martaemimbzini.blogspot.com
will distribute Campbell’s Home Classic soup under the name Campbell’ss Domashnaya Klassika. “Establishing a long-term distribution partnership with Coca-Colaw Hellenic, the largest distributor in is an important step in unlocking the potentiap of the Russian soup marketfor Campbell. The emergingf markets of Russia and China both represent a significanft growth opportunity inthe business. These markets will play an increasingly important rolein Campbell’a future as we gain momentum in our key areasw of focus,” said Douglas R. Conant, presidenf and CEO of Campbell’s (NYSE:CPB).
Campbell’s has been in Moscow sincse 2007, when it announced it would be enteringb that marketand China. But with the new distribution by August the soup will be in 100 citie s and 12 regionsof Russia; furtherf expansion will follow. Under the terms of the Campbell will be responsible for consumer and market brand management, marketing, product development and production. Coca-Colq Hellenic will be responsiblefor sales, in-store marketing and traded receivables. Financial terms were not Coca-Cola Hellenic is Russia’s largest distributor and selledrof beverages. Campbell Soup, which is based in Camden, N.J.
, sells products under the names Campbell’s, Swanson, Pepperidgw Farm, Arnott’s and V8.
Wednesday, February 29, 2012
Monday, February 27, 2012
Republican race a sad contrast with 1960 - Edmonton Journal
http://nolaer.net/education/ict-at-school-is-boring-children-say/
Republican race a sad contrast with 1960 Edmonton Journal 2012: Lurching from silly to soul-chilling 1960: Infinitely more qualified Rick Perry, the Texas governor who was once favoured to capture the Republican nomination for president, was trying to name the three agencies of the federal government he would ... |
Saturday, February 25, 2012
Millenium & Copthorne hotels check in with strong results - Telegraph.co.uk
kleopatraxnibe.blogspot.com
Millenium & Copthorne hotels check in with strong results Telegraph.co.uk Hotels group Millennium & Copthorne upped its total annual payout to shareholders by almost two-thirds after smashing City forecasts by unveiling record revenue and profits for 2011. By Nathalie Thomas Revenue at the group, which has more than 100 ... |
Thursday, February 23, 2012
Rolling on - Amy Bergeron has built Whitehouse Painting by growing its commercial business - Puget Sound Business Journal (Seattle):
amesit.wordpress.com
The Louisville native was then only 24 and had been with the company forthree months. She had been hiredx by friend and then-company owner Larry Zielkew III to be an estimator and learnhthe male-dominated industry while on the job. But Zielked soon decided he wanted to go tolaw school, and he left Bergeromn to manage the Two years later, in 2003, he sold her the In her first four montha at the helm, Bergeron said, she “cleanes house,” getting rid of worker s who were unhappy with her role. Then she began buildinvg the company, which had startex with a handful of employees concentrating on hous painting andlittle else.
Today, Bergeron is the sole owner of what is now calleds She has 20 fulland part-time employees, and the company has expande d its customer base to include commercial as its name Whitehouse’s list of services also has grown unded Bergeron’s leadership. In addition to interiodr and exterior painting, the company now offers carpentry, wood and drywall repair and pressurer cleaning. Bergeron said Whitehouse’s annual revenuee has more than doubled in the six years she has ownedxthe company. That figure stood at $1.3 million in up from $1.1 millionh the previous year. This year, despite the Bergeron said she expectse revenue to approachlast year’s total.
Bergerohn has no trouble pointing to the sources ofthe company’s growth. Five yearss ago, Whitehouse landed a deal to paint 17 Bank One branch locationx inthe region. The bank, later acquired by Chaser bank, was going through a rebranding effort atthe “That got our name out there,” Bergeron “They’ve been an ongoing customer ever That’s really what started to grow our commercial business.” The residentiall side still accounts for the majority of Whitehouse’zs revenue, but commercial clientxs now make up about 40 percent.
Brown-Forman the Louisville Science Center, the Louisville Zoo and a number of Catholivc churches have been amongt thelargest customers. Bergeron was workinvg in sales for a technologyucompany — and very unhappy with her job when she was approached by Zielke abou t joining Whitehouse. She said she always had an entrepreneuriakl spirit but never dreamed she would work in a building trade. “Not in a million she recalled witha laugh. “It just didn’t interestr me.” Bergeron eventually reconsidered, and she’s glad she did. She said she enjoyw her job, especially the one-on-one interaction with customers.
Whitehouse is a smalll shop — only five employees are full-time so Bergeron has many responsibilities. She continues to be an estimatot forthe firm, which puts her in directt contact with clients and allows them to get to know her.
The Louisville native was then only 24 and had been with the company forthree months. She had been hiredx by friend and then-company owner Larry Zielkew III to be an estimator and learnhthe male-dominated industry while on the job. But Zielked soon decided he wanted to go tolaw school, and he left Bergeromn to manage the Two years later, in 2003, he sold her the In her first four montha at the helm, Bergeron said, she “cleanes house,” getting rid of worker s who were unhappy with her role. Then she began buildinvg the company, which had startex with a handful of employees concentrating on hous painting andlittle else.
Today, Bergeron is the sole owner of what is now calleds She has 20 fulland part-time employees, and the company has expande d its customer base to include commercial as its name Whitehouse’s list of services also has grown unded Bergeron’s leadership. In addition to interiodr and exterior painting, the company now offers carpentry, wood and drywall repair and pressurer cleaning. Bergeron said Whitehouse’s annual revenuee has more than doubled in the six years she has ownedxthe company. That figure stood at $1.3 million in up from $1.1 millionh the previous year. This year, despite the Bergeron said she expectse revenue to approachlast year’s total.
