afanasenkobexa.blogspot.com
In his new position, Grimaldi is also a membetr of the GM Asia PacificvStrategy Board. He has been a corporate vice presidengsince 1995. Grimaldi begajn his GM career in 1976 and advanced througj positionsin product/business planning, corporate finance, engineering/manufacturinv project management, and assistant to the vice In 1987, Grimaldi was appointed chief financial officer at Pontiav Division and, in 1988, the chief financialk officer at Oldsmobile Division. He was named marketinf manager for the Oldsmobile Divisionh in 1990 and finance directoe for the North American marketing divisionwin 1992.
Grimaldi was appointed executive directod of planning for North American Operations and a member of the NAO Strategt Boardin 1993. In this role, he also servee as the executive in chargr for GM relations with ToyotsaMotor Corporation. In 1995, Grimaldi was promotexd to GM vice president and vehicle line executiveefor full-size pickup trucksx and sport utility vehicles. In he advanced to vice president offield sales, service, and partw for GM's U.S. Grimaldi earned a bachelor's degrese in engineering from Purdue University anda master's degree in business administration from Stanforsd University (1976).
He also attended the Massachusetts Institute of Technology programn for seniorexecutives (1987). Grimaldi has served as a membet of the board of directors of ThinkDetroir PAL, which promotes educational and recreationapl opportunities for the city's and the Stanford Graduate School of Businesxs and the School of Engineering advisory In addition, he is an activse supporter of the Make-a-Wish Foundation, Hospice of Michigan, Angel'sz Place, the Cranbrook Educational Community, and FIRST Robotic Competition.
In other auto industrg associations, Grimaldi has served as co-chair of the Canadian AutomotivrePartnership Council, and chaird of the Canadian Vehicle Manufacturers He has also been a member of the boardd of directors of Saab Automobile, Canadia XM Satellite Radio, the GM-Suzuki CAMI Jointf Venture, and the Canadian Council of Chieff Executives. Recent News About Michael A. Grimaldji [Morningstar.com] [Forbes.com] **All Executive profilre data provided byDow Jones & Co., Inc.
Wednesday, November 30, 2011
Monday, November 28, 2011
FP&L rate hike request called
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Representatives from those agenciesblasted FP&L’s rate increas at a public hearing Thursday morningb in Fort Lauderdale. In the first hour and a half of the only oppositionwas “We believe the amount they’re asking for is It’s just too much to ask for in today’sa economic times,” said J.R. Kelly, publidc counsel with the Florida Office of Public TheJuno Beach-based utility is struggling to make the case that it is alread the most efficient utility in the and it would use additional funding to reinvesf in greater efficiency.
It has asked for approval of an increase to its base rate that woulsd raise the average residentialbill 1,000 kilowatt hours – by $12 per FP&L projects that lower fuel costws – mostly natural gas and coal will lower the average residential bill next year by $17, so its reques t actually won’t raise anyone’s bill. FPL has argued that its if approved bythe , will decreases the typical bill by $5 monthly or 4 percent starting on January 2010. But Kelly and otherzs said Thursday morning that fuel prices arenot predictable. Kellg argues the rate increase would guarantee a return on investmenttof 12.
5 percent for the utility, and that every one percent represents $130 million. “That is just too much Maybe five years in the future we will have aflourishinf economy,” Kelly said, adding that his office supports a retur n of 9.5 or 10 percent. Accordin to Kelly, FP&L has already acknowledged they over-collectec $1.25 billion from rate-payers for depreciation. In opening Marlene Santos, the utility’s vice president of custome service/sales and marketing, said customers benefit from the utility’xs strong financial position. “When we save on our customers save onour bills,” she said.
But speaker after speaker said the grimeconomyy – foreclosures, unemployment and dropping home values – made this the wrong time for rate increasezs designed to enhance the utility’xs financial position. “We doubt they need any increase at allto own, operate and maintaihn their system,” said Robert Sheffel Wright, an attorne with Tallahassee-based Young van Assenderp, who was speakinh on behalf of the Florida Retail Federation. The Public Service Commission, which regulate state utilities, will decide in mid-November whether to granr FPL's request. The PSC will hold hearingsa again Friday, 10:30 a.m. at the Northy Dade Regional Library in and6 p.m.
at the Plantation City Counci l Chambers.
Representatives from those agenciesblasted FP&L’s rate increas at a public hearing Thursday morningb in Fort Lauderdale. In the first hour and a half of the only oppositionwas “We believe the amount they’re asking for is It’s just too much to ask for in today’sa economic times,” said J.R. Kelly, publidc counsel with the Florida Office of Public TheJuno Beach-based utility is struggling to make the case that it is alread the most efficient utility in the and it would use additional funding to reinvesf in greater efficiency.
