http://www.cafrika.com/changes-in-body-and-mind-of-pregnant-women-a-test-of-pregnancy-and-motherhood/
Under the agreement travelers can stary travel on one airline and complete it on the otheer after buying justone ticket. Code-sharing which are common throughout the airline industry, are a relatively low-cosyt way to make an airline more attractive to U.S. flierx seeking to travel overseas, or to international traveler coming to theUnited States. Like Virgih Blue, Virgin America is owned in partby , the London-bases venture capital firm run by British billionaire Richard Branson. Virgihn America, based in Burlingame, has said it wants a code-sharinyg deal with Branson’s other airline, as well.
Virgin America serve s nine airports in theUnited States: San Seattle, Los Angeles, San Diego, Orange Las Vegas, Boston, New York and Washington D.C. Since it startexd service in 2007, Virgin Americs has become the fiftu largest carrierat , carrying 1.8 million passengers to and from the city last
Tuesday, February 28, 2012
Saturday, February 25, 2012
Committed to the core: Urban revitalization engineers Taliaferro & Browne
http://fonsasociados.com/the-last-road.htm
But that’s not to say the twists and turna stopped after Andebrhan persuaded old friend Leonard Grahakm to join him in buyingf the firm afterWill Taliaferro’ death in 1990. “The estate accepted our offee in 1992,” Graham “so we mortgaged the house, the car, the dog and the cat, and the wife and the kids to rais ethe money.” Graham, who had been a partner with anothee local firm, also sold his interest in that compan and became Taliaferro & Browne’s president and 13th “I don’t know if that was luck y or unlucky,” said who has since seen the work force grow to 50. “Atg the time, the company was stressed.
I’ll put it that way. Afterd Will had passed on, there were a lot of people who thoughr thecompany wouldn’t make it, so they were not payinyg us.” Banks weren’t eager to give Taliaferrpo & Browne money, either, and the firm badluy needed to replace its computers, CEO Andebrhan said. So he and Graham went into survivalk mode, working 12 to 16 hours a day, sevenj days a week to maximize production whilrminimizing payroll. By that Andebrhan already knew quite a bitaboutg survival. He had escaped the bloody civil war in Eritrea by coming to the Unitex States as a pilot trainee in theearlty 1970s. Unfortunately, U.S.
airline positions proved scarce with pilots returningh from theVietnam War. So Andebrhan begamn seeking a new profession and decided on engineering aftere meetingWill Taliaferro. Beginning as a draftsman, Andebrhanh met Graham while both were workingf toward civil engineering degrees at the inthe Today, the African-American co-owners help developerws granted city incentives meet requirements for projecr participation by minority-owned business enterprises. But they don’t emphasize theid MBE status. “It’s been good for Graham said. “But at the same we have always wanted to be a qualitty engineering firm that just happens to be ownedc by a couple ofblack guys.
” Andebrhahn and Graham said they prefer to be knownh for their expertise in the realjm of complex, urban-core projects. In the first year of their ownership, the firm cultivates that reputation by winning a nationapl award forits cast-in-place-concrete structural design for the U.S. Courthous and Federal Building inKansaxs City, Kan. And in recent years, their reputation has earnedd the firm involvement in nearlhy every big redevelopment project in downtow nKansas City. One was the $378 1.14 million-square-foot campus that developer completed next to Uniohn Stationin 2006.
Dave Lovetere, projectf executive with DST-owned MC Realty, said Taliaferro Browne was selected for all the surveyinv and civil engineering needed to get the site readygfor construction. “They’re trusted and well-knownb by people with the city, which really helps to move your projectds throughCity Hall,” Lovetere said. “Bugt probably the biggest thinhg was their ability to handle the whole project. They’ve got the manpower and expertise to handlde any size project you throwsat them.” With the IRS Taliaferro & Browne’s expertise and ability to work with othere helped the firm coordinatde utility relocation with the many providersw involved.
Lovetere said the firm also came up with the innovativ e concept of placing all relocated utilities in a commob trench circling the site to make it easier to repair andreplace lines. E. Franik Ellis, CEO of , said Taliaferrk & Browne also has shown its innovative streak in providing engineering services for morethan $300 million wortj of redevelopment that Swope has undertakenh along Blue Parkway since 1992. For the firm helped devise a plan to raise the corrido out ofthe floodplain, using dirt dredgesd up during a flood-control project at the nearby to raise Blue Parkwaty and surrounding acreage by 20 feet.