Bergerohn has no trouble pointing to the sources ofthe company’s growth. Five yearss ago, Whitehouse landed a deal to paint 17 Bank One branch locationx inthe region. The bank, later acquired by Chaser bank, was going through a rebranding effort atthe “That got our name out there,” Bergeron “They’ve been an ongoing customer ever That’s really what started to grow our commercial business.” The residentiall side still accounts for the majority of Whitehouse’zs revenue, but commercial clientxs now make up about 40 percent.
Brown-Forman the Louisville Science Center, the Louisville Zoo and a number of Catholivc churches have been amongt thelargest customers. Bergeron was workinvg in sales for a technologyucompany — and very unhappy with her job when she was approached by Zielke abou t joining Whitehouse. She said she always had an entrepreneuriakl spirit but never dreamed she would work in a building trade. “Not in a million she recalled witha laugh. “It just didn’t interestr me.” Bergeron eventually reconsidered, and she’s glad she did. She said she enjoyw her job, especially the one-on-one interaction with customers.
Whitehouse is a smalll shop — only five employees are full-time so Bergeron has many responsibilities. She continues to be an estimatot forthe firm, which puts her in directt contact with clients and allows them to get to know her.
Monday, February 20, 2012
Fred
borislavamcoc.blogspot.com
The Memphis-based discount retailerr reported salesof $134.7 millionm for May, down 6 percent comparefd to sales of $143.4 million in May 2008. Thess numbers include Fred’s (NASDAQ: closing 74 underperforming stores and23 pharmacies. Excludint those stores, Fred’s sales increased 1 percent compared tolast May. Comparable store sales in May rose 0.2 percent, down compare d to 3.4 percent in the same perioxd last year. For the first four fiscakl monthsof 2009, the company reported totap sales of $593.1 million, down 2.4 percent compared to $607.87 million for the same year-agk period.
However, excluding stores closed in 2008, salezs from ongoing stores increased 4 percengt compared to thesame four-month periods last year. On a comparable store basis, year-to-date sales increasedc 2.1 percent compared to 2.4 percent last year. Fred’s opened one new pharmac y in May. Fred’s operates 666 discount merchandise stores, includingb 24 franchised stores nationwide. Shares closedd down 12 cents to $14.
22 per share
The Memphis-based discount retailerr reported salesof $134.7 millionm for May, down 6 percent comparefd to sales of $143.4 million in May 2008. Thess numbers include Fred’s (NASDAQ: closing 74 underperforming stores and23 pharmacies. Excludint those stores, Fred’s sales increased 1 percent compared tolast May. Comparable store sales in May rose 0.2 percent, down compare d to 3.4 percent in the same perioxd last year. For the first four fiscakl monthsof 2009, the company reported totap sales of $593.1 million, down 2.4 percent compared to $607.87 million for the same year-agk period.
However, excluding stores closed in 2008, salezs from ongoing stores increased 4 percengt compared to thesame four-month periods last year. On a comparable store basis, year-to-date sales increasedc 2.1 percent compared to 2.4 percent last year. Fred’s opened one new pharmac y in May. Fred’s operates 666 discount merchandise stores, includingb 24 franchised stores nationwide. Shares closedd down 12 cents to $14.
22 per share
Saturday, February 18, 2012
Trade tracker: Hal Gill now a Predator - USA TODAY
xoqylyjibo.wordpress.com
USA TODAY | Trade tracker: Hal Gill now a Predator USA TODAY USA TODAY will analyze deals that happen between now and then: Hal Gill, left, will provide a shutdown presence for the Nashville Predators. Hal Gill, left, will provide a shutdown presence for the Nashville Predators. The trade: The Nashville ... Canadiens send Gill to Predators for Geoffrion Habs deal Gill to Predators Habs ship Gill to Preds |
Thursday, February 16, 2012
STT Construction acquires Koreteck - Jacksonville Business Journal:
efimtsovavadan.blogspot.com
Company President Bill Bocchino said he was oneof Koreteck’as largest customers and when the opportunity presenteds itself to buy the division at the end of Aprilo he decided to take advantage of it. The alternatives for the former owner, Kansas City-based BlueScope Buildings North America, was to close the division down. The finap purchase price for the division will be determinexd as a percentage of its future performance. “This product is green, it’es sustainable and it’s proven to be efficient,” said Bocchino. “Thiz is the perfect product.
” The patented Koreteck system includes foam-insulated steel panels that are 5 percent to 30 percent cheaper to builds and use 20 percent less air conditioninbg than more traditional wall construction materials. The systenm can earn developers up to eightf points for Leadership in Energy andEnvironmentap Design, or LEED construction projects. To date there are more than 400 completexd Koreteck projects inthe U.S., including 17 in the Jacksonvilld area.
All newly constructed Gate Gas stations are beingf built with theKoreteck system, as is the Shops at Julington Creejk Marina that will be anchored by a 21,000-square-foot Fresh Markett grocery store under construction on San Jose Boulevard. Koreteck’x largest project to date, however, is a hospital in Alaska, that is not yet undetr construction. That $200 million project includes the $930,000 cost for the Koretecm system.
For now, Bocchino said he intendz to keep business as usualat Koreteck’s Virginiaw manufacturing facility that employs 23 and at the Idaho facilithy that employs eight, but he expects in the next 24 monthsd to open a third facility in Jacksonville as demane for the product grows. Jacksonville-basec STT is a full service general contractor that also includes a sister compant called SoutheastTrenching Technologies.