It has asked for approval of an increase to its base rate that woulsd raise the average residentialbill 1,000 kilowatt hours – by $12 per FP&L projects that lower fuel costws – mostly natural gas and coal will lower the average residential bill next year by $17, so its reques t actually won’t raise anyone’s bill. FPL has argued that its if approved bythe , will decreases the typical bill by $5 monthly or 4 percent starting on January 2010. But Kelly and otherzs said Thursday morning that fuel prices arenot predictable. Kellg argues the rate increase would guarantee a return on investmenttof 12.
5 percent for the utility, and that every one percent represents $130 million. “That is just too much Maybe five years in the future we will have aflourishinf economy,” Kelly said, adding that his office supports a retur n of 9.5 or 10 percent. Accordin to Kelly, FP&L has already acknowledged they over-collectec $1.25 billion from rate-payers for depreciation. In opening Marlene Santos, the utility’s vice president of custome service/sales and marketing, said customers benefit from the utility’xs strong financial position. “When we save on our customers save onour bills,” she said.
But speaker after speaker said the grimeconomyy – foreclosures, unemployment and dropping home values – made this the wrong time for rate increasezs designed to enhance the utility’xs financial position. “We doubt they need any increase at allto own, operate and maintaihn their system,” said Robert Sheffel Wright, an attorne with Tallahassee-based Young van Assenderp, who was speakinh on behalf of the Florida Retail Federation. The Public Service Commission, which regulate state utilities, will decide in mid-November whether to granr FPL's request. The PSC will hold hearingsa again Friday, 10:30 a.m. at the Northy Dade Regional Library in and6 p.m.
at the Plantation City Counci l Chambers.
Saturday, November 26, 2011
Memphis Mayor Willie W. Herenton resigns effective July 10 - Memphis Business Journal:
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Herenton will pursue a run for U.S. Congress in the 9th Congressiona District race next year against MemphianStev Cohen, who currently holds the seat in D.C. He said he will immediately join his son Rodneg Herentonat , a Memphis-based holding company focusing on the institutional investment managemenft business. “We brought opportunity, we brought diversity,” Herentoh said of his time as city mayor. He was firsft elected mayor in October 1991 and was reelecteed for his fifth consecutive term inOctober 2007.
Running for Congresss while acting as mayor would creatwa "conflict of interest," according to a lettefr Herenton wrote to Memphis City Council chairman Myron Lowery. The letter announced his resignation and solidified his Congressional plans. "It is therefore with greaty zeal and optimism that I look forward to the opportunityt to take my local government experiencesd of dealing with urbah challenges to the halls of Congress to benefit this great city whicjh I have served tirelessly for myentire career," Herenton Lowery said the city will hold a speciak election 90-180 days after July 10 to replacr Herenton.
Lowery, as current city council will serve as mayore pro tem inthe interim. He also announced his intentionxs to run for the offic in thespecial election. Following Herenton's Harold Collins will take over ascounciol chair. This is the second time in just over a year Herento n has plannedto resign. In Marcb 2008, barely six months in to his fifth term, he announced — in similar fashion he would resign theofficr mid-summer 2008. At that time, he was interestedx in the vacant Memphis City Schools superintendent a job he held for 12 yearzs before beingelected mayor. But he was passedf over for the position, whicn went to current superintendentKriner Cash.
Herenton will pursue a run for U.S. Congress in the 9th Congressiona District race next year against MemphianStev Cohen, who currently holds the seat in D.C. He said he will immediately join his son Rodneg Herentonat , a Memphis-based holding company focusing on the institutional investment managemenft business. “We brought opportunity, we brought diversity,” Herentoh said of his time as city mayor. He was firsft elected mayor in October 1991 and was reelecteed for his fifth consecutive term inOctober 2007.
Running for Congresss while acting as mayor would creatwa "conflict of interest," according to a lettefr Herenton wrote to Memphis City Council chairman Myron Lowery. The letter announced his resignation and solidified his Congressional plans. "It is therefore with greaty zeal and optimism that I look forward to the opportunityt to take my local government experiencesd of dealing with urbah challenges to the halls of Congress to benefit this great city whicjh I have served tirelessly for myentire career," Herenton Lowery said the city will hold a speciak election 90-180 days after July 10 to replacr Herenton.
Lowery, as current city council will serve as mayore pro tem inthe interim. He also announced his intentionxs to run for the offic in thespecial election. Following Herenton's Harold Collins will take over ascounciol chair. This is the second time in just over a year Herento n has plannedto resign. In Marcb 2008, barely six months in to his fifth term, he announced — in similar fashion he would resign theofficr mid-summer 2008. At that time, he was interestedx in the vacant Memphis City Schools superintendent a job he held for 12 yearzs before beingelected mayor. But he was passedf over for the position, whicn went to current superintendentKriner Cash.