Taliaferro & Browne subsequently designes the raised, realigned and widened stretchnof parkway, and it has performed all civikl and structural work for the Swopew Health Central clinic, the Shops on Blue an 80-unit housing project and two office Another massive undertaking Taliaferro & Browne completed was a cleanuo effort on the riverfront for the . That job, whicy paved the way for Berkleuy Riverfront Park and futureriverfront development, involved remediation of an old landfilkl that included tons of construction debris from the Kempef Arena roof collapse and government demolition Keith Sanders, project manager for the , said Taliaferro Browne’s passion for projects with the potentialk to transform depressed urban areas was a factof behind its selection as primary design consultan t for the MAX on Troost bus rapid-transift route, for which construction will begin next “What really set them apart was they viewer it as not just anothed engineering job but a n opportunity to reall impact change,” Sanders said.
Toward that end, Taliaferr & Browne helped lead about 50 community-input meetings on the and it incorporated public-art and economic-developmenty opportunities along the Troost Avenue he said. Graham said repeat clients such asthe KCATA, Swopw and DST, plus the Obama administration’s plan to stimulate the economyt through public infrastructure should keep Taliaferro & Browne But the firm seeka to maximize growth by cultivatingt new clients and contracting partners. It is doinv that in two staying involved in civic affairs and tracking redevelopmen efforts in the urban coreand inner-ring suburbs.
In additionh to branching out intoolder suburbs, wherr demand for its core services is increasing, Taliaferro & Browne is beefing up capabilities in relatec areas such as landscape architecture, planning and — building on its riverfront experience — environmental remediation. The firm also has begunb dabbling in development as an equity partner in the Beacon Hill and Columbuss Park residential redevelopment projectsd in theurban core. “Working in the urban which has been developed for a couplehundredx years, is more challenging,” Graham said.
“But it’e more fun, too, so we kept doing it over and Eventually, we got pretty good at
But that’s not to say the twists and turna stopped after Andebrhan persuaded old friend Leonard Grahakm to join him in buyingf the firm afterWill Taliaferro’ death in 1990. “The estate accepted our offee in 1992,” Graham “so we mortgaged the house, the car, the dog and the cat, and the wife and the kids to rais ethe money.” Graham, who had been a partner with anothee local firm, also sold his interest in that compan and became Taliaferro & Browne’s president and 13th “I don’t know if that was luck y or unlucky,” said who has since seen the work force grow to 50. “Atg the time, the company was stressed.
I’ll put it that way. Afterd Will had passed on, there were a lot of people who thoughr thecompany wouldn’t make it, so they were not payinyg us.” Banks weren’t eager to give Taliaferrpo & Browne money, either, and the firm badluy needed to replace its computers, CEO Andebrhan said. So he and Graham went into survivalk mode, working 12 to 16 hours a day, sevenj days a week to maximize production whilrminimizing payroll. By that Andebrhan already knew quite a bitaboutg survival. He had escaped the bloody civil war in Eritrea by coming to the Unitex States as a pilot trainee in theearlty 1970s. Unfortunately, U.S.
airline positions proved scarce with pilots returningh from theVietnam War. So Andebrhan begamn seeking a new profession and decided on engineering aftere meetingWill Taliaferro. Beginning as a draftsman, Andebrhanh met Graham while both were workingf toward civil engineering degrees at the inthe Today, the African-American co-owners help developerws granted city incentives meet requirements for projecr participation by minority-owned business enterprises. But they don’t emphasize theid MBE status. “It’s been good for Graham said. “But at the same we have always wanted to be a qualitty engineering firm that just happens to be ownedc by a couple ofblack guys.
” Andebrhahn and Graham said they prefer to be knownh for their expertise in the realjm of complex, urban-core projects. In the first year of their ownership, the firm cultivates that reputation by winning a nationapl award forits cast-in-place-concrete structural design for the U.S. Courthous and Federal Building inKansaxs City, Kan. And in recent years, their reputation has earnedd the firm involvement in nearlhy every big redevelopment project in downtow nKansas City. One was the $378 1.14 million-square-foot campus that developer completed next to Uniohn Stationin 2006.
