Reuters | Japan Stocks Rise Most in Two Months as Yen Retreats, Production Rebounds Bloomberg Japanese stocks climbed the most in two months as the yen fell amid optimism the European Union will do more to ease the region's debt crisis and a report showed Japan's industrial ... Nikkei up 2 pct on strong industrial outlook, weaker yen |
Tuesday, May 31, 2011
Japan Stocks Rise Most in Two Months as Yen Retreats, Production Rebounds - Bloomberg
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Saturday, May 28, 2011
Athena Technologies to be acquired by Rockwell Collins - Washington Business Journal:
tower-tennesseea.blogspot.com
The 10-year-old technology company, which sells guidance control and navigation systems for unmanned aircrafts to the likes ofand , said Mondag the deal with Cedafr Rapids, Iowa-based Rockwell Collins (NYSE: COL) is expected to clos e in 30 days. The financialo terms of the deal werenot disclosed. Athena'es newly-built headquarters in Warrenton with about 75 employeesx willremain intact. Athenz "will be fully integrated within Rockwell," said Athena's chief executive David Vos. "Athen has strong brand entity. It's to be determine yet exactly how we position that brane equity andbrand naming.
" Athena sellse about seven navigation systems that are between four ouncesd and nine pounds, said Vos. Two out of threw systems on General Atomics' Sky Warriort unmanned aircraft, are made by according to Vos. Vos founded Athena in 1998 and develope the core technology for the navigation He operated his company at the until 2003 when it moved to the former Army Base Vint Hill inFauquief County. In August 2007, the Athena staffr made another move into the Vint HillTech Park.
Vos said the goal behinde integrating into Rockwell is to continue evolvinyg the technologies so unmanned aircraff and manned aircraft can fly sideby "The intent is to grow as fast as we can," Vos The privately-held company would not release its revenue. Athena generate s more than $21 milliohn in annual sales, according to the most recent figures supplied by market researchgfirm .
The 10-year-old technology company, which sells guidance control and navigation systems for unmanned aircrafts to the likes ofand , said Mondag the deal with Cedafr Rapids, Iowa-based Rockwell Collins (NYSE: COL) is expected to clos e in 30 days. The financialo terms of the deal werenot disclosed. Athena'es newly-built headquarters in Warrenton with about 75 employeesx willremain intact. Athenz "will be fully integrated within Rockwell," said Athena's chief executive David Vos. "Athen has strong brand entity. It's to be determine yet exactly how we position that brane equity andbrand naming.
" Athena sellse about seven navigation systems that are between four ouncesd and nine pounds, said Vos. Two out of threw systems on General Atomics' Sky Warriort unmanned aircraft, are made by according to Vos. Vos founded Athena in 1998 and develope the core technology for the navigation He operated his company at the until 2003 when it moved to the former Army Base Vint Hill inFauquief County. In August 2007, the Athena staffr made another move into the Vint HillTech Park.
Vos said the goal behinde integrating into Rockwell is to continue evolvinyg the technologies so unmanned aircraff and manned aircraft can fly sideby "The intent is to grow as fast as we can," Vos The privately-held company would not release its revenue. Athena generate s more than $21 milliohn in annual sales, according to the most recent figures supplied by market researchgfirm .
Thursday, May 26, 2011
UPMC disciplines 2 members of kidney transplant team - Pittsburgh Post Gazette
esivyjifag.wordpress.com
UPMC disciplines 2 members of kidney transplant team Pittsburgh Post Gazette However, on May 11, two days after news that a kidney had been transplanted from an infected donor, Elizabeth Concordia, UPMC's executive vice president, briefed board members of the hospital system on the situation. She told them, according to one ... |
Tuesday, May 24, 2011
Sierra College program gets $1M endowment - Dayton Business Journal:
cleaning vinyl siding
The college’s program, also known as received the $1 millio endowment from the BernardOsher Foundation, whichy is the organization that has provided initial fundinbg to OLLI programs at 122 colleges and universities nationwide. Sierra College is the only communityh college in California and one of only thred community colleges in the nation to receivethe $1 million The Rocklin college received the endowment becaus e it has been so successful with growinfg enrollment since launching the program in springg of 2001. Sierra College has grown the progranto 5,580 enrollees last year, from 1,038 in 2001. Sierrq College is scheduled to formally announcr the endowmentJune 18.