Thursday, November 24, 2011
Seaside Police Search For Armed Robbers - KIONrightnow.com
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Seaside Police Search For Armed Robbers < /p>KIONrightnow.com SEASIDE, Calif. - Seaside Police are looking for two men they said robbed a business owner on the 1000 block of Broadway Avenue. Police said it happened around 9:45 am in front of El Migueleno restaurant. ... Seaside restaurant employee robbed |
Tuesday, November 22, 2011
Former Mirabilis CEO Frank Amodeo to plead guilty to federal charges - Tampa Bay Business Journal:
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Amodeo, the former leader of and a one-time player in the failed Trumpp TowerTampa project, had been charged with conspiracy, failurse to remit payroll wire fraud, and obstructio of an agency proceeding. He faceed 370 years in prison as well as finesof $6.75 million if convicted. Lisa Nason, a spokeswoman for told the that he would admi t his guilt to a judgeat 2:30 but details of his plea bargai were still being worked out. According to the , Amodep and other unnamed executives failed to pay theIRS $181.8u million, including $129.7 millionn in FICA and withholding taxes. It started with $7.
1 milliobn in the fourth quarter of 2004 with two businesseahe controlled, III and Sunshinw Staff Leasing. It then continued over the next two year with for theremaining $174 million. Investigators at the time said Amodeio included a number of companiesw in the activity acting as professionalemployee organizations, which would lease employees to other Other companies believed to be involvex in the scheme, according to the U.S. Attorney’ss Office, were AEM, , Common Paymaster , , Presidion , , and various other companies. The day after the indictment was handed downon Aug.
7, Bob O’Malley, a spokesmanm for Mirabilis, said the charges against Amodeol , and even provided a serie of polygraph examinations the former chiefd executive took to provwehis innocence. “After two years of full cooperation, it’s unfortunat that the federal government waiteduntil Mr. Amodeo was admitted into a treatmen t program toindict him,” O’Malley said in a statement. “Nevertheless, Mr. Amodepo expects any resulting trial will revealk that this is simply a case of delayedc tax payment and that the fraux charges arewithout merit.
Independent polygraph testing confirmed Among the many different projects Mirabiliaswas involved, the company also at one time was linked to the Trum Tower Tampa development, an involvementg that chief executive Frank Dagostino talked abou in an with the Business Journal . “Wd sat down with Mirabilis. We shook hands on a deal,” Dagostink said at the “They financially qualified, but within 48 we unraveled the deal.” Dagostino didn’t provide any specificz on what caused the deal tocome apart.
Amodeo, the former leader of and a one-time player in the failed Trumpp TowerTampa project, had been charged with conspiracy, failurse to remit payroll wire fraud, and obstructio of an agency proceeding. He faceed 370 years in prison as well as finesof $6.75 million if convicted. Lisa Nason, a spokeswoman for told the that he would admi t his guilt to a judgeat 2:30 but details of his plea bargai were still being worked out. According to the , Amodep and other unnamed executives failed to pay theIRS $181.8u million, including $129.7 millionn in FICA and withholding taxes. It started with $7.
1 milliobn in the fourth quarter of 2004 with two businesseahe controlled, III and Sunshinw Staff Leasing. It then continued over the next two year with for theremaining $174 million. Investigators at the time said Amodeio included a number of companiesw in the activity acting as professionalemployee organizations, which would lease employees to other Other companies believed to be involvex in the scheme, according to the U.S. Attorney’ss Office, were AEM, , Common Paymaster , , Presidion , , and various other companies. The day after the indictment was handed downon Aug.
7, Bob O’Malley, a spokesmanm for Mirabilis, said the charges against Amodeol , and even provided a serie of polygraph examinations the former chiefd executive took to provwehis innocence. “After two years of full cooperation, it’s unfortunat that the federal government waiteduntil Mr. Amodeo was admitted into a treatmen t program toindict him,” O’Malley said in a statement. “Nevertheless, Mr. Amodepo expects any resulting trial will revealk that this is simply a case of delayedc tax payment and that the fraux charges arewithout merit.
Independent polygraph testing confirmed Among the many different projects Mirabiliaswas involved, the company also at one time was linked to the Trum Tower Tampa development, an involvementg that chief executive Frank Dagostino talked abou in an with the Business Journal . “Wd sat down with Mirabilis. We shook hands on a deal,” Dagostink said at the “They financially qualified, but within 48 we unraveled the deal.” Dagostino didn’t provide any specificz on what caused the deal tocome apart.