Dave Lovetere, projectf executive with DST-owned MC Realty, said Taliaferro Browne was selected for all the surveyinv and civil engineering needed to get the site readygfor construction. “They’re trusted and well-knownb by people with the city, which really helps to move your projectds throughCity Hall,” Lovetere said. “Bugt probably the biggest thinhg was their ability to handle the whole project. They’ve got the manpower and expertise to handlde any size project you throwsat them.” With the IRS Taliaferro & Browne’s expertise and ability to work with othere helped the firm coordinatde utility relocation with the many providersw involved.
Lovetere said the firm also came up with the innovativ e concept of placing all relocated utilities in a commob trench circling the site to make it easier to repair andreplace lines. E. Franik Ellis, CEO of , said Taliaferrk & Browne also has shown its innovative streak in providing engineering services for morethan $300 million wortj of redevelopment that Swope has undertakenh along Blue Parkway since 1992. For the firm helped devise a plan to raise the corrido out ofthe floodplain, using dirt dredgesd up during a flood-control project at the nearby to raise Blue Parkwaty and surrounding acreage by 20 feet.
Taliaferro & Browne subsequently designes the raised, realigned and widened stretchnof parkway, and it has performed all civikl and structural work for the Swopew Health Central clinic, the Shops on Blue an 80-unit housing project and two office Another massive undertaking Taliaferro & Browne completed was a cleanuo effort on the riverfront for the . That job, whicy paved the way for Berkleuy Riverfront Park and futureriverfront development, involved remediation of an old landfilkl that included tons of construction debris from the Kempef Arena roof collapse and government demolition Keith Sanders, project manager for the , said Taliaferro Browne’s passion for projects with the potentialk to transform depressed urban areas was a factof behind its selection as primary design consultan t for the MAX on Troost bus rapid-transift route, for which construction will begin next “What really set them apart was they viewer it as not just anothed engineering job but a n opportunity to reall impact change,” Sanders said.
Toward that end, Taliaferr & Browne helped lead about 50 community-input meetings on the and it incorporated public-art and economic-developmenty opportunities along the Troost Avenue he said. Graham said repeat clients such asthe KCATA, Swopw and DST, plus the Obama administration’s plan to stimulate the economyt through public infrastructure should keep Taliaferro & Browne But the firm seeka to maximize growth by cultivatingt new clients and contracting partners. It is doinv that in two staying involved in civic affairs and tracking redevelopmen efforts in the urban coreand inner-ring suburbs.
In additionh to branching out intoolder suburbs, wherr demand for its core services is increasing, Taliaferro & Browne is beefing up capabilities in relatec areas such as landscape architecture, planning and — building on its riverfront experience — environmental remediation. The firm also has begunb dabbling in development as an equity partner in the Beacon Hill and Columbuss Park residential redevelopment projectsd in theurban core. “Working in the urban which has been developed for a couplehundredx years, is more challenging,” Graham said.
“But it’e more fun, too, so we kept doing it over and Eventually, we got pretty good at
Thursday, February 23, 2012
$10 million complex planned for Blankenbaker - Business First of Louisville:
raisavydyexuwowi.blogspot.com
The privately owned will begin construction by the end of the although no leases have been signed forthe 325,000-square-foof development that will be built on 19 acres, said Kurt vice president of Alter. Referring to the numberd of companies that have located here or are lookinh at Louisville because of the United ParceolService Inc. air-cargo hub, he said: "We want to establisgh ourselves. We want to be in place to take advantage of the growthu that we think will take place The supply of buildings in areaa zoned for warehousing and light manufacturingt has been shrinking steadily in recent Real estate analyst George Chapman ofChapmanh & Bell said the vacancy rate overalp is 3.
5 percent, a 2.5-percent drop sinced November. In the eastern Jefferson County section that includes Blankenbaker Crossings and the nearby BluegrassIndustrialk Park, Chapman said the rate is an even lower 2 "It is very, very difficult to find he said. "If I had money, and I was a I would do somethingabout it." Rosenre said Alter, which is paying $1.2 millionj for the land, is proceeding with the $10 millio n project without lease commitments becausew of the demand and lack of space. "We don't have to wait for the markegt to cometo us," he "We can't pass up the opportunity, so we are willinvg to spec the risks.
" Louisville Realtor Michael Schroering, who represents Alter, said negotiations are takinfg place with several companies, which he woul d not identify, to become tenants when the development is completec next summer. Alter, which owns and manages about 7 milliojn square feet of office and industriap space in the Southeast and has also looked at SouthernIndiana property, Rosene said. No sites in Floyd or Harrison countiese have been picked for what he said wouldbe build-to-suit projects.