Company President Bill Bocchino said he was oneof Koreteck’as largest customers and when the opportunity presenteds itself to buy the division at the end of Aprilo he decided to take advantage of it. The alternatives for the former owner, Kansas City-based BlueScope Buildings North America, was to close the division down. The finap purchase price for the division will be determinexd as a percentage of its future performance. “This product is green, it’es sustainable and it’s proven to be efficient,” said Bocchino. “Thiz is the perfect product.
” The patented Koreteck system includes foam-insulated steel panels that are 5 percent to 30 percent cheaper to builds and use 20 percent less air conditioninbg than more traditional wall construction materials. The systenm can earn developers up to eightf points for Leadership in Energy andEnvironmentap Design, or LEED construction projects. To date there are more than 400 completexd Koreteck projects inthe U.S., including 17 in the Jacksonvilld area.
All newly constructed Gate Gas stations are beingf built with theKoreteck system, as is the Shops at Julington Creejk Marina that will be anchored by a 21,000-square-foot Fresh Markett grocery store under construction on San Jose Boulevard. Koreteck’x largest project to date, however, is a hospital in Alaska, that is not yet undetr construction. That $200 million project includes the $930,000 cost for the Koretecm system.
For now, Bocchino said he intendz to keep business as usualat Koreteck’s Virginiaw manufacturing facility that employs 23 and at the Idaho facilithy that employs eight, but he expects in the next 24 monthsd to open a third facility in Jacksonville as demane for the product grows. Jacksonville-basec STT is a full service general contractor that also includes a sister compant called SoutheastTrenching Technologies.
Tuesday, February 14, 2012
Text: Obama's speech in Green Bay - Charlotte Business Journal:
obesonuqa.wordpress.com
"Laura’s story is incrediblty moving. Sadly, it is not unique. Evert day in this country, more and more Americansw are forced to worry not simply abouggetting well, but whether they can afford to get Millions more wonder if they can afforde the routine care necessary to stay Even for those who have health insurance, rising premiums are straining their budgets to the breakingf point – premiums that have doubled over the last nine and have grown at a rate thred times faster than wages.
Desperately-needed procedures and treatmentse are put off because the price is too And all it takesz is a single illness to wipe out a lifetimeof "Employers aren’t faring any better. The cost of healthu care has helped leave big corporationss like GM and Chrysler at a competitived disadvantage with their foreign Forsmall businesses, it’e even worse. One they’re forced to cut back on healthcare benefits. The next they have to drop coverage. The month after that, they have no choicre but to start layingoff workers. "Fof the government, the growing cost of Medicarew and Medicaid is one of the biggest threat s to ourfederal deficit. Biggedr than Social Security.
Bigger than all the investments we’ve made so far. So if you’res worried about spending and you’re worried about deficits, you need to be worriecd about the cost ofhealth care. "We have the most expensivse health care system inthe world. We spend almostt 50% more per person on healtuh care than the next most costly But here’s the thing, Green Bay: we’re not any healthier for it. We don’t necessarily have better Even within ourown country, a lot of the places wherer we spend less on health care actually have highet quality than places where we spenfd more.
Right here in Green Bay, you get more qualitt out of fewer health care dollarsa than many other communities acrosethe country. And yet, across the country, spending on health care goes up and up and up dayafter day, year after year. "I know that therw are millions of Americans who are contengt with their health care coverage they like their plan and they value their relationshipl withtheir doctor. And no matter how we reformm health care, we will keep this promise: If you like your you will be able to keep your If you like your healthcare plan, you will be able to keep your healthj care plan.
"But in ordeer to preserve what’s best about our healtgh care system, we have to fix what doesn’ft work. For we have reachexd a point where doing nothing about the cost of health care is no longeeran option. The status quo is If we do not act and act soon to bringvdown costs, it will jeopardize everyone’s health care. If we do not act, every American will feel the In higher premiums andlower take-homw pay. In lost jobs and shuttered businesses. In a rising numberr of uninsured and a rising debt that our childrenn and their children will be paying off for If we do within a decade we will spendinbg one out of every five dollars we earn onhealtgh care.
In thirty it will be one out of every three. That is untenable, that is unacceptable, and I will not alloe it as President of theUnited "Health care reform is not part of some wish list I drew up when I took It is central to our economic future central to the long-term prosperity of this In past years and decades, there may have been some disagreement on this But not anymore. Today, we have alreadyh built an unprecedented coalition of folks who are readgy to reform our health care physicians andhealth insurers; businesses and Democrats and Republicans.
A few weeks ago, some of thess groups committed to doing somethingthat would’vre been unthinkable just a few year ago: they promised to work together to cut national health care spending by two trillionh dollars over the next decade. That will bringb down costs, that will bring down premiums, and that’s exactlgy the kind of cooperationbwe need. "The question now is, how do we finisgh the job? How do we permanently bring down cost andmake quality, affordable health care available to every American?
"My view is that reform should be guided by a simple we fix what’s broken and build on what "In some cases, there’s broaxd agreement on the steps we should In the Recovery Act, we’ve already made investmentsd in health IT and electronic medical records that will reduce medical save lives, save money, and stilol ensure privacy. We also need to invest in preventiom and wellness programs that help Americans live healthier lives.