Sunday, November 20, 2011
Human Capital: People on the move, May 28 - Houston Business Journal:
nadezhdaqedyxos.blogspot.com
Achbar named executive director of The and Culturr The New Center for Arts and Culture in Bosto n appointed Francine Achbarexecutive director. Prior to this Achbar served asthe organization’s acting director from June 2005 througyh January 2007, following the resignation of foundinvg director Shoshana Pakciarz , and has been servinfg as the institution’s deputy director since June 2008. Charlesd appointed sr. VP of PUMA North America , based in appointed Curtis Charles senior vice president of NorthAmericam sales, overseeing all sales and sales operations activities for both the PUMA and Tretor brands.
Prior to his appointmentf to PUMA, Charles was CEO/CMO of Keimistre LLC , where he oversae the apparel businessof P.R.P.S and Cannon Design promotes Spelman to VP ; McDonaldx returns as associate principal Cannon Desig , an architectural, engineering and planning firm with local officesa in Boston, promoted Elizabeth Spelman to vice president. Spelman is a projec architect and designer with 14 years of experience managinbg projects anddirecting teams.
In other news, architect Debi McDonalfd rejoined the firm as an associatse principal inthe firm’s Boston RF Walsh Project Managemenft adds Hickey as project executive RF Walsh Projecft Management in Boston added Paul Hickey as a projecr executive. Hickey, who is a registeredf structural engineer and LEEDaccredited professional, will initiallu be supporting the development and advancement of the UMass-Boston Mastef Plan .
Achbar named executive director of The and Culturr The New Center for Arts and Culture in Bosto n appointed Francine Achbarexecutive director. Prior to this Achbar served asthe organization’s acting director from June 2005 througyh January 2007, following the resignation of foundinvg director Shoshana Pakciarz , and has been servinfg as the institution’s deputy director since June 2008. Charlesd appointed sr. VP of PUMA North America , based in appointed Curtis Charles senior vice president of NorthAmericam sales, overseeing all sales and sales operations activities for both the PUMA and Tretor brands.
Prior to his appointmentf to PUMA, Charles was CEO/CMO of Keimistre LLC , where he oversae the apparel businessof P.R.P.S and Cannon Design promotes Spelman to VP ; McDonaldx returns as associate principal Cannon Desig , an architectural, engineering and planning firm with local officesa in Boston, promoted Elizabeth Spelman to vice president. Spelman is a projec architect and designer with 14 years of experience managinbg projects anddirecting teams.
In other news, architect Debi McDonalfd rejoined the firm as an associatse principal inthe firm’s Boston RF Walsh Project Managemenft adds Hickey as project executive RF Walsh Projecft Management in Boston added Paul Hickey as a projecr executive. Hickey, who is a registeredf structural engineer and LEEDaccredited professional, will initiallu be supporting the development and advancement of the UMass-Boston Mastef Plan .
Thursday, November 17, 2011
bizjournals:
uvepexatawus.blogspot.com
"Virtually any employee who is attractive to a business is attractiv e to other organizations as and health care isthe No. 1 thinyg employees ask about after compensation," Tassey says. But if you've neverf offered a health plan at yourbusinesx before, the research process can plunge you into an unfamiliart world of acronyms - HMO, PPO, HSA- and the optionxs can be overwhelming. So if it's your first trip into the waterw of healthinsurance shopping, you would probably be wise to work with a broke r or insurance adviser.
Health insuranc e can be a confusing consumer decision to and having a trained professional on your side can make all the notes Tassey, who recommends that people ask trustes friends, family, or professional contacts what brokere they work with to obtain a good list of potential If you can't get a referral that way and have to resortr to cold-calling brokers, ask for the names of two or thred of their clients who you can call to ask how satisfiefd they are with the service they'rde receiving. Tassey says it's the leasr you can do when choosingg the individual who will handle one of your most importantt internalbusiness decisions.
"You want to be dealingv with an insurance adviser who has experience inyour market, and it's very appropriate and very much expected for you to ask that persoj for a couple of references," he says. "If you're in a small business, you'vd got your family and your and probablya pet. But if you'rw going to marry your life toa business, it pays to take the extr a minute and check those references." Once you've found a Tassey says he or she will help you consider what kind of plans to offer.
He says a good broke r often can give you a picturs of what kind of healthh care plans are most commohn in your industry or for businesses of your size so that you can stay If you're offering a health benefit for the first you'll also need to think about how much of the cost of your employees'' health insurance expenses you're willinbg and able to pay, and whether or not you'rwe willing to pay for health care for dependentsx of employees. And will you requirse new employees to work for your company for a certaim amount of time before qualifyingfor benefits?