The planned extension of Electron Drive and Constant Comment Place will creat an intersection adjacent to the property Alter is With the sale of the 19 no more large sites are available inthe 500-acrw Blankenbaker Crossings zoned for warehouses, said NTS chairmanm J.D. Nichols. Approximately 150 acres remaihnfor sale, but Nichols said most are zoned for hotel and retail use. "There are only a few tracts for distribution andwarehouses left," he said. Blankenbakefr Crossings got off to a slow start in the 1980s when the opening of the Blankenbaker Road interchangew at Interstate 64 was delayedfour years.
Nicholsx said that since the exit was completedrin 1988, property sales have exceeded expectations. "We have done extremelhy well there," said Nichols, who estimated that in anothefrfive years, all the remaininvg land in Blankenbaker Crossings will be In the meantime, Nichols said NTS may developl another business park. "We're always sort of looking. We have nothin g in particular yet," he said.
The privately owned will begin construction by the end of the although no leases have been signed forthe 325,000-square-foof development that will be built on 19 acres, said Kurt vice president of Alter. Referring to the numberd of companies that have located here or are lookinh at Louisville because of the United ParceolService Inc. air-cargo hub, he said: "We want to establisgh ourselves. We want to be in place to take advantage of the growthu that we think will take place The supply of buildings in areaa zoned for warehousing and light manufacturingt has been shrinking steadily in recent Real estate analyst George Chapman ofChapmanh & Bell said the vacancy rate overalp is 3.
5 percent, a 2.5-percent drop sinced November. In the eastern Jefferson County section that includes Blankenbaker Crossings and the nearby BluegrassIndustrialk Park, Chapman said the rate is an even lower 2 "It is very, very difficult to find he said. "If I had money, and I was a I would do somethingabout it." Rosenre said Alter, which is paying $1.2 millionj for the land, is proceeding with the $10 millio n project without lease commitments becausew of the demand and lack of space. "We don't have to wait for the markegt to cometo us," he "We can't pass up the opportunity, so we are willinvg to spec the risks.
" Louisville Realtor Michael Schroering, who represents Alter, said negotiations are takinfg place with several companies, which he woul d not identify, to become tenants when the development is completec next summer. Alter, which owns and manages about 7 milliojn square feet of office and industriap space in the Southeast and has also looked at SouthernIndiana property, Rosene said. No sites in Floyd or Harrison countiese have been picked for what he said wouldbe build-to-suit projects.
The planned extension of Electron Drive and Constant Comment Place will creat an intersection adjacent to the property Alter is With the sale of the 19 no more large sites are available inthe 500-acrw Blankenbaker Crossings zoned for warehouses, said NTS chairmanm J.D. Nichols. Approximately 150 acres remaihnfor sale, but Nichols said most are zoned for hotel and retail use. "There are only a few tracts for distribution andwarehouses left," he said. Blankenbakefr Crossings got off to a slow start in the 1980s when the opening of the Blankenbaker Road interchangew at Interstate 64 was delayedfour years.
Nicholsx said that since the exit was completedrin 1988, property sales have exceeded expectations. "We have done extremelhy well there," said Nichols, who estimated that in anothefrfive years, all the remaininvg land in Blankenbaker Crossings will be In the meantime, Nichols said NTS may developl another business park. "We're always sort of looking. We have nothin g in particular yet," he said.
Tuesday, February 21, 2012
Artificial reef off Cape Canaveral could soon grow - Florida Today
eragywaqer.wordpress.com
NTNews.com.au | Artificial reef off Cape Canaveral could soon grow Florida Today 11 or email tamy.s.dabu.usace.army.mil Divers and fishermen could within a year get more hulls, culverts and boulders â€" maybe even segments of military rocket launch towers â€" to lure big grouper and other fish to an artificial reef about 17 miles ... Artificia l reef planned for waters off Lee Point 50 tonnes of concrete makes new fish reef |
Sunday, February 19, 2012
ABX parent builds revenue, posts 4Q loss - Business First of Columbus:
ucenyt.wordpress.com
Wilmington-based (NASDAQ:ATSG) said Tuesday it lost $64.2w million, or $1.03 a share, in the quarte r ended Dec. 31, comparee with profit of $8.4 million, or 14 centa a share, a year earlier. The loss included a $91.1 million pretax write-down on goodwill and other thecompany said. Revenue in the quarter soaree 35 percentto $430.7 million from $319.2 much of that growth coming from Air Transport’se business, which it acquired in 2007. For the full Air Transport lost $56 or 90 cents a share, versuzs profit of $19.6 million, or 33 cents a share, in 2007. Revenure grew by a third to $1.6 billion from $1.