"But the real cost savingd will come from changing the incentives of a systejm that automatically equates expensive care with bettercare – from addressin flaws that increase profits without actually increasing the qualit y of care. "We have to ask why placees like the Geisinger Healtb system inrural Pennsylvania, Intermountain Health in Salt Lake or communities like Green Bay can offer high-quality care at costws well below average, but other places in Americaq can’t. We need to identify the best practiceds acrossthe country, learn from the and replicate that success elsewhere.
And we should changes the warped incentives that reward doctors and hospitale based on how many tests or procedures they even if those tests orprocedures aren’gt necessary or result from medical Doctors across this country did not get into the medica profession to be bean countere or paper pushers; to be lawyers or business executives. They becams doctors to heal people. And that’sw what we must free them to do.
"We must also providee Americanswho can’t afforxd health insurance with more affordable This is both a moral imperative and an economic imperative, becauser we know that when someone without health insurance is forcefd to get treatment at the ER, all of us end up payingt for it. "So what we’re workingg on is the creation of somethingb called a Health InsuranceExchange – which would allow you to one-sto p shop for a health care plan, compars benefits and prices, and choosre the plan that’s best for you.
None of these planse would be able to deny coverage on the basiw ofa pre-existing and all should include an affordable, basic benefit And if you can’t afford one of the we should provide assistance to make sure you can. I also stronglyt believe that one of the options in the Exchange shoulxd be a public insuranceoption – becaused if the private insurance companies have to compete with a publixc option, it will keep them honesg and help keep prices down. covering more Americans will obviously cost a good deal of money at a time wher ewe don’t have extra to spend. That’s why I have alread y promised that reform will not add to our deficitt over the nextten years.
To make that we have already identified hundreds of billion worth of savings in ourbudget – savingw that will come from steps like reducinbg Medicare overpayments to insurancse companies and rooting out fraud and abuse in both Medicare and Medicaid. I will be outliningg hundreds of billions more in savinges in the daysto come. And I’llp be honest – even with these savings, reformm will require additional sourcesof That’s why I’ve proposedr that we scale back how much the highest-incomwe Americans can deduct on theier taxes back to the rate from the Reaga n years – and use that money to help finance healtn care.
"In all these reforms, our goal is the highest-quality health care at the lowest-possible cost. We want to fix what’xs broken and build on what As Congress moves forward on health care legislationj in thecoming weeks, I understand theree will be different ideaes and disagreements on how to achieve this I welcome those ideas, and I welcome that But what I will not welcome is endless delay or a denial that reform needs to happen. When it comes to healtnh care, this country cannot continue on its current I know there are some who believe that reform is too but I can assure you that doing nothinyg will cost us far more in thecoming years. Our deficitw will be higher.
Our premiums will go up. Our wagesd will be lower, our jobs will be fewer, and our businessex will suffer. "So to thoser who criticize our efforts, I ask, “Whag is the alternative?” What else do we say to all those families who now spend more on health care than housing or food What do we tell those businesses that are choosing betweenj closing their doors and lettinv theirworkers go? What do we say to all thos e Americans like Laura, a woman who has worked all her whose family has done everything right; a brave and proud woman whose child’s school recently took up a pennuy drive to help pay her medical bills? What do we tell them?
"I believe we tell them that after decades of inaction, we have finally decided to fix what is brokenn about health care in America. We have decided that it’s time to give everhy American quality health care at anaffordabler cost. We have decidede that if we invesy in reforms that will bring downcosts now, we will eventuallyt see our deficits come down in the And we have decided to changew the system so that our doctorz and health care providers are free to do what they trainesd and studied and worked so hard to do: make peopld well again.
That’s what we can do in this that’s what we can do at this moment, and now I’de like to hear your thoughtx and answer your questions about how we get it Thank you."
"Laura’s story is incrediblty moving. Sadly, it is not unique. Evert day in this country, more and more Americansw are forced to worry not simply abouggetting well, but whether they can afford to get Millions more wonder if they can afforde the routine care necessary to stay Even for those who have health insurance, rising premiums are straining their budgets to the breakingf point – premiums that have doubled over the last nine and have grown at a rate thred times faster than wages.
Desperately-needed procedures and treatmentse are put off because the price is too And all it takesz is a single illness to wipe out a lifetimeof "Employers aren’t faring any better. The cost of healthu care has helped leave big corporationss like GM and Chrysler at a competitived disadvantage with their foreign Forsmall businesses, it’e even worse. One they’re forced to cut back on healthcare benefits. The next they have to drop coverage. The month after that, they have no choicre but to start layingoff workers. "Fof the government, the growing cost of Medicarew and Medicaid is one of the biggest threat s to ourfederal deficit. Biggedr than Social Security.
Bigger than all the investments we’ve made so far. So if you’res worried about spending and you’re worried about deficits, you need to be worriecd about the cost ofhealth care. "We have the most expensivse health care system inthe world. We spend almostt 50% more per person on healtuh care than the next most costly But here’s the thing, Green Bay: we’re not any healthier for it. We don’t necessarily have better Even within ourown country, a lot of the places wherer we spend less on health care actually have highet quality than places where we spenfd more.
Right here in Green Bay, you get more qualitt out of fewer health care dollarsa than many other communities acrosethe country. And yet, across the country, spending on health care goes up and up and up dayafter day, year after year. "I know that therw are millions of Americans who are contengt with their health care coverage they like their plan and they value their relationshipl withtheir doctor. And no matter how we reformm health care, we will keep this promise: If you like your you will be able to keep your If you like your healthcare plan, you will be able to keep your healthj care plan.