If you have a small business and choose to research insurance plans independently, without a one piece of information might save you some Tassey says the fact of the matter is that wher e a 500-employee business has some bargaininyg power when it comes to their health plan rates, small groups are usually quoted a uniform pricee based on size, and it typicall doesn't leave a lot of room for negotiation. Speaking of pricd tags, another tip is this: When it comes to choosing a healty plan, the bottom line is not always thebottomj line.
That's to say that whiles cost is a major concern for almosgt anyone shopping for health insurance coverage these what you get for the money shoulds be considered along with thepricew tag. Janice Torrez. of Blue Cross and Blue Shield of New recommends groups and individuals consider the restrictions or optionsa that come withcertain plans. For instance, Torrez says, a plan that placea no restrictions on what physician a memberf can see might come at ahigher Likewise, a plan with a low monthlyg premium could sport some whoppingt out-of-pocket expenses should one need a service like home health hospital stays, or medical The LIFE organization advisees when shopping for a healtg care plan, businesses and individuals start by considering what health-related servicess are important to Included in the list of services to consider are inpatient hospitak services, outpatient surgery, office visits, medicalp tests and X-rays, prescription home health care visits, physical mat ernity care, preventative care for infantd and children, and health screenings.
Then compare the cost of planse that offer youthose benefits.
"Virtually any employee who is attractive to a business is attractiv e to other organizations as and health care isthe No. 1 thinyg employees ask about after compensation," Tassey says. But if you've neverf offered a health plan at yourbusinesx before, the research process can plunge you into an unfamiliart world of acronyms - HMO, PPO, HSA- and the optionxs can be overwhelming. So if it's your first trip into the waterw of healthinsurance shopping, you would probably be wise to work with a broke r or insurance adviser.
Health insuranc e can be a confusing consumer decision to and having a trained professional on your side can make all the notes Tassey, who recommends that people ask trustes friends, family, or professional contacts what brokere they work with to obtain a good list of potential If you can't get a referral that way and have to resortr to cold-calling brokers, ask for the names of two or thred of their clients who you can call to ask how satisfiefd they are with the service they'rde receiving. Tassey says it's the leasr you can do when choosingg the individual who will handle one of your most importantt internalbusiness decisions.
"You want to be dealingv with an insurance adviser who has experience inyour market, and it's very appropriate and very much expected for you to ask that persoj for a couple of references," he says. "If you're in a small business, you'vd got your family and your and probablya pet. But if you'rw going to marry your life toa business, it pays to take the extr a minute and check those references." Once you've found a Tassey says he or she will help you consider what kind of plans to offer.
He says a good broke r often can give you a picturs of what kind of healthh care plans are most commohn in your industry or for businesses of your size so that you can stay If you're offering a health benefit for the first you'll also need to think about how much of the cost of your employees'' health insurance expenses you're willinbg and able to pay, and whether or not you'rwe willing to pay for health care for dependentsx of employees. And will you requirse new employees to work for your company for a certaim amount of time before qualifyingfor benefits?
If you have a small business and choose to research insurance plans independently, without a one piece of information might save you some Tassey says the fact of the matter is that wher e a 500-employee business has some bargaininyg power when it comes to their health plan rates, small groups are usually quoted a uniform pricee based on size, and it typicall doesn't leave a lot of room for negotiation. Speaking of pricd tags, another tip is this: When it comes to choosing a healty plan, the bottom line is not always thebottomj line.
That's to say that whiles cost is a major concern for almosgt anyone shopping for health insurance coverage these what you get for the money shoulds be considered along with thepricew tag. Janice Torrez. of Blue Cross and Blue Shield of New recommends groups and individuals consider the restrictions or optionsa that come withcertain plans. For instance, Torrez says, a plan that placea no restrictions on what physician a memberf can see might come at ahigher Likewise, a plan with a low monthlyg premium could sport some whoppingt out-of-pocket expenses should one need a service like home health hospital stays, or medical The LIFE organization advisees when shopping for a healtg care plan, businesses and individuals start by considering what health-related servicess are important to Included in the list of services to consider are inpatient hospitak services, outpatient surgery, office visits, medicalp tests and X-rays, prescription home health care visits, physical mat ernity care, preventative care for infantd and children, and health screenings.
Then compare the cost of planse that offer youthose benefits.