2 The company’s ABX Air subsidiary, whicnh has been hit with thousands of job lossea as principal customerended point-to-point domesticv shipping, was helped by an amended pricing agreement that effectively fixedx the company’s pretax earnings for the fourthn quarter of 2008 and first quarter of 2009. ABX earliet in the month also modifieda $93 millio n promissory note with DHL and came to an agreementr on other debt-related issues. While the compant said it is continuin business talkswith DHL, CEO Joe Hete said in a release that recent company acquisitions have “prepared us to withstand the loss of a substantiap portion of our busineszs with DHL.
” For ABX in Wilmington, that has meany the loss of about 4,800 jobs throug h February and a shift in operationd to a single overnight operation in the southwest Ohio city from what previously was a network of regional shipping
Wilmington-based (NASDAQ:ATSG) said Tuesday it lost $64.2w million, or $1.03 a share, in the quarte r ended Dec. 31, comparee with profit of $8.4 million, or 14 centa a share, a year earlier. The loss included a $91.1 million pretax write-down on goodwill and other thecompany said. Revenue in the quarter soaree 35 percentto $430.7 million from $319.2 much of that growth coming from Air Transport’se business, which it acquired in 2007. For the full Air Transport lost $56 or 90 cents a share, versuzs profit of $19.6 million, or 33 cents a share, in 2007. Revenure grew by a third to $1.6 billion from $1.
2 The company’s ABX Air subsidiary, whicnh has been hit with thousands of job lossea as principal customerended point-to-point domesticv shipping, was helped by an amended pricing agreement that effectively fixedx the company’s pretax earnings for the fourthn quarter of 2008 and first quarter of 2009. ABX earliet in the month also modifieda $93 millio n promissory note with DHL and came to an agreementr on other debt-related issues. While the compant said it is continuin business talkswith DHL, CEO Joe Hete said in a release that recent company acquisitions have “prepared us to withstand the loss of a substantiap portion of our busineszs with DHL.
” For ABX in Wilmington, that has meany the loss of about 4,800 jobs throug h February and a shift in operationd to a single overnight operation in the southwest Ohio city from what previously was a network of regional shipping
Friday, February 17, 2012
Young Woman Arrested in Connection to Boyfriend's Death - Patch.com
tulusenoveb.blogspot.com
Hartford Courant | Young Woman Arrested in Connection to Boyfriend's Death Patch.com Wilton police arrested a young Wilton woman in connection with the recent death of her hometown boyfriend, according to the Hartford Courant. Wilton Police arrested Amanda Denke, 19, of Wilton, on Thursday and charged her with possession of heroin, ... Wom an charged in connection with UConn death Wilton woman arrested in connection with death of her boyfriend Former student arrested in connection to Sywak death |
Wednesday, February 15, 2012
February 14: Amorous judiciary? - New Zealand Herald
younkinesagugad1746.blogspot.com
February 14: Amorous judiciary? New Zealand Herald ... according to archive material in the Royal Botanic Gardens at Kew. The ritual is revealed in a letter written in 1864 by Kew gardener Richard Oldham, who explained it was unsafe to explore the Taiwanese mountains near Tamsui in the spring, ... |
Monday, February 13, 2012
Use summer
gardellaorymiid1354.blogspot.com
Many of us, in tend to view May as an endin g ofsorts … and August as the beginningt of the last half of the year. But what abour June and July? Many people pull back durintg thesummer months. New product marketing efforts, training and new projectsx are put off until Augustor September. I consider the summerd months to be filled with spectacular Take sometime off. But then get back to refreshed and refocusing your energies on every possible summer opportunityy to buildyour brand. Remember, you are your branfd … and by building your branxd all 12 months of the year you can leverage your individualittand uniqueness.
Why is summer a terrificf time to reinforce and expand yourpersonalo brand? Because most of us tend to be less harried and more laid-baci in warmer weather. We actually have time to “get it.” Don’t miss out on some of the most productived months of youryear — June, July and Here’s one professional’s story: John, an ownert of a large commercial real estate has had years of success in the locall market. With the current economicc times, John recognized the realituy that he needed to establishg his own brand identity that aligned withhis company’sa strong brand.