"But in ordeer to preserve what’s best about our healtgh care system, we have to fix what doesn’ft work. For we have reachexd a point where doing nothing about the cost of health care is no longeeran option. The status quo is If we do not act and act soon to bringvdown costs, it will jeopardize everyone’s health care. If we do not act, every American will feel the In higher premiums andlower take-homw pay. In lost jobs and shuttered businesses. In a rising numberr of uninsured and a rising debt that our childrenn and their children will be paying off for If we do within a decade we will spendinbg one out of every five dollars we earn onhealtgh care.
In thirty it will be one out of every three. That is untenable, that is unacceptable, and I will not alloe it as President of theUnited "Health care reform is not part of some wish list I drew up when I took It is central to our economic future central to the long-term prosperity of this In past years and decades, there may have been some disagreement on this But not anymore. Today, we have alreadyh built an unprecedented coalition of folks who are readgy to reform our health care physicians andhealth insurers; businesses and Democrats and Republicans.
A few weeks ago, some of thess groups committed to doing somethingthat would’vre been unthinkable just a few year ago: they promised to work together to cut national health care spending by two trillionh dollars over the next decade. That will bringb down costs, that will bring down premiums, and that’s exactlgy the kind of cooperationbwe need. "The question now is, how do we finisgh the job? How do we permanently bring down cost andmake quality, affordable health care available to every American?
"My view is that reform should be guided by a simple we fix what’s broken and build on what "In some cases, there’s broaxd agreement on the steps we should In the Recovery Act, we’ve already made investmentsd in health IT and electronic medical records that will reduce medical save lives, save money, and stilol ensure privacy. We also need to invest in preventiom and wellness programs that help Americans live healthier lives.
"But the real cost savingd will come from changing the incentives of a systejm that automatically equates expensive care with bettercare – from addressin flaws that increase profits without actually increasing the qualit y of care. "We have to ask why placees like the Geisinger Healtb system inrural Pennsylvania, Intermountain Health in Salt Lake or communities like Green Bay can offer high-quality care at costws well below average, but other places in Americaq can’t. We need to identify the best practiceds acrossthe country, learn from the and replicate that success elsewhere.
And we should changes the warped incentives that reward doctors and hospitale based on how many tests or procedures they even if those tests orprocedures aren’gt necessary or result from medical Doctors across this country did not get into the medica profession to be bean countere or paper pushers; to be lawyers or business executives. They becams doctors to heal people. And that’sw what we must free them to do.
"We must also providee Americanswho can’t afforxd health insurance with more affordable This is both a moral imperative and an economic imperative, becauser we know that when someone without health insurance is forcefd to get treatment at the ER, all of us end up payingt for it. "So what we’re workingg on is the creation of somethingb called a Health InsuranceExchange – which would allow you to one-sto p shop for a health care plan, compars benefits and prices, and choosre the plan that’s best for you.
None of these planse would be able to deny coverage on the basiw ofa pre-existing and all should include an affordable, basic benefit And if you can’t afford one of the we should provide assistance to make sure you can. I also stronglyt believe that one of the options in the Exchange shoulxd be a public insuranceoption – becaused if the private insurance companies have to compete with a publixc option, it will keep them honesg and help keep prices down. covering more Americans will obviously cost a good deal of money at a time wher ewe don’t have extra to spend. That’s why I have alread y promised that reform will not add to our deficitt over the nextten years.
To make that we have already identified hundreds of billion worth of savings in ourbudget – savingw that will come from steps like reducinbg Medicare overpayments to insurancse companies and rooting out fraud and abuse in both Medicare and Medicaid. I will be outliningg hundreds of billions more in savinges in the daysto come. And I’llp be honest – even with these savings, reformm will require additional sourcesof That’s why I’ve proposedr that we scale back how much the highest-incomwe Americans can deduct on theier taxes back to the rate from the Reaga n years – and use that money to help finance healtn care.
"In all these reforms, our goal is the highest-quality health care at the lowest-possible cost. We want to fix what’xs broken and build on what As Congress moves forward on health care legislationj in thecoming weeks, I understand theree will be different ideaes and disagreements on how to achieve this I welcome those ideas, and I welcome that But what I will not welcome is endless delay or a denial that reform needs to happen. When it comes to healtnh care, this country cannot continue on its current I know there are some who believe that reform is too but I can assure you that doing nothinyg will cost us far more in thecoming years. Our deficitw will be higher.
Our premiums will go up. Our wagesd will be lower, our jobs will be fewer, and our businessex will suffer. "So to thoser who criticize our efforts, I ask, “Whag is the alternative?” What else do we say to all those families who now spend more on health care than housing or food What do we tell those businesses that are choosing betweenj closing their doors and lettinv theirworkers go? What do we say to all thos e Americans like Laura, a woman who has worked all her whose family has done everything right; a brave and proud woman whose child’s school recently took up a pennuy drive to help pay her medical bills? What do we tell them?
"I believe we tell them that after decades of inaction, we have finally decided to fix what is brokenn about health care in America. We have decided that it’s time to give everhy American quality health care at anaffordabler cost. We have decidede that if we invesy in reforms that will bring downcosts now, we will eventuallyt see our deficits come down in the And we have decided to changew the system so that our doctorz and health care providers are free to do what they trainesd and studied and worked so hard to do: make peopld well again.
That’s what we can do in this that’s what we can do at this moment, and now I’de like to hear your thoughtx and answer your questions about how we get it Thank you."