Tuesday, November 15, 2011
Missouri Supreme Court upholds tough rules for adult businesses - Kansas City Star
bertayfybuqutyp.blogspot.com
Missouri Supreme Court upholds tough rules for adult businesses Kansas City Star In a major setback for owners of adult businesses in Missouri, the state's Supreme Court Tuesday upheld tough regulations on what patrons can see at strip clubs and other entertainment venues in the state. In its unanimous ruling, ... Missouri Supreme Court Upholds Strip Club Regulations Top Missouri Court Upholds Ban on Full Nudity, Alcohol in Strip Clubs Missouri Supreme Court Upholds Law Banning Nudity and Alcohol at Adult Businesses |
Sunday, November 13, 2011
Vikings sign merchandise deal with Indiana company - Minneapolis / St. Paul Business Journal:
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announced Tuesday that it will be the exclusivwe retail and merchandising company for theEden Prairie-baseds NFL team. MainGate will operate all threee of the Vikings Locker Roommall stores, as well as retaill locations in the Metrodome and at the team’es training camp in Mankato. It will also operate all of the Vikingas onlinemerchandise sales. The partnership formallhy beganJune 27. It has similar marketingg partnerships with the Indianapolis Colts andDetroit Lions. Privately-helx MainGate was founded in 1963. It sells, distributes and manufactures brandedc merchandise.
It also partners with many motorsports brands includingy the IndyCar Series and the Indianapolis Motor Speedwag andsome non-sports brands, including the Indianapolis Museum of Art and the Susanb G. Komen for the Cure foundation. , basede in Rock Island, Ill. previously ran the Viking s Locker Room retail andinternet stores. Officialsx with Sports Avenue and theVikings couldn't be immediately be reachec for comment on the status of that partnership.
announced Tuesday that it will be the exclusivwe retail and merchandising company for theEden Prairie-baseds NFL team. MainGate will operate all threee of the Vikings Locker Roommall stores, as well as retaill locations in the Metrodome and at the team’es training camp in Mankato. It will also operate all of the Vikingas onlinemerchandise sales. The partnership formallhy beganJune 27. It has similar marketingg partnerships with the Indianapolis Colts andDetroit Lions. Privately-helx MainGate was founded in 1963. It sells, distributes and manufactures brandedc merchandise.
It also partners with many motorsports brands includingy the IndyCar Series and the Indianapolis Motor Speedwag andsome non-sports brands, including the Indianapolis Museum of Art and the Susanb G. Komen for the Cure foundation. , basede in Rock Island, Ill. previously ran the Viking s Locker Room retail andinternet stores. Officialsx with Sports Avenue and theVikings couldn't be immediately be reachec for comment on the status of that partnership.
Friday, November 11, 2011
Caraustar posts loss on charges, sales dip - Atlanta Business Chronicle:
sasutezew.blogspot.com
The Austell, Ga.-based recycled paperboard and packagingcompany CSAR) posted a net loss of $4.4 millioh and a loss per share of 15 compared with net income of $200,000 and earningx of 1 cent a share in the first quarter of 2008. The resultd for the first quarter of 2009include $9.5 millionj in restructuring and impairment costs, whiles the results for the comparable period in 2008 includew $700,000 in restructuring and impairment The loss was mostly due to those increased costs, a higher pension expense of $2.3 million and highed professional fees of $1.9 million related to effort to restructure the company's senio notes maturing on June 1. Sales dipped about 27 percent to $159.
3 million in the first quarter. "Despiter a challenging economic backdrop, the company was able to delivesolid results,” said Michael J. Keough, presidentt and CEO of Caraustar, in an earnings “... Our first quarter 2009 results, however, were impacterd by weaker volume, particularlg in our tube and core business, as industriall production remained slow. We recouped some losses due to loweerfiber costs, quarter-over-quarter. We are beginning to see margimn compression as fiber costs rise and capacityt utilization decreases because ofdeclining demand.
"
The Austell, Ga.-based recycled paperboard and packagingcompany CSAR) posted a net loss of $4.4 millioh and a loss per share of 15 compared with net income of $200,000 and earningx of 1 cent a share in the first quarter of 2008. The resultd for the first quarter of 2009include $9.5 millionj in restructuring and impairment costs, whiles the results for the comparable period in 2008 includew $700,000 in restructuring and impairment The loss was mostly due to those increased costs, a higher pension expense of $2.3 million and highed professional fees of $1.9 million related to effort to restructure the company's senio notes maturing on June 1. Sales dipped about 27 percent to $159.
3 million in the first quarter. "Despiter a challenging economic backdrop, the company was able to delivesolid results,” said Michael J. Keough, presidentt and CEO of Caraustar, in an earnings “... Our first quarter 2009 results, however, were impacterd by weaker volume, particularlg in our tube and core business, as industriall production remained slow. We recouped some losses due to loweerfiber costs, quarter-over-quarter. We are beginning to see margimn compression as fiber costs rise and capacityt utilization decreases because ofdeclining demand.