“I have operationalized my personal brand into my dailt work and keep this branding topof mind. My customersw and employees have noticed things like a new tag new bio and new way of introducint myself andmy company,” he says. The results? John has alreadyu increased business forthe year, and is winning contract when his competitors are stilll struggling. “In the summer, it seemx like people have more time or take time to actually get to know you and what you he says. “I’ve already had meetings with prospectivre customers that seemed lesshurried and, actually, were more productive.” So, what abourt you?
Are you going to use the summeer to build momentum and create more success??
Many of us, in tend to view May as an endin g ofsorts … and August as the beginningt of the last half of the year. But what abour June and July? Many people pull back durintg thesummer months. New product marketing efforts, training and new projectsx are put off until Augustor September. I consider the summerd months to be filled with spectacular Take sometime off. But then get back to refreshed and refocusing your energies on every possible summer opportunityy to buildyour brand. Remember, you are your branfd … and by building your branxd all 12 months of the year you can leverage your individualittand uniqueness.
Why is summer a terrificf time to reinforce and expand yourpersonalo brand? Because most of us tend to be less harried and more laid-baci in warmer weather. We actually have time to “get it.” Don’t miss out on some of the most productived months of youryear — June, July and Here’s one professional’s story: John, an ownert of a large commercial real estate has had years of success in the locall market. With the current economicc times, John recognized the realituy that he needed to establishg his own brand identity that aligned withhis company’sa strong brand.
“I have operationalized my personal brand into my dailt work and keep this branding topof mind. My customersw and employees have noticed things like a new tag new bio and new way of introducint myself andmy company,” he says. The results? John has alreadyu increased business forthe year, and is winning contract when his competitors are stilll struggling. “In the summer, it seemx like people have more time or take time to actually get to know you and what you he says. “I’ve already had meetings with prospectivre customers that seemed lesshurried and, actually, were more productive.” So, what abourt you?
Are you going to use the summeer to build momentum and create more success??
Saturday, February 11, 2012
Austin has its eye on Silicon Valley companies - Business First of Columbus:
kdrummondbs37.blogspot.com
The Austin chamber also spends a lot of time in he said. “When you compare housing costs on office andindustria space, labor costs, the overall costs of doingf business,” he said, “and you throw in workers’ comp laws and other taxea that the California Legislature passes, it only enhances our It’s not a new story by any means. The chambe r has a 14-page list of Californiqa companies, including 43 companies from Silicon Valley and another dozen or so from elsewhere in theBay Area, that have a significany presence in the Austin area. In 2007, for Borland Software Corp.
relocated its headquarters from Cupertino to It started out its Texas presence with a researc anddevelopment site. “I thin it really started with workers’ comp issues in the 1980s,” Porter said. “There was a time when differentr states had offices in California because of the fertilshunting grounds, and some of them stil do.” Last year, the Austin chamber came to Californi 15 times, meeting with companies, venturs capitalists and site selectors. “There is a mood thers that there’s going to be more bad news on theCaliforniaq front, where companies are going to have to look Porter said.
The Austin chamber also spends a lot of time in he said. “When you compare housing costs on office andindustria space, labor costs, the overall costs of doingf business,” he said, “and you throw in workers’ comp laws and other taxea that the California Legislature passes, it only enhances our It’s not a new story by any means. The chambe r has a 14-page list of Californiqa companies, including 43 companies from Silicon Valley and another dozen or so from elsewhere in theBay Area, that have a significany presence in the Austin area. In 2007, for Borland Software Corp.
relocated its headquarters from Cupertino to It started out its Texas presence with a researc anddevelopment site. “I thin it really started with workers’ comp issues in the 1980s,” Porter said. “There was a time when differentr states had offices in California because of the fertilshunting grounds, and some of them stil do.” Last year, the Austin chamber came to Californi 15 times, meeting with companies, venturs capitalists and site selectors. “There is a mood thers that there’s going to be more bad news on theCaliforniaq front, where companies are going to have to look Porter said.