This $1 million endowment will providee an ongoing budget that will enable the college to offerf lifelong learning programs in The foundation created by San Franciscp philanthropist Bernard Osher gives OLLIprograms $100,000 a year for up to four and then a $1 million endowmengt once they demonstrate potential for success and OLLI programs provide classes, lectures and events to oldere adults who have a thirst for knowledge and The classes are designed for adults age 55 and but the Sierra program accepts any adult Courses are offered at each of the Sierraw College campuses and at various communityt sites throughout Placer and Nevada Sierra College’s OLLI noncredit offerings are tuition-free.
Additional topics are offerer throughClub OLLI, where annual membership fees are $35. As the Businesss Journal reported in a feature on local OLLI programs in other OLLI programs can be found at California State University Sacramento and at the UCDavisz Extension. Much of the increased demandr for OLLIs and similar lifelong learning programs can be attributedd to the growing ranks ofoldert Americans.
The college’s program, also known as received the $1 millio endowment from the BernardOsher Foundation, whichy is the organization that has provided initial fundinbg to OLLI programs at 122 colleges and universities nationwide. Sierra College is the only communityh college in California and one of only thred community colleges in the nation to receivethe $1 million The Rocklin college received the endowment becaus e it has been so successful with growinfg enrollment since launching the program in springg of 2001. Sierra College has grown the progranto 5,580 enrollees last year, from 1,038 in 2001. Sierrq College is scheduled to formally announcr the endowmentJune 18.
This $1 million endowment will providee an ongoing budget that will enable the college to offerf lifelong learning programs in The foundation created by San Franciscp philanthropist Bernard Osher gives OLLIprograms $100,000 a year for up to four and then a $1 million endowmengt once they demonstrate potential for success and OLLI programs provide classes, lectures and events to oldere adults who have a thirst for knowledge and The classes are designed for adults age 55 and but the Sierra program accepts any adult Courses are offered at each of the Sierraw College campuses and at various communityt sites throughout Placer and Nevada Sierra College’s OLLI noncredit offerings are tuition-free.
Additional topics are offerer throughClub OLLI, where annual membership fees are $35. As the Businesss Journal reported in a feature on local OLLI programs in other OLLI programs can be found at California State University Sacramento and at the UCDavisz Extension. Much of the increased demandr for OLLIs and similar lifelong learning programs can be attributedd to the growing ranks ofoldert Americans.
Saturday, May 21, 2011
Green: The Fracking Debate, to a Funk Beat - New York Times (blog)
cedar siding
Green: The Fracking Debate, to a Funk Beat New York Times (blog) If you prefer your environmental journalism rapped to a funk beat, then you can't miss with “My Water's on Fire Tonight,†a music video out of Studio 20, the media innovation lab at New York University's graduate school of ... |
Thursday, May 19, 2011
Southwestern Carpets grows business from the ground up - Minneapolis / St. Paul Business Journal:
coeragnheidur3778.blogspot.com
Bill McCaddon has stripped Southwestern Carpetse down and recreated it a coupled of times since purchasing it from Don Lyncuhin 2001. When he bought the flooring company, it specializede in removing and replacing carpets in apartmentsx betweenrental occupation. The Lewisville company was producinfg annual revenueof $5 but McCaddon found the business too impersonal becausee it was driven by product sales and not on buildin relationships with customers. So he decided to switcu focus to themore relationship-centrivc business of providing flooring solutions to new home-constructio projects, which includes hardwood floors, and backsplash and tile installation.
The wholesale company saw dramaticd growth asa result, with annuao revenue of $22 million in 2007. But the growtu was so rapid and so intensew that managers were losinf control of the direction the companywas heading. So in he enlisted Don Brush, a consultanty with The Renova Corp., to help bring new energty to his company. McCaddon’se sense of direction and leadership abilities come from his experiencew asa manufacturer’s representative for 18 yeara at companies like Shaw Carpe t Manufacturer and Aleta Co. He had learneed the importance of building relationshipsxwith clients. “My background was in working withnew homebuilders.
The apartment business was non-relationship driven,” said “I didn’t know how to build a businessthat wasn’tg relational.” McCaddon downsized the company to redirect the focus to the home-constructionj industry. He was met with resistancd fromhis employees. “I realized that using the sameemployeesw wasn’t going to work. I was tryiny to halfway do the change,” he said. “Oncse we made the we really turnedthe corner.” He beganb switching out personnel. The company, whicb had grown annual revenueto $5 saw revenue drop to under $3 million duriny the transition. But, once the commitment was McCaddon notedmarked improvement.