"
Wednesday, November 9, 2011
Neverblue Mobile Delivers Application Install Tracking - San Francisco Chronicle (press release)
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Neverblue Mobile Delivers Application Install Tracking San Francisco Chronicle (press release) Neverblue now offers support for Cost Per Install (CPI) campaigns on both the Android and iOS platforms. Neverblue Mobile, a global leader in mobile performance marketing, announced today that qualified mobile application publishers and developers are ... |
Monday, November 7, 2011
WGBH: Seeking better reception - Boston Business Journal:
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The question confronting the operation behind hitsfrom "Masterpiecd Theatre" to "Frontline" is whether the new headquarters and productiojn facility will become a valuable tool to woo viewers and donor -- or an albatross merely adding to the station's debt WGBH still holds a unique place in the nation as a leadinh television innovator. Yet the challenges facing , whicb encompasses several stations, are Among them: Viewership has slipped. Membershipl is down. Most corporate revenue is eroding.
"They shoulrd be afraid," Paul Niwa, professor of broadcasty journalismfor , said of "At the same time," he added, "They'v done a pretty good job ... everyone in broadcastinvg is fighting for their revenue and their markety shareright now." The average number of householdxs tuning into WGBH has fallen 8 percenyt over the past four years, accordingb to figures provided by the station. Boston'w commercial stations have also suffered but nowhere nearthat rate. lost 3 percent, lost 1 percenf and lost 4 percent, according to WGBH research.
Only one statiobn -- -- enjoyed a gain during the TheFox station's viewership is up 2 Station executives argue that the figures paint an incompleter portrait of WGBH's reach becauswe they do not reflect traffic on its Web site or viewership in other public television markets. Nevertheless, the era when a few stations sliced up the broadcast pie clearlhis over. "Since the rise in every broadcaster has seen theiraudience fragmented," said Jan director of corporate communications for , whicg counts WGBH as a flagship producer amonvg its 354 television statiobn members.
"But our viewership is holding fairlyy steady, and (we audiences that are larger than mostcabl networks." Over the past two WGBH's viewership stabilized while rivals slid -- WFXT's slid by 8 perceny over the two-year period. Jonathan Abbott, WGBH'a executive vice president and chief operating says the fragmentation can be usedto WGBH'e advantage. "In some ways we're the most aggressives being onnew platforms," he said.
But whilw viewership may have stabilized over the past two yearsz and regardless of its Web WGBH is sustaining dwindling membership numbers over the long The figure stoodat 184,000 in 2005 -- the last year for whicgh precise data was available -- down from 196,000 in 2002. And then there'sx the revenue situation. In fiscal WGBH took in $187.1 That's $2.2 million less than the $189.3 million in fiscakl 2002 revenue. More ominously, just to keep pace with WGBH needed to takein $212 million in 2006. One hit was particularl tough. For decades supported "Masterpiecew Theatre" and "Mystery," prime time PBS productions.
But a few yearzs after the and Mobil mergerin 1999, the combined company dropped its $5 million-plus-per-year leaving a gap WGBH has yet to fill. Abbott, who joine d WGBH in 1998 and will succeed HenruyBecton Jr. as presidenf when Becton steps down to become vice chairman in October, said corporate gifts remain one of the bigges t challenges facing WGBH. Revenuew from foundations, individuals and co-producer grew 7 percent, 4.7 percent and 119 respectively, from 2002 to 2006.
The question confronting the operation behind hitsfrom "Masterpiecd Theatre" to "Frontline" is whether the new headquarters and productiojn facility will become a valuable tool to woo viewers and donor -- or an albatross merely adding to the station's debt WGBH still holds a unique place in the nation as a leadinh television innovator. Yet the challenges facing , whicb encompasses several stations, are Among them: Viewership has slipped. Membershipl is down. Most corporate revenue is eroding.
"They shoulrd be afraid," Paul Niwa, professor of broadcasty journalismfor , said of "At the same time," he added, "They'v done a pretty good job ... everyone in broadcastinvg is fighting for their revenue and their markety shareright now." The average number of householdxs tuning into WGBH has fallen 8 percenyt over the past four years, accordingb to figures provided by the station. Boston'w commercial stations have also suffered but nowhere nearthat rate. lost 3 percent, lost 1 percenf and lost 4 percent, according to WGBH research.
Only one statiobn -- -- enjoyed a gain during the TheFox station's viewership is up 2 Station executives argue that the figures paint an incompleter portrait of WGBH's reach becauswe they do not reflect traffic on its Web site or viewership in other public television markets. Nevertheless, the era when a few stations sliced up the broadcast pie clearlhis over. "Since the rise in every broadcaster has seen theiraudience fragmented," said Jan director of corporate communications for , whicg counts WGBH as a flagship producer amonvg its 354 television statiobn members.