Wednesday, February 8, 2012
Clear Channel names global-media sales executive - Los Angeles Business from bizjournals:
burwellmitubaes1369.blogspot.com
In this role, Partilla will lead national business development acrossthe company’s radioi and outdoor businesses. Partilla will report to CEO Mark He will be based inNew York. Partill is joining Clear Channelfrom , where he led Time Warner’x Global Media Group. Clear Channe l is now working to accelerate and expansdthe company’s national salez reach. Clear Channel already counts (NYSE: Verizon and Kellogg’s as clients on cross-platfor and multi-property ad buys.
“We’re entering a new era for advertisin gand marketing, and the strides that Clear Channel has made in digitapl platforms across both the radio and outdoor businesses are an outstandingh match for the new demands being placed on Partilla says. “Realizing that potential will require adding strategi and creative value for our best advertisingpartnere — helping them solve theier most critical business The result will be more revenuw across all of Clear Channel’d businesses.” San Antonio-based Clear Channel is a global media and entertainmeny company. The company owns eight radio stations in the LosAngelea area.
In this role, Partilla will lead national business development acrossthe company’s radioi and outdoor businesses. Partilla will report to CEO Mark He will be based inNew York. Partill is joining Clear Channelfrom , where he led Time Warner’x Global Media Group. Clear Channe l is now working to accelerate and expansdthe company’s national salez reach. Clear Channel already counts (NYSE: Verizon and Kellogg’s as clients on cross-platfor and multi-property ad buys.
“We’re entering a new era for advertisin gand marketing, and the strides that Clear Channel has made in digitapl platforms across both the radio and outdoor businesses are an outstandingh match for the new demands being placed on Partilla says. “Realizing that potential will require adding strategi and creative value for our best advertisingpartnere — helping them solve theier most critical business The result will be more revenuw across all of Clear Channel’d businesses.” San Antonio-based Clear Channel is a global media and entertainmeny company. The company owns eight radio stations in the LosAngelea area.
Monday, February 6, 2012
Air America, Bonneville reach local marketing agreement for 1050 AM - San Antonio Business Journal:
ugefuk.wordpress.com
The progressive talk radio network has reached a local marketing agreement with to begibn broadcasting its programmingon Bonneville’s 1050 AM signal in the Washingtojn area. Air America expects to launch durinb the month of although anofficial date, call letters and programming line-up have not yet been As part of the agreement, Air Americas will essentially lease the signal from Bonneville, and then handl operations, programming and advertising sales. Financial termsw of the multi-year deal were not Air America has hired some locaksales staff, and will occupy a small spacew in Bonneville’s Washington offices. “Aitr America is obviously very interested inthe D.C.
market,” said Bennet t Zier, Air America’s CEO and a former executivse with Clear Channel and Red ZebraBroadcastintg locally. “It’s where decisions are Its number one businesis politics.” Air America initially approachec Bonneville to put together the agreement, which had been lookingy for someone to pick up the signal. The deal came togethef during the pastfew Currently, Bonneville simulcasts WTOP’s signal on 1050 AM, alonyg with some sports programming. The sports programming will Bonneville Senior Regional Vice President Joel Oxley said, which will mainly be heardx on nights and weekends.
The progressive talk radio network has reached a local marketing agreement with to begibn broadcasting its programmingon Bonneville’s 1050 AM signal in the Washingtojn area. Air America expects to launch durinb the month of although anofficial date, call letters and programming line-up have not yet been As part of the agreement, Air Americas will essentially lease the signal from Bonneville, and then handl operations, programming and advertising sales. Financial termsw of the multi-year deal were not Air America has hired some locaksales staff, and will occupy a small spacew in Bonneville’s Washington offices. “Aitr America is obviously very interested inthe D.C.
market,” said Bennet t Zier, Air America’s CEO and a former executivse with Clear Channel and Red ZebraBroadcastintg locally. “It’s where decisions are Its number one businesis politics.” Air America initially approachec Bonneville to put together the agreement, which had been lookingy for someone to pick up the signal. The deal came togethef during the pastfew Currently, Bonneville simulcasts WTOP’s signal on 1050 AM, alonyg with some sports programming. The sports programming will Bonneville Senior Regional Vice President Joel Oxley said, which will mainly be heardx on nights and weekends.
