hegenefipa.blogspot.com
The state’s Independent Contractor law, also known as the Misclassification Law, was createrd in 2004 to protect construction workers from beingvdeliberately “misclassified” by companies as contract worker who receive no benefits, instead of as employeea who by law are entitled to a varietyg of benefits. Companies that violate the law are subjecrt totreble damages, as well as potential criminalk charges. Since the law was enacted, the attorney general’d office has gone after construction the apparent intent when the measurd passed throughthe Legislature.
But the law is in no way limitedf toconstruction companies, which left some lawyers specializing in employment matters wondering in recent years whethedr other businesses might become Moreover, the law explicitly holds top executives liable for Earlier this month, executivees at Pearson Education, a textbook published in Upper Saddle N.J., apparently decided to interpret the law more broadly. Not wantingh to risk prosecution byMassachusetts authorities, the companty decided to discontinue work with all of its freelancers in the Freelance editor and writer John Sissonb counted Pearson Education as one of his largest clients untip he received e-mails from the company notifyinyg him Pearson, citing the Independent Contractor Law, no longer would use Massachusetts contract workers.
“I’ve lost businesxs and I stand to losemore business,” said a Newton resident. “It hurtse firms in Massachusetts because it does not allo them to outsource the work they need to do and it hurtxs independent professionals who rely onthat work,” Sissom said. “The fact of the matter is that theattorneyy general’s office is between a rock and a hard It’s a bad law and they’ree in charge of enforcing it.” A Pearsobn spokeswoman declined to comment for this story.
Criticsx of the law are also concernedf that a successor to Attorneh General Martha Coakley coulxd choose to interpret the law more broadly than she or her staftapparently has. “A number of employmenyt lawyers have worried since the law was enacted that a different attorney general might take a much broader and aggressive approacgto it,” said Joshua M. Davis, managing shareholdere of the labor and employment lawfirm Ogletree, in “The law was designed to protect folks who the Legislature believe were being wrongfully denied Davis notes that some clear guidance from the AG’s office abouft the scope of the law is needed.
The fact that an out-of-states firm has decided not to work with Massachusettsz freelancersis worrisome, but not yet a crisis, said Stephenb Adams, a small-business advocate in the ’s Bostob office. “We don’t know if it’s isolatecd and we don’t know if it’s warranted,” Adams “The problem is for the future, you’rr relying on the AG’zs interpretation and power toset priorities.
Ultimately, you do want to fix the
Friday, December 30, 2011
Tuesday, December 27, 2011
Overbrook Farm to sell off most of its horses - Silicon Valley / San Jose Business Journal:
humojo.wordpress.com
plans to sell off its Thoroughbred yearlings, breedint stock and most of its horsesin training, starting at Kenneland’xs yearling sale in September. “Over a period of more than 30 yearxs my father developed Overbrook Farm into one of the most successful and respected breeding operationxs inthe world,” said owne r Bill Young Jr. in a news release. “The decisioj to disperse is a personalo one that came after a great deal of Isimply don’t have the passiom for the thoroughbred sport that my father did, despitre my respect for the business.
” Overbroomk champions include 1996 Kentucky Derbty winner Grindstone, 1999 Breeder’s Cup Classif winner Cat Thief, dual classic winner Tabasco Cat, Preaknes Stakes winner Timber Country and Belmont Stakes winnet Editor’s Note. The dispersal will include about 200 The farm will continue as a small racinvg stable under the directionof Young’s son, Chriss Young. “Our goal is to lease the farm as a Thoroughbred operation,” Bill Young said in the The yearlings will be sold at Keeneland’s September Sale, which beginws Sept. 14.
The weanlings, broodmares and horses of racingv age will be sold during the Novembee BreedingStock Sale, and the dispersal will continuwe during the January Horses of All Ages Sale.
plans to sell off its Thoroughbred yearlings, breedint stock and most of its horsesin training, starting at Kenneland’xs yearling sale in September. “Over a period of more than 30 yearxs my father developed Overbrook Farm into one of the most successful and respected breeding operationxs inthe world,” said owne r Bill Young Jr. in a news release. “The decisioj to disperse is a personalo one that came after a great deal of Isimply don’t have the passiom for the thoroughbred sport that my father did, despitre my respect for the business.
” Overbroomk champions include 1996 Kentucky Derbty winner Grindstone, 1999 Breeder’s Cup Classif winner Cat Thief, dual classic winner Tabasco Cat, Preaknes Stakes winner Timber Country and Belmont Stakes winnet Editor’s Note. The dispersal will include about 200 The farm will continue as a small racinvg stable under the directionof Young’s son, Chriss Young. “Our goal is to lease the farm as a Thoroughbred operation,” Bill Young said in the The yearlings will be sold at Keeneland’s September Sale, which beginws Sept. 14.
The weanlings, broodmares and horses of racingv age will be sold during the Novembee BreedingStock Sale, and the dispersal will continuwe during the January Horses of All Ages Sale.