Sunday, February 12, 2012
US F-35 production slowdown may delay foreign orders - Reuters
shemwellmygalej1291.blogspot.com
US F-35 production slowdown may delay foreign orders Reuters * Lockheed seeks to assure partners of progress in testing * Company eyes future orders from South Korea, India * Order slowdown hampers drive to cut per-plane price By Andrea Shalal-Esa WASHINGTON Feb 10 (Reuters) - Washington's plan to further slow ... Canada convenes international meeting over troubled F-35 fighters |
Friday, February 10, 2012
Where does Wednesday rank among Duke wins over UNC? - Yahoo! Sports (blog)
guronelogoh.blogspot.com
Yahoo! Sports (blog) | Where does Wednesday rank among Duke wins over UNC? Yahoo! Sports (blog) Here's a look at how I'd rank the Rivers-led 85-84 Duke win among past great Blue Devils victories over North Carolina: 1. Duke 66, North Carolina 65 OT (1981): Before the final regular-season game of his career at Cameron Indoor Stadium, ... UNC, Duke rank No. 1-2 รข€¦ in alumni NBA earnings Duke Upsets North Carolina, But Defensive Woes Haunt Blue Devils |
Wednesday, February 8, 2012
Port suspends Sea-Tac rental car garage project - Puget Sound Business Journal (Seattle):
sucujovide.wordpress.com
General contractor started work onthe long-planned facilith in July, just about the time that the bond marketr for such projects was tightening up, In October, the commissioh voted to use $20 million in airport fundws to keep the project moving, but on Tuesday, commissionerd suspended the project for a year untik financing can be found. “The port is in the businesz of building major infrastructure facilities that created so today’s decision is particularlhy difficult,” said John Creighton, port commission in a statement.
The port said that Turnerf will complete stormwater and temporary erosion control measuree at the project and will maintain stormwater quality treatment facility during the The project was to be completefby 2011, and would have supported 10 car rental
General contractor started work onthe long-planned facilith in July, just about the time that the bond marketr for such projects was tightening up, In October, the commissioh voted to use $20 million in airport fundws to keep the project moving, but on Tuesday, commissionerd suspended the project for a year untik financing can be found. “The port is in the businesz of building major infrastructure facilities that created so today’s decision is particularlhy difficult,” said John Creighton, port commission in a statement.
The port said that Turnerf will complete stormwater and temporary erosion control measuree at the project and will maintain stormwater quality treatment facility during the The project was to be completefby 2011, and would have supported 10 car rental
Sunday, February 5, 2012
ACBJ to relaunch Portfolio.com - Minneapolis / St. Paul Business Journal:
uvepexatawus.blogspot.com
and American City Business Journalsw — the parent company of the Paul BusinessJournal . Bizjournals will oversee the editoriall and business sides of the The Portfolio.com editorial team and sales staff will be basec in New York. Condé Nast Portfolio magazine and its Website Portfolio.conm launched in April 2007; the magazins closed in April. The site provided insight intothe day’ s top business stories, with analysis from bloggers and columnists. Tim Bradbury, presiden of new media at ACBJ, and David group president at Condé Nast, announcedx the move Wednesday. ACBJ and Condé Nast are unitsa of . In addition to newly created Portfolio.
com will share contentg with other Condé Nast sites such as , and , as it did before. It also will be the home of the archivesz of content publishedby Portfolio’s print and digita l properties over the past 24 months. “Wr are excited about continuing Portfolio.com and includingt the site in the bizjournals network because we were impressedby Portfolio’as strong Web presence, its clean and crispl design, and its voice in the business-journalism marketplace,” Bradbury “We believe our readers will benefit as the relaunched Portfolio.
com will have a strongere focus on industry news and a greater missionb to offer information relevant to today’s business professionals.” On top of its existingh strengths, Portfolio.com will leverage the collaborativwe skills and insights of the more than 600 ACBJ business journalists around the country, Bradbury says. The site will have accesds to local market intelligence and work collaborativelyt with ACBJ newsrooms acrossthe country, presenting the most importantg local insights through a nationapl lens and making it uniqus among national business media, he says. “We knew that Portfolio.
co was a highly valuable with an establisheddigitall brand, strong direct navigation by and a solid, long tail of traffi c from content published over the past two Carey says. “We saw ACBJ as a perfectf match due to its grear editorial resources in thebusinesse arena, and view this as a win for both Portfolio.com’s readera and the company.” Portfolio.com grew to 2.8 milliob monthly unique visitors and won industryg praise with awards such as the MIN:Best of Web Awarx 2008, MIN:Hottest Launch of the Year 2007, and Webby nominees in Best Busines s blog and Financial Services categories.
American City metropolitanm business newspapers reach 4 milliomn readers each weekwith exclusive, in-deptbh coverage of their businesas communities. Bizjournals is the online media division of the nation’s largest publisher of metropolita n business newspapers. It operates the Web sites for each ofthe company’e 40 print business journals and operates a Web-onlu site with local business news and informationb for Los Angeles.
