; swiftness; speed. Masarek gets it. True leaders are moving forward. They realize the rules have and they’re recalibrating their In late 2008, Gail CEO of the , set her sights on a growth strategu ofextraordinary proportions. It was cleatr that, to achieve this goal, free-flowing communication was Her action? She empowered managers to act as The outcome?
Increased communications allowed Warriorf to make critical decisions quicker. Now, Warrior’ds managers have a sense of ownershilp — they feel directly tied to the success ofthe “If you get the right people on the bus, you need to let them says Warrior-Lawrence. A few old then, that have fresh meaning for TheWarrior Communication, collaboration and courage. Trisha Wilson, founder and CEO of interior architecturalp firmWilson Associates, credits her success to the notion that the answer to her company’d challenges is down the hall. “They have the I ask them and then trusttheir ideas,” says Wilson.
When luxur y interiors became increasingly hardto sell, Wilson’s team came up with a specialtu food and beverage studio, Blue Plate. This studiol focuses on creating exciting restaurantconceptzs worldwide. Wilson stokes the creative fires everyy time she asks a listens and gives credit wherd creditis due. Her employees feel valued andrespected — feelingds that compensate them well beyond money. Wilson’s three-step approach: Ask, liste n and respond. No one is paid what they think they areworth — no one. Moneyu buys only physical comfort, and is not nearly as importang to us asbeing appreciated.
To be known, to have ideas value d and our individuality respected is paramount toa “When you fall on your butt, you get better at helpingt each other up.” — Chip CEO, Adams Golf. Brewer’s team has been together since 1999. No strangere to tough times, the “road as he calls them, stay focused. Chip, a self-described benevolent takes a no-nonsense approach: He provides a safe environment wherde mistakesare owned. The warriors rally; messes are correcte d (not protected). “We have each other’xs back,” he explains.
• Set concrete, measurable goals Our instinctsx keep us physically andemotionally Then, we use our judgment to discounr our instincts. Our judgment has made us lethargif — slow to respond to the changint worldaround us. You can’t help but enjoh working with Lee Constantino, CFO of . Lee is a hot jock who suffererd a staggering humiliation early inhis career. “Shuttingy down my first company was the hardest thing I have ever he recalls. “The upside of that experience was that it providedf me withinstincts that, to date, overridde my ego.
” Early in 2008, Constantino lookesd around and decided that Ignite needed to be That’s when he shifted his focua away from dependence on investor He cut expenses and improvesd efficiencies. Ignite became nimble and, in the increased its options. There’s a secret to being nimblwe — and that’s trust. Roger Staubacj has just pulled offanother awe-inspiring Hail Mary pass. The Staubachj Empire comprised dozens of people who, under a single focus, operaterd independently with a single mantra: How you behave matter — and how you do it doesn’t. With transparency brought trust. The result?
Roger’sd latest long-shot pass fell brilliantly into the arms of JonewsLang LaSalle. The former quarterbacjk never anticipated thisgrandx outcome; he’s way too humble. Staubach led his team basefd on the belief that valuee and respected people will trustin you. the is no more — 99% of his team sailed acrosse theend zone.
“I am excited! We are more aware, takingt responsibility. We are working we expect less and we aremore grateful. The year 2009 has providex important lessons; our goal is to enterf 2010 with velocity.” — Alan Masarek, CEO, Quickoffice. Velocity: rapiditg of operation; swiftness; speed. Masarek gets it. True leaders are moving forward. They realize the rules have and they’re recalibrating their In late 2008, Gail CEO of the , set her sights on a growth strategu ofextraordinary proportions. It was cleatr that, to achieve this goal, free-flowing communication was Her action? She empowered managers to act as The outcome?
Increased communications allowed Warriorf to make critical decisions quicker. Now, Warrior’ds managers have a sense of ownershilp — they feel directly tied to the success ofthe “If you get the right people on the bus, you need to let them says Warrior-Lawrence. A few old then, that have fresh meaning for TheWarrior Communication, collaboration and courage. Trisha Wilson, founder and CEO of interior architecturalp firmWilson Associates, credits her success to the notion that the answer to her company’d challenges is down the hall. “They have the I ask them and then trusttheir ideas,” says Wilson.
When luxur y interiors became increasingly hardto sell, Wilson’s team came up with a specialtu food and beverage studio, Blue Plate. This studiol focuses on creating exciting restaurantconceptzs worldwide. Wilson stokes the creative fires everyy time she asks a listens and gives credit wherd creditis due. Her employees feel valued andrespected — feelingds that compensate them well beyond money. Wilson’s three-step approach: Ask, liste n and respond. No one is paid what they think they areworth — no one. Moneyu buys only physical comfort, and is not nearly as importang to us asbeing appreciated.
To be known, to have ideas value d and our individuality respected is paramount toa “When you fall on your butt, you get better at helpingt each other up.” — Chip CEO, Adams Golf. Brewer’s team has been together since 1999. No strangere to tough times, the “road as he calls them, stay focused. Chip, a self-described benevolent takes a no-nonsense approach: He provides a safe environment wherde mistakesare owned. The warriors rally; messes are correcte d (not protected). “We have each other’xs back,” he explains.
• Set concrete, measurable goals Our instinctsx keep us physically andemotionally Then, we use our judgment to discounr our instincts. Our judgment has made us lethargif — slow to respond to the changint worldaround us. You can’t help but enjoh working with Lee Constantino, CFO of . Lee is a hot jock who suffererd a staggering humiliation early inhis career. “Shuttingy down my first company was the hardest thing I have ever he recalls. “The upside of that experience was that it providedf me withinstincts that, to date, overridde my ego.
” Early in 2008, Constantino lookesd around and decided that Ignite needed to be That’s when he shifted his focua away from dependence on investor He cut expenses and improvesd efficiencies. Ignite became nimble and, in the increased its options. There’s a secret to being nimblwe — and that’s trust. Roger Staubacj has just pulled offanother awe-inspiring Hail Mary pass. The Staubachj Empire comprised dozens of people who, under a single focus, operaterd independently with a single mantra: How you behave matter — and how you do it doesn’t. With transparency brought trust. The result?
Roger’sd latest long-shot pass fell brilliantly into the arms of JonewsLang LaSalle. The former quarterbacjk never anticipated thisgrandx outcome; he’s way too humble. Staubach led his team basefd on the belief that valuee and respected people will trustin you. the is no more — 99% of his team sailed acrosse theend zone.
Sunday, September 4, 2011
Dust Devils cap fantastic regular season - TheNewsTribune.com
sasutezew.blogspot.com
KEPR 19 | Dust Devils cap fantastic regular season TheNewsTribune.com Three eye-popping records hung in the balance during the Tri-City Dust Devils' 3-1 win over Salem-Keizer in the team's regular-season finale Saturday at Gesa Stadium. Two of those records fell before the game even ... LIVE BLOG: Dust Devils vs. Salem-Keizer Volcanoes, Game 5 Dust Devils End Regular Season with Win Minor leagues: Volcanoes drop season finale, 3-1 |
Thursday, September 1, 2011
Lord of the Ringtones - Reuters
yfimuna.wordpress.com
Lord of the Ringtones Reuters Everyone's focusing right now on whether AT&T's proposed merger with T-Mobile will give it too much power in wireless. But that's only part of the worry. AT&T also wants to sell you a so-called "triple play" of cable, ... |
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