Sunday, December 25, 2011
Moyes wants more info from Reinsdorf, NHL on Coyotes bid - Phoenix Business Journal:
qalymeled.wordpress.com
Attorneys for Moyes are askingthe U.S. Bankruptcy Couryt in Phoenix to require more informatiobfrom Reinsdorf, his business partners and the regardingy his bid to buy the Coyotes. The Reinsdorrf ownership team includes Phoenix attorney John Kaites and sportd executiveTony Tavares. It has the backing of the NHL, whicgh opposes a Moyes-backed bid to sell the Coyote to Canadian billionaireJim Balsillie. CEO of BlackBerry maker Researchyin Motion, has made a $213 millionj cash offer for the Coyotes and would move them to Ontario. Moyes would get $100 million out of the Balsillie deal. The Reinsdorf bid does not list how much Reinsdorfv might get fromhis offer.
It focuses largely on refinancing and reworking thehockey team’x debts. Reinsdorf owns the Chicago Bulls and ChicagpoWhite Sox, and it appears his bid involveas little or no cash. Moyes wants U.S. Bankruptcyy Court Judge Redfield Baum to have the NHL and the Reinsdor ownership group disclose more information abouytheir bid, including financing and dealing with unsecured debts -- includingh money owed to Moyes, who says he has put $300 million into the The Moyes camp also is pointin g out that the NHL said there have been severalk bids to keep the team in Glendale, but only the one led by Reinsdorc was presented to Baum.
Moyes put the Coyotes into Chapte r 11 bankruptcyin May, and part of the team’ds reorganization was to involve a sale to Balsillie. The NHL and city of Glendalre started talking to Reinsdorf about buying the team beforse the Chapter11 filing.
Attorneys for Moyes are askingthe U.S. Bankruptcy Couryt in Phoenix to require more informatiobfrom Reinsdorf, his business partners and the regardingy his bid to buy the Coyotes. The Reinsdorrf ownership team includes Phoenix attorney John Kaites and sportd executiveTony Tavares. It has the backing of the NHL, whicgh opposes a Moyes-backed bid to sell the Coyote to Canadian billionaireJim Balsillie. CEO of BlackBerry maker Researchyin Motion, has made a $213 millionj cash offer for the Coyotes and would move them to Ontario. Moyes would get $100 million out of the Balsillie deal. The Reinsdorf bid does not list how much Reinsdorfv might get fromhis offer.
It focuses largely on refinancing and reworking thehockey team’x debts. Reinsdorf owns the Chicago Bulls and ChicagpoWhite Sox, and it appears his bid involveas little or no cash. Moyes wants U.S. Bankruptcyy Court Judge Redfield Baum to have the NHL and the Reinsdor ownership group disclose more information abouytheir bid, including financing and dealing with unsecured debts -- includingh money owed to Moyes, who says he has put $300 million into the The Moyes camp also is pointin g out that the NHL said there have been severalk bids to keep the team in Glendale, but only the one led by Reinsdorc was presented to Baum.
Moyes put the Coyotes into Chapte r 11 bankruptcyin May, and part of the team’ds reorganization was to involve a sale to Balsillie. The NHL and city of Glendalre started talking to Reinsdorf about buying the team beforse the Chapter11 filing.
Friday, December 23, 2011
Rams like aggressive play of RT Dahl - The Star-Ledger - NJ.com
ignatiywulyxura.blogspot.com
Rams like aggressive play of RT Dahl The Star-Ledger - NJ.com LOUIS (AP) รข€" The St. Louis Rams are liking the aggressive play they are getting from right tackle Harvey Dahl. Dahl, in his first season with the Rams, was called for holding during Sunday's loss to the Bengals with his team 13-6 at the time. ... |
Wednesday, December 21, 2011
Riot at Penn State is most costly, destructive in 15 years, State College ... - Patriot-News
bakakinkorypon.blogspot.com
Patriot-News | Riot at Penn State is most costly, destructive in 15 years, State College ... Patriot-News ANDY COLWELL for The Patriot-News" Penn State University students react to Joe Paterno's firing g » |
Monday, December 19, 2011
Strip the vision. Downtown Tampa's issues have persisted. - Tampa Bay Business Journal:
yqyqynesara.blogspot.com
Elected leaders, business officials, urban planners, artists, commuterd and others have opined about the state of downtowm since the suburbs began sprawlinyg away from Franklin Street after WorldWar II. And because it reflectxs the dynamic forces of people and the downtown palette is always a work in In the boom years of earlierthis decade, freshn strides were made to transform downtown Tampa from a daytime-onlyg office destination to a livelyh residential neighborhood with retail and recreationalo amenities. Now people are wondering whether that progresw will be stifled by the globaleconomivc downturn. Office vacancy and unemployment are higher than ayear ago.
“Downtownj Tampa appears to be reacting to this economy saidChristine Burdick, president of the . “Wd are working as good as we canrighyt now,” Burdick said. “I’m comfortable and confident. I’k also realistic and not naïve.” City planning maps remain dotted with dozense of downtown condominium projects totaling morethan 13,000 Many of those projects are and fewer than 4,00 0 residential units have been completed or broken Perhaps no project symbolizes the bust more than Trumop Tower Tampa, the gleaming luxury condo proposeds along the Hillsborough River.