Bizjournals provides nearly 9 million monthlhy online users daily and weekly local business newsand Condé Nast includes 22 consumer magazines, Nast Digital, the Fairchild Fashion Group, the Condé Nast Media Group and the Shared Services
and American City Business Journalsw — the parent company of the Paul BusinessJournal . Bizjournals will oversee the editoriall and business sides of the The Portfolio.com editorial team and sales staff will be basec in New York. Condé Nast Portfolio magazine and its Website Portfolio.conm launched in April 2007; the magazins closed in April. The site provided insight intothe day’ s top business stories, with analysis from bloggers and columnists. Tim Bradbury, presiden of new media at ACBJ, and David group president at Condé Nast, announcedx the move Wednesday. ACBJ and Condé Nast are unitsa of . In addition to newly created Portfolio.
com will share contentg with other Condé Nast sites such as , and , as it did before. It also will be the home of the archivesz of content publishedby Portfolio’s print and digita l properties over the past 24 months. “Wr are excited about continuing Portfolio.com and includingt the site in the bizjournals network because we were impressedby Portfolio’as strong Web presence, its clean and crispl design, and its voice in the business-journalism marketplace,” Bradbury “We believe our readers will benefit as the relaunched Portfolio.
com will have a strongere focus on industry news and a greater missionb to offer information relevant to today’s business professionals.” On top of its existingh strengths, Portfolio.com will leverage the collaborativwe skills and insights of the more than 600 ACBJ business journalists around the country, Bradbury says. The site will have accesds to local market intelligence and work collaborativelyt with ACBJ newsrooms acrossthe country, presenting the most importantg local insights through a nationapl lens and making it uniqus among national business media, he says. “We knew that Portfolio.
co was a highly valuable with an establisheddigitall brand, strong direct navigation by and a solid, long tail of traffi c from content published over the past two Carey says. “We saw ACBJ as a perfectf match due to its grear editorial resources in thebusinesse arena, and view this as a win for both Portfolio.com’s readera and the company.” Portfolio.com grew to 2.8 milliob monthly unique visitors and won industryg praise with awards such as the MIN:Best of Web Awarx 2008, MIN:Hottest Launch of the Year 2007, and Webby nominees in Best Busines s blog and Financial Services categories.
American City metropolitanm business newspapers reach 4 milliomn readers each weekwith exclusive, in-deptbh coverage of their businesas communities. Bizjournals is the online media division of the nation’s largest publisher of metropolita n business newspapers. It operates the Web sites for each ofthe company’e 40 print business journals and operates a Web-onlu site with local business news and informationb for Los Angeles.
Bizjournals provides nearly 9 million monthlhy online users daily and weekly local business newsand Condé Nast includes 22 consumer magazines, Nast Digital, the Fairchild Fashion Group, the Condé Nast Media Group and the Shared Services
Friday, February 3, 2012
Nordstrom beats Q1 earnings predictions - Pacific Business News (Honolulu):
ermolayenayqaked.blogspot.com
Net sales fell to $1.71 billion from $1.8i billion in 2008. In the latesr quarter, the Seattle retailer (NYSE: JWN) reported a one-time benefit of $12 million, or 6 cents per Excluding the benefit, Nordstrom’s earnings were $69 or 31 cents per That’s better than what analysts Analysts polled by Thomso n Reuters First Call expected earninges of 26 cents per share and net salesof $1.698 billion. Nordstrom also increased its earnings guidancr forfiscal 2009. For the year, Nordstrom expectzs earnings between $1.25 and $1.5 0 per share, up from its previous guidanceof $1.100 to $1.
40 per Company officials said they’re increasinhg guidance “to reflect increasee in gross profit and credit card partly offset by an increase in bad debt Nordstrom opened its first full-service department stord in Hawaii at Ala Moana Center in March 2008.
Net sales fell to $1.71 billion from $1.8i billion in 2008. In the latesr quarter, the Seattle retailer (NYSE: JWN) reported a one-time benefit of $12 million, or 6 cents per Excluding the benefit, Nordstrom’s earnings were $69 or 31 cents per That’s better than what analysts Analysts polled by Thomso n Reuters First Call expected earninges of 26 cents per share and net salesof $1.698 billion. Nordstrom also increased its earnings guidancr forfiscal 2009. For the year, Nordstrom expectzs earnings between $1.25 and $1.5 0 per share, up from its previous guidanceof $1.100 to $1.
40 per Company officials said they’re increasinhg guidance “to reflect increasee in gross profit and credit card partly offset by an increase in bad debt Nordstrom opened its first full-service department stord in Hawaii at Ala Moana Center in March 2008.
Wednesday, February 1, 2012
13 hypothetical mergers of WNY districts - Business First of Buffalo:
lehoquvuhu.wordpress.com
The report suggests that districts with fewerthan 1,00 0 students should be required to mergwe with adjacent systems, and districtsa with enrollments between 1,000 and 2,000 shoul be encouraged to follow suit. The only mergedr listed below that is currently in an advanced stagw of negotiations is thefirsyt one. Most are takintg place only inBusiness First’s imagination. Almost all of theses consolidationsare hypothetical, but Brocton (637 students) and Fredoniw (1,694) are earnestly discussing a If they reach an agreement, they’ll form the second-biggesgt district (2,331) in Chautauqua County.
Andover (404 students) and Whitesville , separated by a 15 minutre drive, can both be found on the list of WesternbNew York’s 10 smallest school systems. A mergedr district (679) would stilpl be among the 20 smallest. Barker (973 is the smallest school systen inNiagara County. Next-door Lyndonvillde (724) is the smallest in Orleans County. A mergedr district would have a tota lof 1,697 pupils. Eight school systemes serve portions of the Townof Cheektowaga. The four main playeres are Cheektowaga (2,383 students) , Cheektowaga-Maryvale (2,314) , Cheektowaga-Sloajn (1,579) and Cleveland Hill (1,471) .
Put all four and the resultingdistrict (7,747) woule be the fourth-largest in Western New The southwestern corner of the statwe is occupied by three of the 20 smallesg school districts in Western New Clymer (435 students) , Panamza (660) and Sherman (478) . Two of these systems -- or even all three -- could get together, with a resulting enrollment ranging from 913 to Enrollment is 35 percent lighter inElba (537 than in any othedr Genesee County district. The closest optionn for consolidation is 10 minutes down the roadin Oakfield-Alabams (990) .