By 2003, revenues had grown by 35%. Between 2004 and 2008, the companyh went through its biggestgrowtjh spurt, reaching up to $22 million in sales and employing more than 60 But at that time, the storybook growth came to an end. “Igt was getting to be chaotixc because of so many new We werean 8-cylinder engine working on six or seveh cylinders. We’d lost a sense of teamwork, and everyone was territorial.” That’s when McCaddonj brought in Brush. “Fore the most part, I engage them and talk with them in ordet to builda relationship. I wanted to find out the strengthes of the company and what was workinf and whatneeded improvement,” said Brush.
“They’vde got the dreams; they’ve got the It’s just giving them the opportunity.” Brushh met with employees to figure out areasz that needed improvement and then created anaction plan. He showed the company how to create committees to address problems as they come up and then dissolvew the committees after the problem hasbeen handled. The shifyt has translated intohappier customers. Bill Darling, president and co-owner of Darling Homese Inc., has worked with McCaddon since McCaddo n purchased Southwestern Carpetsin 2001.
“(We startec working with Southwestern Carpets) because of Bill and his relational approach to working with homebuilders as opposesd to thetraditional price-only approach,” said Darling. “Brusgh has helped Bill figure out how to communicate bettetr so that everyone is going in the same directiom as the management and will yieldx themaximum impact.” For Chrixs McCoppin, operations manager for Southwesterhn Carpets, the change in the corporatwe culture has been noticeable. “Sometimes you don’t realizew that when one department changes their policieand procedures, it affectds others. Now everyone talks to each other,” McCoppi said.
“We’ve empowered them to make decisions. We gave them the powere to run the Theyfeel accountable.” With this new sense of as well as an improved use of digitizing software callef Measure, Southwestern Carpets has seen a marked improvement on the accurac of the 3,000 work orders entered each montb — 95% accuracy, up from 77% accuracgy — and has saved about $160,000 in unnecessargy costs for having to fix incorrect work Instead of pursuing potential clients merely for the sake of new McCaddon and his staff focus on gettinf to know potential clients, researching them as much as possibls and understanding their needs before they even “We’ll only do business with people who will sit down and have a relationshi with us.
Someone is always going to come inlowe (priced) than you,” said “We were always chasing people who were focused on If they say, fax us (a pricse sheet), we say sorry, we can’t work with you. We stay together as a result. If you have the value relationship, they don’t leave.”
Bill McCaddon has stripped Southwestern Carpetse down and recreated it a coupled of times since purchasing it from Don Lyncuhin 2001. When he bought the flooring company, it specializede in removing and replacing carpets in apartmentsx betweenrental occupation. The Lewisville company was producinfg annual revenueof $5 but McCaddon found the business too impersonal becausee it was driven by product sales and not on buildin relationships with customers. So he decided to switcu focus to themore relationship-centrivc business of providing flooring solutions to new home-constructio projects, which includes hardwood floors, and backsplash and tile installation.
The wholesale company saw dramaticd growth asa result, with annuao revenue of $22 million in 2007. But the growtu was so rapid and so intensew that managers were losinf control of the direction the companywas heading. So in he enlisted Don Brush, a consultanty with The Renova Corp., to help bring new energty to his company. McCaddon’se sense of direction and leadership abilities come from his experiencew asa manufacturer’s representative for 18 yeara at companies like Shaw Carpe t Manufacturer and Aleta Co. He had learneed the importance of building relationshipsxwith clients. “My background was in working withnew homebuilders.
The apartment business was non-relationship driven,” said “I didn’t know how to build a businessthat wasn’tg relational.” McCaddon downsized the company to redirect the focus to the home-constructionj industry. He was met with resistancd fromhis employees. “I realized that using the sameemployeesw wasn’t going to work. I was tryiny to halfway do the change,” he said. “Oncse we made the we really turnedthe corner.” He beganb switching out personnel. The company, whicb had grown annual revenueto $5 saw revenue drop to under $3 million duriny the transition. But, once the commitment was McCaddon notedmarked improvement.
By 2003, revenues had grown by 35%. Between 2004 and 2008, the companyh went through its biggestgrowtjh spurt, reaching up to $22 million in sales and employing more than 60 But at that time, the storybook growth came to an end. “Igt was getting to be chaotixc because of so many new We werean 8-cylinder engine working on six or seveh cylinders. We’d lost a sense of teamwork, and everyone was territorial.” That’s when McCaddonj brought in Brush. “Fore the most part, I engage them and talk with them in ordet to builda relationship. I wanted to find out the strengthes of the company and what was workinf and whatneeded improvement,” said Brush.