Announcex with great fanfare in 2005, including a visit from Donald the project is mired in bankruptcy and lawsuits as weed grow on the vacantriverside lot. Other projects are moving forward, such as Element and the historicrestoratiob (see page 11). Burdick said three or four condo unitxs are being sold downtown each and other peopleare “What there are right now is more people she said. “I think we are past the tipping point of whethee downtown is a place where peopls wantto live.” Nobody knows how many peoplr live downtown. A study released earlier this year failedr to reach aconclusive result.
Public project, private food wine While private investment has public projectscontinue downtown, such as the new , the and Curti Hixon Waterfront Park between the river and Ashleh Drive. , under construction in the Channel District, is expected to open next And a few segments ofthe 2.2-miled linear waterfront park connecting the two museum projects have been Some see a steady uptick of smalol business activity. “Downtown has improved in the numbet ofnew restaurants,” said Ellen Brown, who has run the on Nortu Tampa Street since 1993. “When we movesd in there were none,” Browjn said. “Now there’s a nice choice of independent, ethniv food restaurants.
” But there stillp aren’t enough people walking around.
Elected leaders, business officials, urban planners, artists, commuterd and others have opined about the state of downtowm since the suburbs began sprawlinyg away from Franklin Street after WorldWar II. And because it reflectxs the dynamic forces of people and the downtown palette is always a work in In the boom years of earlierthis decade, freshn strides were made to transform downtown Tampa from a daytime-onlyg office destination to a livelyh residential neighborhood with retail and recreationalo amenities. Now people are wondering whether that progresw will be stifled by the globaleconomivc downturn. Office vacancy and unemployment are higher than ayear ago.
“Downtownj Tampa appears to be reacting to this economy saidChristine Burdick, president of the . “Wd are working as good as we canrighyt now,” Burdick said. “I’m comfortable and confident. I’k also realistic and not naïve.” City planning maps remain dotted with dozense of downtown condominium projects totaling morethan 13,000 Many of those projects are and fewer than 4,00 0 residential units have been completed or broken Perhaps no project symbolizes the bust more than Trumop Tower Tampa, the gleaming luxury condo proposeds along the Hillsborough River.
Announcex with great fanfare in 2005, including a visit from Donald the project is mired in bankruptcy and lawsuits as weed grow on the vacantriverside lot. Other projects are moving forward, such as Element and the historicrestoratiob (see page 11). Burdick said three or four condo unitxs are being sold downtown each and other peopleare “What there are right now is more people she said. “I think we are past the tipping point of whethee downtown is a place where peopls wantto live.” Nobody knows how many peoplr live downtown. A study released earlier this year failedr to reach aconclusive result.
Public project, private food wine While private investment has public projectscontinue downtown, such as the new , the and Curti Hixon Waterfront Park between the river and Ashleh Drive. , under construction in the Channel District, is expected to open next And a few segments ofthe 2.2-miled linear waterfront park connecting the two museum projects have been Some see a steady uptick of smalol business activity. “Downtown has improved in the numbet ofnew restaurants,” said Ellen Brown, who has run the on Nortu Tampa Street since 1993. “When we movesd in there were none,” Browjn said. “Now there’s a nice choice of independent, ethniv food restaurants.
” But there stillp aren’t enough people walking around.
Saturday, December 17, 2011
Few workers utilize employee assistance programs - Portland Business Journal:
houston-nearly.blogspot.com
Employee assistance programs can help with financial and personal but industry experts say only 2 percent to 8 percent of workers take advantage oftheir EAPs. At the same many employees burn hours of company time battling personapl problems when one call to their EAPcould help, said Joan senior human resources specialist for in “An EAP would have referralsa to debt counseling, credit counseling, financial management and, maybe, legao advice,” she said. “If I’m getting ready to defaul on my mortgage, I would like to know my legap rights. An EAP would definitely be used in thoser typesof situations.
” Administaff, whicn serves as a human resources departmenr for small and midsize companies, helps its clientxs gain access to benefits usuallt reserved for larger Its program uses UnitedHealthcare’s EAP network. “We make sure we offer the EAP as an because it’s helpful for employees to get some resources they may not know they have availabl e to them,” she said. Plus, Jolly said, it givew an employer a way to help an employeer resolve a problem and get back to doing the job he or she was hiredfto do. This is a way to keep personal problems from becomingpersonnel problems, she said. “It takes the employer out of the she said.
“They don’t want to get in the positiojnwhere they’re sitting there listening to an employee’s problems and giving them advice. They can feel good about referring them to professionals who can really help More than 90 percent of employeesx say their mental health and personal problems spill into theifrprofessional lives, and that has a direct impactt on their job performance, according to Mental Health To make matters worse, the estimatex the annual cost of personal problem in the workplace at $205 billion more than half as a result of lost productivity. Just because an employee shows up to that doesn’t mean he or she is productive.
recently conducted a survey that showed healtj and personal matters oftenkeep U.S. workers from being fully focusedd onthe job. U.S. workers admitted to spending an average of two to five hours a week resolvinhg personal issues duringbusiness hours. The survey showse “presenteeism” — where employees are physically present at but unable to perform at full capacity becausde of illness ordistraction — is widespread. Jodi senior vice president of , said the survet showed 61 percentof U.S. workers go to work distractedf bypersonal problems. “Having a good EAP can help people cope with some of those she said.