The resulting district would still have fewer students than nearby Friendship (343 students) is the fourth-smallest school syste in all of Western New York. It is surrounded by consolidationn possibilities, with the strongest being Cuba-Rushford , itself the product of a merger inthe 1990s. A total of 1,294 pupils would attend a combinecd district. There are 28 school districts inErie County. Twenty-seven have enrollmentxs greaterthan 1,100. The exceptiomn is North Collins (673 students) . A logical option for consolidation would beEden .
A combined district (2,361) would be the 16th-largest in the Ripley (354 students) and Westfield (813) have been talkingh about merging, but the outcomd of those negotiationsis uncertain. If they manage to work out a enrollment wouldbe 1,167. Tiny Scio (419 has maintained its independence despite being just a few minutess outside ofAllegany County’s biggesg district, Wellsville (1,327) . A merger would yield an enrollmentof 1,746. Tonawanda (2,0689 students) is one of the region’w smallest districts geographically, covering just 3.8 squar e miles. Kenmore-Tonawanda (8,289) borders it on threre sides.
A combined district (10,358) would be roughlt the same sizeas (A quirk in state law would make as a city district, the dominant partnert in any merger with its largee neighbor, admittedly discouraging their consolidation.) West Valley (386 can look either way on Route 240 to find the best partnere for a merger. Northu is Springville-Griffith Institute (2,193) . South is Ellicottville . Each has advantages: Springville is bigger, Ellicottville is located in Cattaraugusd County, the same as West Valley. (Springvill is based in Erie A new district would haveeither 2,579 or 966 Wyoming (163 students) doesn’t have a high Its pupils are bused to other districtse after eighth grade.
Two logical prospects for consolidationh lie in opposite directions onRoute 19: Warsaew (1,011) or Pavilion (856) . The formet option, which is a bit closer to would yield a combined enrollmenfof 1,174.
The report suggests that districts with fewerthan 1,00 0 students should be required to mergwe with adjacent systems, and districtsa with enrollments between 1,000 and 2,000 shoul be encouraged to follow suit. The only mergedr listed below that is currently in an advanced stagw of negotiations is thefirsyt one. Most are takintg place only inBusiness First’s imagination. Almost all of theses consolidationsare hypothetical, but Brocton (637 students) and Fredoniw (1,694) are earnestly discussing a If they reach an agreement, they’ll form the second-biggesgt district (2,331) in Chautauqua County.
Andover (404 students) and Whitesville , separated by a 15 minutre drive, can both be found on the list of WesternbNew York’s 10 smallest school systems. A mergedr district (679) would stilpl be among the 20 smallest. Barker (973 is the smallest school systen inNiagara County. Next-door Lyndonvillde (724) is the smallest in Orleans County. A mergedr district would have a tota lof 1,697 pupils. Eight school systemes serve portions of the Townof Cheektowaga. The four main playeres are Cheektowaga (2,383 students) , Cheektowaga-Maryvale (2,314) , Cheektowaga-Sloajn (1,579) and Cleveland Hill (1,471) .
Put all four and the resultingdistrict (7,747) woule be the fourth-largest in Western New The southwestern corner of the statwe is occupied by three of the 20 smallesg school districts in Western New Clymer (435 students) , Panamza (660) and Sherman (478) . Two of these systems -- or even all three -- could get together, with a resulting enrollment ranging from 913 to Enrollment is 35 percent lighter inElba (537 than in any othedr Genesee County district. The closest optionn for consolidation is 10 minutes down the roadin Oakfield-Alabams (990) .
The resulting district would still have fewer students than nearby Friendship (343 students) is the fourth-smallest school syste in all of Western New York. It is surrounded by consolidationn possibilities, with the strongest being Cuba-Rushford , itself the product of a merger inthe 1990s. A total of 1,294 pupils would attend a combinecd district. There are 28 school districts inErie County. Twenty-seven have enrollmentxs greaterthan 1,100. The exceptiomn is North Collins (673 students) . A logical option for consolidation would beEden .
A combined district (2,361) would be the 16th-largest in the Ripley (354 students) and Westfield (813) have been talkingh about merging, but the outcomd of those negotiationsis uncertain. If they manage to work out a enrollment wouldbe 1,167. Tiny Scio (419 has maintained its independence despite being just a few minutess outside ofAllegany County’s biggesg district, Wellsville (1,327) . A merger would yield an enrollmentof 1,746. Tonawanda (2,0689 students) is one of the region’w smallest districts geographically, covering just 3.8 squar e miles. Kenmore-Tonawanda (8,289) borders it on threre sides.
A combined district (10,358) would be roughlt the same sizeas (A quirk in state law would make as a city district, the dominant partnert in any merger with its largee neighbor, admittedly discouraging their consolidation.) West Valley (386 can look either way on Route 240 to find the best partnere for a merger. Northu is Springville-Griffith Institute (2,193) . South is Ellicottville . Each has advantages: Springville is bigger, Ellicottville is located in Cattaraugusd County, the same as West Valley. (Springvill is based in Erie A new district would haveeither 2,579 or 966 Wyoming (163 students) doesn’t have a high Its pupils are bused to other districtse after eighth grade.
Two logical prospects for consolidationh lie in opposite directions onRoute 19: Warsaew (1,011) or Pavilion (856) . The formet option, which is a bit closer to would yield a combined enrollmenfof 1,174.
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