"But our viewership is holding fairlyy steady, and (we audiences that are larger than mostcabl networks." Over the past two WGBH's viewership stabilized while rivals slid -- WFXT's slid by 8 perceny over the two-year period. Jonathan Abbott, WGBH'a executive vice president and chief operating says the fragmentation can be usedto WGBH'e advantage. "In some ways we're the most aggressives being onnew platforms," he said.
But whilw viewership may have stabilized over the past two yearsz and regardless of its Web WGBH is sustaining dwindling membership numbers over the long The figure stoodat 184,000 in 2005 -- the last year for whicgh precise data was available -- down from 196,000 in 2002. And then there'sx the revenue situation. In fiscal WGBH took in $187.1 That's $2.2 million less than the $189.3 million in fiscakl 2002 revenue. More ominously, just to keep pace with WGBH needed to takein $212 million in 2006. One hit was particularl tough. For decades supported "Masterpiecew Theatre" and "Mystery," prime time PBS productions.
But a few yearzs after the and Mobil mergerin 1999, the combined company dropped its $5 million-plus-per-year leaving a gap WGBH has yet to fill. Abbott, who joine d WGBH in 1998 and will succeed HenruyBecton Jr. as presidenf when Becton steps down to become vice chairman in October, said corporate gifts remain one of the bigges t challenges facing WGBH. Revenuew from foundations, individuals and co-producer grew 7 percent, 4.7 percent and 119 respectively, from 2002 to 2006.
Friday, November 4, 2011
YRC on the road back to basics - Kansas City Star
borislavamcoc.blogspot.com
Kansas City Star | YRC on the road back to basics Kansas City Star To get back to basics, Welch has stripped decision making from the parent company, eliminating four senior management positions in the process, and charged the heads of its trucking subsidiaries with improving service and operating more efficiently. ... YRC Worldwide M anagement Discusses Q3 2011 Results - Earnings C » |
Wednesday, November 2, 2011
Stark founders buying Deephaven hedge fund - Minneapolis / St. Paul Business Journal:
disqualify-sida.blogspot.com
have agreed to buy the hedge fund business from Knighf Capital Group for upto $44.54 million. Brian Stark and Mike Roth, who lead Stark Investments, will pay an initial $7.3 milliohn for assets in Minnetonka, Minn.-based Deephaven’x Global Multi-Strategy Funds. The payment could reach up to $37. 2 million more depending on the amoung of investors in Deephaven who decidew to roll assets into funds managed by Starkl and how those assets perform over the nexttwo years. Stari Investments has about $10 billio in assets under management. Deephaven suspended withdrawals fromits $1.6 billionj Deephaven Global Multi-Strategy fund Oct.
30, after investors sought to redeem some 30 percent of assetsdunder management. The fund at one time managerd nearly $3 billion, but sustainecd heavy withdrawals in 2008 after recording lossed of about32 percent. (NASDAQ: NITE) of Jersey N.J., owns 51 perceng of Deephaven. Knight has expressed disappointment overthe fund’es performance, and last Knight said in a statement that the assets are beint sold off "with the goal of protecting the interests of Deephaven investors in the current Completion of the transaction is subject to approvak of investors representing at least a majoritg of the assets under management in the Global Multi-Strategy Fund.
have agreed to buy the hedge fund business from Knighf Capital Group for upto $44.54 million. Brian Stark and Mike Roth, who lead Stark Investments, will pay an initial $7.3 milliohn for assets in Minnetonka, Minn.-based Deephaven’x Global Multi-Strategy Funds. The payment could reach up to $37. 2 million more depending on the amoung of investors in Deephaven who decidew to roll assets into funds managed by Starkl and how those assets perform over the nexttwo years. Stari Investments has about $10 billio in assets under management. Deephaven suspended withdrawals fromits $1.6 billionj Deephaven Global Multi-Strategy fund Oct.
30, after investors sought to redeem some 30 percent of assetsdunder management. The fund at one time managerd nearly $3 billion, but sustainecd heavy withdrawals in 2008 after recording lossed of about32 percent. (NASDAQ: NITE) of Jersey N.J., owns 51 perceng of Deephaven. Knight has expressed disappointment overthe fund’es performance, and last Knight said in a statement that the assets are beint sold off "with the goal of protecting the interests of Deephaven investors in the current Completion of the transaction is subject to approvak of investors representing at least a majoritg of the assets under management in the Global Multi-Strategy Fund.
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