“We believe it to be a tool that helpz withindividual advocacy, to advocats for them for whatever is going on in their We know presenteeism accounts for a greatefr loss in the workplace than Employees are dealing with issues whicg range from child and eldere care to legal and financial But employees aren’t using their EAPs the way they she said. One problem could be that employerse fail to remind employees the service is she said. Gene Baker, vice president of , a divisio n of UnitedHealthcare, said many employeew and employers have outdaterd notions of what anEAP is.
“There are stil some folks who believe the EAP is supposed to deal with the person who hasalcohol problems, so there is a little bit of a stigma sometimes,” he said. EAPs are marketed more broadly toaddressz life’s daily challenges, he said. Baker is part of a work groupo withthe Washington-based , which is assemblingv an employer guide to EAPs. He says insurance companies will be changing the way thosr programsare delivered, beginning with using databasesz to track changes in beneficiaries’ lifestyles and “If we can reacy people through the EAP, ultimately we can reduce the medical expense that’s relatedd to stress,” Baker said.
This is a perfect time for employeez to get reacquainted withtheit EAPs, Baker said. “We’re in the greatesyt financial crisis since theGreat Depression,” he “You would think people wouled be calling. They’re not callinf as much as you want or expecgtthem to.” If it’s the potential stigma of mentall illness that keeps employees from callinh their EAPs, Baker said they need not worry; all calls are
Employee assistance programs can help with financial and personal but industry experts say only 2 percent to 8 percent of workers take advantage oftheir EAPs. At the same many employees burn hours of company time battling personapl problems when one call to their EAPcould help, said Joan senior human resources specialist for in “An EAP would have referralsa to debt counseling, credit counseling, financial management and, maybe, legao advice,” she said. “If I’m getting ready to defaul on my mortgage, I would like to know my legap rights. An EAP would definitely be used in thoser typesof situations.
” Administaff, whicn serves as a human resources departmenr for small and midsize companies, helps its clientxs gain access to benefits usuallt reserved for larger Its program uses UnitedHealthcare’s EAP network. “We make sure we offer the EAP as an because it’s helpful for employees to get some resources they may not know they have availabl e to them,” she said. Plus, Jolly said, it givew an employer a way to help an employeer resolve a problem and get back to doing the job he or she was hiredfto do. This is a way to keep personal problems from becomingpersonnel problems, she said. “It takes the employer out of the she said.
“They don’t want to get in the positiojnwhere they’re sitting there listening to an employee’s problems and giving them advice. They can feel good about referring them to professionals who can really help More than 90 percent of employeesx say their mental health and personal problems spill into theifrprofessional lives, and that has a direct impactt on their job performance, according to Mental Health To make matters worse, the estimatex the annual cost of personal problem in the workplace at $205 billion more than half as a result of lost productivity. Just because an employee shows up to that doesn’t mean he or she is productive.
recently conducted a survey that showed healtj and personal matters oftenkeep U.S. workers from being fully focusedd onthe job. U.S. workers admitted to spending an average of two to five hours a week resolvinhg personal issues duringbusiness hours. The survey showse “presenteeism” — where employees are physically present at but unable to perform at full capacity becausde of illness ordistraction — is widespread. Jodi senior vice president of , said the survet showed 61 percentof U.S. workers go to work distractedf bypersonal problems. “Having a good EAP can help people cope with some of those she said.
“We believe it to be a tool that helpz withindividual advocacy, to advocats for them for whatever is going on in their We know presenteeism accounts for a greatefr loss in the workplace than Employees are dealing with issues whicg range from child and eldere care to legal and financial But employees aren’t using their EAPs the way they she said. One problem could be that employerse fail to remind employees the service is she said. Gene Baker, vice president of , a divisio n of UnitedHealthcare, said many employeew and employers have outdaterd notions of what anEAP is.
“There are stil some folks who believe the EAP is supposed to deal with the person who hasalcohol problems, so there is a little bit of a stigma sometimes,” he said. EAPs are marketed more broadly toaddressz life’s daily challenges, he said. Baker is part of a work groupo withthe Washington-based , which is assemblingv an employer guide to EAPs. He says insurance companies will be changing the way thosr programsare delivered, beginning with using databasesz to track changes in beneficiaries’ lifestyles and “If we can reacy people through the EAP, ultimately we can reduce the medical expense that’s relatedd to stress,” Baker said.