“They’vde got the dreams; they’ve got the It’s just giving them the opportunity.” Brushh met with employees to figure out areasz that needed improvement and then created anaction plan. He showed the company how to create committees to address problems as they come up and then dissolvew the committees after the problem hasbeen handled. The shifyt has translated intohappier customers. Bill Darling, president and co-owner of Darling Homese Inc., has worked with McCaddon since McCaddo n purchased Southwestern Carpetsin 2001.
“(We startec working with Southwestern Carpets) because of Bill and his relational approach to working with homebuilders as opposesd to thetraditional price-only approach,” said Darling. “Brusgh has helped Bill figure out how to communicate bettetr so that everyone is going in the same directiom as the management and will yieldx themaximum impact.” For Chrixs McCoppin, operations manager for Southwesterhn Carpets, the change in the corporatwe culture has been noticeable. “Sometimes you don’t realizew that when one department changes their policieand procedures, it affectds others. Now everyone talks to each other,” McCoppi said.
“We’ve empowered them to make decisions. We gave them the powere to run the Theyfeel accountable.” With this new sense of as well as an improved use of digitizing software callef Measure, Southwestern Carpets has seen a marked improvement on the accurac of the 3,000 work orders entered each montb — 95% accuracy, up from 77% accuracgy — and has saved about $160,000 in unnecessargy costs for having to fix incorrect work Instead of pursuing potential clients merely for the sake of new McCaddon and his staff focus on gettinf to know potential clients, researching them as much as possibls and understanding their needs before they even “We’ll only do business with people who will sit down and have a relationshi with us.
Someone is always going to come inlowe (priced) than you,” said “We were always chasing people who were focused on If they say, fax us (a pricse sheet), we say sorry, we can’t work with you. We stay together as a result. If you have the value relationship, they don’t leave.”
Tuesday, May 17, 2011
Progress Energy to pay business customers to go solar - Triangle Business Journal:
judonebolayb1394.blogspot.com
Raleigh-based Progress (NYSE: PGN) said the goal of its new SunSensee program is to increase the amount of soladr energy produced in its Carolinas and Floridza territories by more than 100 megawatts over thenext decade. The company intendes to reach that goal by offerinvg a series of incentivesand • Progress will pay commerciakl customers the going market rate for each killowat-houtr of electricity produced by newly installedc solar power systems. This program will debut in the Carolinas this summer and in Floridanext • Also starting this summer is a programn that will provide incentives for business customers to install solar water heaters.
That program will not be available in Florida. • For residential customers, Progress Energy will pay $1.50 to $2 per watt for residentiak solar installations. That should cover aboutt 25 percent of theinstallation cost, Progress The program will debut late this summer in the Carolinaw and next year in Florida. Also for residential Progress will offer rebates to customers who instalp solar water heating The program, already established in Florida, is beinyg rolled out the in A fifth arm of the Progressa plan will see the company’e Progress Energy Carolinas and Progress Energy Floridqa subsidiaries install solar panels at selected schoolsa in their territories.
With a market capitalization ofalmost $10 Progress Energy is the most valuable compan y in the Raleigh-Durham area and the only one in the federallyg defined Triangle area to rank amongt the Fortune 500. Raleigh-baserd Progress Energy Carolinas supplies electricity to much of theTriangld area.
Raleigh-based Progress (NYSE: PGN) said the goal of its new SunSensee program is to increase the amount of soladr energy produced in its Carolinas and Floridza territories by more than 100 megawatts over thenext decade. The company intendes to reach that goal by offerinvg a series of incentivesand • Progress will pay commerciakl customers the going market rate for each killowat-houtr of electricity produced by newly installedc solar power systems. This program will debut in the Carolinas this summer and in Floridanext • Also starting this summer is a programn that will provide incentives for business customers to install solar water heaters.
That program will not be available in Florida. • For residential customers, Progress Energy will pay $1.50 to $2 per watt for residentiak solar installations. That should cover aboutt 25 percent of theinstallation cost, Progress The program will debut late this summer in the Carolinaw and next year in Florida. Also for residential Progress will offer rebates to customers who instalp solar water heating The program, already established in Florida, is beinyg rolled out the in A fifth arm of the Progressa plan will see the company’e Progress Energy Carolinas and Progress Energy Floridqa subsidiaries install solar panels at selected schoolsa in their territories.
With a market capitalization ofalmost $10 Progress Energy is the most valuable compan y in the Raleigh-Durham area and the only one in the federallyg defined Triangle area to rank amongt the Fortune 500. Raleigh-baserd Progress Energy Carolinas supplies electricity to much of theTriangld area.
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