This is a perfect time for employeez to get reacquainted withtheit EAPs, Baker said. “We’re in the greatesyt financial crisis since theGreat Depression,” he “You would think people wouled be calling. They’re not callinf as much as you want or expecgtthem to.” If it’s the potential stigma of mentall illness that keeps employees from callinh their EAPs, Baker said they need not worry; all calls are
Wednesday, December 14, 2011
Smart sales tactics required to successfully battle delayed purchasing decisions - bizjournals:
vlastaowibopaj.blogspot.com
The challenge is determining if the delay is a disguised anunresolved concern, an excuse or real. Most importantly, how can you get to the and move thesale forward? Buyers are like Wall Street: Neithed likes uncertainty. Understanding risk can help you smootn the progress towarda decision. Caution is an indicationb of risk aversionand it’zs rampant right now. Sellers become risk-adverse too, not wanting to hear a negativer decision. It is naturally easier to continue chasing than togive up. But consider that getting a negative decision now is bette than getting a negative decision after investing energy and resources pursuing a prospect for weekse oreven months.
Try facilitating a discussion arounc best-case and worst-case What is the worst case if they do and what is the best case if they moveforward ? What is the worst-case scenario if they buy now, and what is the best case if they delayh the decision? Having this conversation give s you the opportunity to influence their thought process and provide input. Three common themes emergw as reasons for delayed which are: • Incomplete or poor initial • Unanswered concerns. • Changes in Here is what you can do to diagnoss where you are and what todo First, did you just take the prospect’ds word that they could benefir from what you’re selling?
Qualifying the need meanss gaining evidence that their situation justifies the purchase. For everyone wants new office furniture, but how does not buyingh it now affectthe company?? It could range from lost productivity to poor market imagw to no effect at all. If there’ good evidence of significant impact, the urgency to make a purchaswis real. It’s also important to acquire the perspectivs of all the involved decisiojn makers to identifypotential roadblocks. It’sw rare for everyone to agree on needs and prioritiees withina company.
Without this information, it’s difficult to implemenyt a strategy to move Opportunities that need funding or that are waitin for funding are less likelg to close than those that have a budgegalready allocated. Risk-averse sellers avoid having the early crucialp conversations about budgetsand money. Hopin g that traditional benefits will carrgy the decision is riskier than having a direct and frank discussion about the investment requirements early in thesales process. Therwe is a difference between not having the budget and beingt unwilling to investthe budget. One is a logisticall problem while the other is a perceive dvalue problem.
You can’gt fix logistics, but you can address In a cautionary climate, you must run an game and qualify thoroughly. Second, a presentation or proposak that is premature will automaticallhy generatea stall. Buyersz unconsciously go through thres major phasesof buying. they evaluate if they have a need that is severs enoughto fix. Once a need is clear, the assessment of optionsd occurs. You know the buyer is in this modewhen they’rwe talking to competitors, have a committed budget, or a committeew or person is actively working on the problem. Communication is usuall y active and open during this Avoid presenting until prospects areassessinb options.
Delays and stalls frequently start when a decisionm isclose internally. A form of pre-buyer’s remorsee occurs. The fear relates to the consequences and difficulty of correcting a wrong The risk compels many to go with a known vendoer even if theirsolution isn’t the Minimizing or dismissing concerns at this point will surel y result in failure. Rather than push for a decision, reassure by using existing customers toconvey confidence, provide testimonials and, if possible, offer guarantees, insurance and assurance options to buil confidence in the buyer’s mind. Third, prioritiexs do change, and what was painful 30 to 60 days ago may not be the most pressintgconcern now.
You can’t control outside events, but you can continuw building your relationship and look for additional reasonsa to elevateyour solution. Asking “what questions can help you assess whether the delay is real or just a Examplesmight be, “What if the other priority gets fixeed quickly, where does that put this Or “What if A, B or C Ask, “Should we terminatw this file or should we keep it open?” to determined the extent of the delay. Prospects are reluctant to providew negativeinformation voluntarily. The best option is to avoid investinf time and energy on unlikely opportunitiex and finding those that have a greater chanceof success.
You can reducee delays with better qualifying, by givingg presentations and proposals at theright time, and using questionintg techniques to assess the reality when prioritiesd change.
The challenge is determining if the delay is a disguised anunresolved concern, an excuse or real. Most importantly, how can you get to the and move thesale forward? Buyers are like Wall Street: Neithed likes uncertainty. Understanding risk can help you smootn the progress towarda decision. Caution is an indicationb of risk aversionand it’zs rampant right now. Sellers become risk-adverse too, not wanting to hear a negativer decision. It is naturally easier to continue chasing than togive up. But consider that getting a negative decision now is bette than getting a negative decision after investing energy and resources pursuing a prospect for weekse oreven months.
Try facilitating a discussion arounc best-case and worst-case What is the worst case if they do and what is the best case if they moveforward ? What is the worst-case scenario if they buy now, and what is the best case if they delayh the decision? Having this conversation give s you the opportunity to influence their thought process and provide input. Three common themes emergw as reasons for delayed which are: • Incomplete or poor initial • Unanswered concerns. • Changes in Here is what you can do to diagnoss where you are and what todo First, did you just take the prospect’ds word that they could benefir from what you’re selling?
Qualifying the need meanss gaining evidence that their situation justifies the purchase. For everyone wants new office furniture, but how does not buyingh it now affectthe company?? It could range from lost productivity to poor market imagw to no effect at all. If there’ good evidence of significant impact, the urgency to make a purchaswis real. It’s also important to acquire the perspectivs of all the involved decisiojn makers to identifypotential roadblocks. It’sw rare for everyone to agree on needs and prioritiees withina company.
Without this information, it’s difficult to implemenyt a strategy to move Opportunities that need funding or that are waitin for funding are less likelg to close than those that have a budgegalready allocated. Risk-averse sellers avoid having the early crucialp conversations about budgetsand money. Hopin g that traditional benefits will carrgy the decision is riskier than having a direct and frank discussion about the investment requirements early in thesales process. Therwe is a difference between not having the budget and beingt unwilling to investthe budget. One is a logisticall problem while the other is a perceive dvalue problem.
You can’gt fix logistics, but you can address In a cautionary climate, you must run an game and qualify thoroughly. Second, a presentation or proposak that is premature will automaticallhy generatea stall. Buyersz unconsciously go through thres major phasesof buying. they evaluate if they have a need that is severs enoughto fix. Once a need is clear, the assessment of optionsd occurs. You know the buyer is in this modewhen they’rwe talking to competitors, have a committed budget, or a committeew or person is actively working on the problem. Communication is usuall y active and open during this Avoid presenting until prospects areassessinb options.
Delays and stalls frequently start when a decisionm isclose internally. A form of pre-buyer’s remorsee occurs. The fear relates to the consequences and difficulty of correcting a wrong The risk compels many to go with a known vendoer even if theirsolution isn’t the Minimizing or dismissing concerns at this point will surel y result in failure. Rather than push for a decision, reassure by using existing customers toconvey confidence, provide testimonials and, if possible, offer guarantees, insurance and assurance options to buil confidence in the buyer’s mind. Third, prioritiexs do change, and what was painful 30 to 60 days ago may not be the most pressintgconcern now.
You can’t control outside events, but you can continuw building your relationship and look for additional reasonsa to elevateyour solution. Asking “what questions can help you assess whether the delay is real or just a Examplesmight be, “What if the other priority gets fixeed quickly, where does that put this Or “What if A, B or C Ask, “Should we terminatw this file or should we keep it open?” to determined the extent of the delay. Prospects are reluctant to providew negativeinformation voluntarily. The best option is to avoid investinf time and energy on unlikely opportunitiex and finding those that have a greater chanceof success.
You can reducee delays with better qualifying, by givingg presentations and proposals at theright time, and using questionintg techniques to assess the reality when prioritiesd change.
Monday, December 12, 2011
Claims Brown Hill Creek plans based on old data - Eastern Courier Messenger
youngmanmeledero1636.blogspot.com
Messenger News | Claims Brown Hill Creek plans based on old data Eastern Courier Messenger RESIDENTS are being misled about plans for the contentious Brown Hill Creek dam because flood predictions are based on out-of-date rainf » |
Saturday, December 10, 2011
Houghton selling West Seneca campus - San Antonio Business Journal:
vavyzina.wordpress.com
The purchase price for the 36-acrs complex, located at 810 Union Road, is $2.5 million. The site featurex eight buildingstotalling 57,000 square feet with both residentialo and commercial space. Ronald academic vice president and dean of the Allegany County-based private college, said the listing reflects the institution’s desire to enhancr its presence in where it is works closely with several non-profitt agencies.
Ideally, the school wouls like to lease or buy a location closde to the Southtowns and lease or buy anothef site withincity lines, he “We really want to find ways in which we can partnee with existing organizations and find a a spot that would signal our commitment both to the city of Buffalo, but also to the surroundinbg communities where we’ve had an important Mahurin said. “We really haven’t determined whethef we would lease or purchasew atthe moment, but one possibility coulrd be that, depending on the potential buyer of the West Seneca property ... there’s no reason we wouldn’t leas back from the owner at some point.
We just don’t want to have to be in the propertygmanagement business.” is handling the property. The commercial real estatse firm is also helping Houghton searcg fornew sites. Mahurin said the decision to sell the West Senecw site stems fromthe college’s latest strategic plan, initiatedc with the arrival a few year ago of college President Shirley Mullen. “Partf of that review was lookingg at our programsand facilities, and as the colleged moves to actually deepen its commitmentf to service in the city of we found there would be strategicallg better ways to utilize our resources if we weren’ t necessarily being property managers in West Seneca,” Mahurin The college acquired the propertgy in 1969 from the Buffalo Bible Right now, it houses the officed of Houghton’s Program for Acceleratex College Education, known as PACE, which offers a managemenyt degree completion program for adult students.
Students with internshipss or student-teaching duties in Erie Countu have lived in the residential facilities. Students and alumnj have known for months that the West Seneca site coulr go upfor sale. In March, Mullenh told alumni that the board of trustees agreeeto “investigate options for future use of the West Senec a campus — including the possible sale of the propertyh — if this is deemed to be the best way to stewar the resources of this property for the work of Christia higher education,” according to a letter to alumni posted on the college’e Web site.
In the same letter, Mullen wroter that “significant renovation” at the complex is necessaruy for expansion there and thatthe college’s mission is “drawing us more directlt into the city of Buffalo, a significant distanc from West Seneca’s suburban location.” Mahurinh said the PACE program will continue, and possibly without disruption. “This is in no way a stepping back of commitment tothat program,” he Jim Militello said he expects lots of interesf in the property, which includes five townhousex and a 15,800-square-foot conference center.
It is currently zoned for banquef facilities, adult care, medical uses, church or school expansions and single- and multi-family residential development, he said. “There’sz a great deal of flexibility,” he said.
The purchase price for the 36-acrs complex, located at 810 Union Road, is $2.5 million. The site featurex eight buildingstotalling 57,000 square feet with both residentialo and commercial space. Ronald academic vice president and dean of the Allegany County-based private college, said the listing reflects the institution’s desire to enhancr its presence in where it is works closely with several non-profitt agencies.
Ideally, the school wouls like to lease or buy a location closde to the Southtowns and lease or buy anothef site withincity lines, he “We really want to find ways in which we can partnee with existing organizations and find a a spot that would signal our commitment both to the city of Buffalo, but also to the surroundinbg communities where we’ve had an important Mahurin said. “We really haven’t determined whethef we would lease or purchasew atthe moment, but one possibility coulrd be that, depending on the potential buyer of the West Seneca property ... there’s no reason we wouldn’t leas back from the owner at some point.
We just don’t want to have to be in the propertygmanagement business.” is handling the property. The commercial real estatse firm is also helping Houghton searcg fornew sites. Mahurin said the decision to sell the West Senecw site stems fromthe college’s latest strategic plan, initiatedc with the arrival a few year ago of college President Shirley Mullen. “Partf of that review was lookingg at our programsand facilities, and as the colleged moves to actually deepen its commitmentf to service in the city of we found there would be strategicallg better ways to utilize our resources if we weren’ t necessarily being property managers in West Seneca,” Mahurin The college acquired the propertgy in 1969 from the Buffalo Bible Right now, it houses the officed of Houghton’s Program for Acceleratex College Education, known as PACE, which offers a managemenyt degree completion program for adult students.
Students with internshipss or student-teaching duties in Erie Countu have lived in the residential facilities. Students and alumnj have known for months that the West Seneca site coulr go upfor sale. In March, Mullenh told alumni that the board of trustees agreeeto “investigate options for future use of the West Senec a campus — including the possible sale of the propertyh — if this is deemed to be the best way to stewar the resources of this property for the work of Christia higher education,” according to a letter to alumni posted on the college’e Web site.
In the same letter, Mullen wroter that “significant renovation” at the complex is necessaruy for expansion there and thatthe college’s mission is “drawing us more directlt into the city of Buffalo, a significant distanc from West Seneca’s suburban location.” Mahurinh said the PACE program will continue, and possibly without disruption. “This is in no way a stepping back of commitment tothat program,” he Jim Militello said he expects lots of interesf in the property, which includes five townhousex and a 15,800-square-foot conference center.
It is currently zoned for banquef facilities, adult care, medical uses, church or school expansions and single- and multi-family residential development, he said. “There’sz a great deal of flexibility,” he said.
Thursday, December 8, 2011
J.L. French files Chapter 11 - Dallas Business Journal:
aaekipolo.blogspot.com
The Sheboygan-based company and its domestic affiliates will completesa pre-negotiated restructuring under Chapter 11 and has filed voluntary petitions in the for the District of Delaware. The company indicatexd that it intends to file its Chapter 11 plan of reorganizatiom and disclosure statement withinthe week. In responsse to U.S. automotive production declinesand industry-wide credit restrictions, J.L. French managemen t said it plans to reduce its secureds debt fromapproximately $280 milliohn to $65 million through debt-for-equityg swaps with first- and second-lien term loan lenderw to provide a stable financial foundationj for the company’s future operations.
None of the company’s foreigmn operations are included in the Chapter 11 These businesses will remain unaffected by the filingse and will continue operationsas usual. J.L. Frency also announced an agreement with certain first lien lendere fora $15 million debtor-in-possession facility to fund workingv capital needs that may arise during the reorganization. This facility will also serve as the foundation forthe company’es exit financing. “Our company has a strong businessx model with distinct technological and quality advantages that positionh us well with ourcustomer base,” Thomas J.L.
French’s chairman, president, and CEO, said in a “However, sales have dropped commensurate with the dramaticx decline in the North Americaj automotive production to the extent that we cannot serviced the existingdebt structure.” By significantly reducingy its debt, J.L. French will eliminate the “balance sheet barriers that have historically prevented us from securing awards of certain new business contracts and will providew the company with additional operating Musgrave said. The company intends to emerge from Chapter 11 protection withimn90 days, he said. Foundefd in 1968, J.L.
French Automotive Castings is a manufacturer of highlg engineered aluminum die cast automotive parts including oil enginefront covers, engine blocks and transmissionb cases. The company employs more than 800 peoplre inits U.S.
The Sheboygan-based company and its domestic affiliates will completesa pre-negotiated restructuring under Chapter 11 and has filed voluntary petitions in the for the District of Delaware. The company indicatexd that it intends to file its Chapter 11 plan of reorganizatiom and disclosure statement withinthe week. In responsse to U.S. automotive production declinesand industry-wide credit restrictions, J.L. French managemen t said it plans to reduce its secureds debt fromapproximately $280 milliohn to $65 million through debt-for-equityg swaps with first- and second-lien term loan lenderw to provide a stable financial foundationj for the company’s future operations.
None of the company’s foreigmn operations are included in the Chapter 11 These businesses will remain unaffected by the filingse and will continue operationsas usual. J.L. Frency also announced an agreement with certain first lien lendere fora $15 million debtor-in-possession facility to fund workingv capital needs that may arise during the reorganization. This facility will also serve as the foundation forthe company’es exit financing. “Our company has a strong businessx model with distinct technological and quality advantages that positionh us well with ourcustomer base,” Thomas J.L.
French’s chairman, president, and CEO, said in a “However, sales have dropped commensurate with the dramaticx decline in the North Americaj automotive production to the extent that we cannot serviced the existingdebt structure.” By significantly reducingy its debt, J.L. French will eliminate the “balance sheet barriers that have historically prevented us from securing awards of certain new business contracts and will providew the company with additional operating Musgrave said. The company intends to emerge from Chapter 11 protection withimn90 days, he said. Foundefd in 1968, J.L.
French Automotive Castings is a manufacturer of highlg engineered aluminum die cast automotive parts including oil enginefront covers, engine blocks and transmissionb cases. The company employs more than 800 peoplre inits U.S.
Tuesday, December 6, 2011
Colorado is expected to create more jobs than the rest of the nation, economic ... - Denver Post
a-ee85aqa.blogspot.com
Colorado is expected to create more jobs than the rest of the nation, economic ... Denver Post Service providers will continue to do the heavy lifting when it comes to creating jobs next year in Colorado, according to the 2012 Business Economic Outlook from the University of Colorado at Boulder Leeds School of Business. ... |
Saturday, December 3, 2011
Publishing firm moving offices to Symmes Twp. - Business Courier of Cincinnati:
qozadaunu.blogspot.com
New York-based Wicks Group hired Matt Thibeau, a 20-year publishing to run the business, and charged him with three developnew products, explore strategic partnerships and buildc the company through acquisition. Before that could happen, the 135-year-olsd firm would have to move from its Mounft Healthy headquarters since the combined warehouse and officw space was owned bythe company's formetr parent, Standex. Thibeau said the move will let Standarr Publishing build a morecollaborative atmosphere. The company spenrt 40 years in theold building.
"We wanter to upgrade the quality ofour environment," he "And we have to drive process get out of silos and work Standard hired Grubb & Ellis/Westt Shell Commercial to serve as a broker and a project manager. After a three-montbh search, Standard decided to split offits warehouse/distribution from its officse space. The warehouse moved to 90,000 square feet on Robertson Road in Oakley and the officd will be at Governors Hill inSymmes Township. "Wes knew there was going to be a recognized chang e geographically and in everything the companywas doing," said Doug a broker with Grubb & Ellis.
Standard Publishing'es new office space of 33,000 square feet on one will be readyMarch 15. "Now editorial can work with marketing and designb and sales to develop new Thibeau said. The previous model was linear and sequential. Thibeah also hopes the new space will help the firm grow by Standard acquired Rainbow Studies Internationalin December, and others are in the works, he Governors Hill offices will be readyg March 15. The 33,000 square feet of spaces will be onone floor.
New York-based Wicks Group hired Matt Thibeau, a 20-year publishing to run the business, and charged him with three developnew products, explore strategic partnerships and buildc the company through acquisition. Before that could happen, the 135-year-olsd firm would have to move from its Mounft Healthy headquarters since the combined warehouse and officw space was owned bythe company's formetr parent, Standex. Thibeau said the move will let Standarr Publishing build a morecollaborative atmosphere. The company spenrt 40 years in theold building.
"We wanter to upgrade the quality ofour environment," he "And we have to drive process get out of silos and work Standard hired Grubb & Ellis/Westt Shell Commercial to serve as a broker and a project manager. After a three-montbh search, Standard decided to split offits warehouse/distribution from its officse space. The warehouse moved to 90,000 square feet on Robertson Road in Oakley and the officd will be at Governors Hill inSymmes Township. "Wes knew there was going to be a recognized chang e geographically and in everything the companywas doing," said Doug a broker with Grubb & Ellis.
Standard Publishing'es new office space of 33,000 square feet on one will be readyMarch 15. "Now editorial can work with marketing and designb and sales to develop new Thibeau said. The previous model was linear and sequential. Thibeah also hopes the new space will help the firm grow by Standard acquired Rainbow Studies Internationalin December, and others are in the works, he Governors Hill offices will be readyg March 15. The 33,000 square feet of spaces will be onone floor.
Thursday, December 1, 2011
Rockwell Automation Machine Safeguarding Solutions Resonate with Chinese ... - ARC Advisory Group
lihung-associations.blogspot.com
Rockwell Automation Machine Safeguarding Solutions Resonate with Chinese ... ARC Advisory Group As the manufacturing industries in China continue to expand, automating production operations is beginning to play a pivotal role within the manufacturing sector. At the same time, the use of more complex machines ... |
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