Saturday, February 4, 2012
Greater Phoenix CVB launches social media campaign - Denver Business Journal:
edibin.wordpress.com
The first contest offers a two-night stay at the Royaol Palms Resort and Spa and a candlelit dinner for two atthe resort’s restaurant, T. In subsequent weeks, similar packages are expectef to be given away fromthe Ritz-Carltonb Phoenix, Arizona Biltmore Resortf & Spa, InterContinental Montelucia Resort and Spa, Fairmontf Scottsdale, Sheraton Wild Horse Pass Resort & Spa, Westinh Kierland, Phoenician and Arizona The contest is part of a sociall media marketing campaign by the Greater Phoenix CVB that also includes a new blog, Twitter and Flickr and YouTube videos. The blog, called the Hot is a frequently updated compendium of shopsand activities.
The video project, called “Phoenix Dream features Phoenicians of local and national renown offerinfg tours of their favoritelocal hangouts. The inaugural videi is hosted by celebrity chefMark Blog: Facebook: Twitter: YouTube:
The first contest offers a two-night stay at the Royaol Palms Resort and Spa and a candlelit dinner for two atthe resort’s restaurant, T. In subsequent weeks, similar packages are expectef to be given away fromthe Ritz-Carltonb Phoenix, Arizona Biltmore Resortf & Spa, InterContinental Montelucia Resort and Spa, Fairmontf Scottsdale, Sheraton Wild Horse Pass Resort & Spa, Westinh Kierland, Phoenician and Arizona The contest is part of a sociall media marketing campaign by the Greater Phoenix CVB that also includes a new blog, Twitter and Flickr and YouTube videos. The blog, called the Hot is a frequently updated compendium of shopsand activities.
The video project, called “Phoenix Dream features Phoenicians of local and national renown offerinfg tours of their favoritelocal hangouts. The inaugural videi is hosted by celebrity chefMark Blog: Facebook: Twitter: YouTube:
Thursday, February 2, 2012
GM enters bankruptcy filing - Baltimore Business Journal:
ikefageze.blogspot.com
Monday’s Chapter 11 filing by the 101-year-old automaker once the world’s biggest company and WesterjnNew York’s largest manufacturing employer for decades is among the largest in U.S. histort and largest-ever U.S. manufacturingt bankruptcy. Chapter 11, which allows the companyu to operate while protected from its pushes GM intoa fast-trackm bankruptcy and provides $30 billion of additional taxpayer fundx to restructure itself. General Motorzs CEO Fritz Henderson said in a prepared statementg that GM was being reinvented and that the compant is ready for the jobat hand.
"The economicx crisis has caused enormous disruptiob in theauto industry, but with it has come the opportunitt for us to reinvent our business. We are goinbg to do it once and do it The court-supervised process we are pursuing provides us with powerful toolx to accelerate and complete our reinvention, as well as strongf safeguards for our customers and our business," he said. The GM plan as detailex by U.S. officials would allowe a much smaller GM to emerge from court protection within 60 to90 days. GM also plans to closes 11 U.S. facilities and idle another three plantd by the endof 2010. GM’s Tonawanda engine plant, where 1,109 people work, will remain open.
The automaker has not provided an updateds target for job cuts but was lookinbg toeliminate 21,000 U.S. factory jobs from the 54,000 union memberxs it now employs. Also not immediately clear is what GM’s bankruptct filing will mean for ’w plants in Lockport, Rochester and three General Motors plans to take back the facilitieas from the former parts subsidiarhy that it spun off in according to a tentative deal reached last week betweenb GM andthe UAW.
The factories in New Michigan and Indiana would operatdeunder Delphi’s union rules, but be considerefd part of GM, once The Lockport plant — Delphi Thermal Systems, which has 2,100 employeezs — was founded as Harrisomn Radiator Co. in 1910 and became part of GM in 1918. For 81 yearsw it operated under General Motorsx ownership until the independentDelphki Corp. was formed. Delphi itself is operating under bankruptc y court supervision having filed for Chapter 11 inOctober 2005. The Mich.-based company was ready to emerge from bankruptcg in April 2008 but those plans fell apart when a key investofr dropped out ofa $2.55 billiomn stock deal with the supplier.
General Motors employs 92,000 in the Unite d States and is indirectly responsiblefor 500,000 retirees. The U.S. government would hold a 60 perceny financial interest in a reorganized GM and the UAW woulc takea 17.5 percent The governments of Canada and the provinces of Ontario have agreed to a 12 percent ownership stake in exchange for financiaol aid. GM bondholders would get 10 percent.
Monday’s Chapter 11 filing by the 101-year-old automaker once the world’s biggest company and WesterjnNew York’s largest manufacturing employer for decades is among the largest in U.S. histort and largest-ever U.S. manufacturingt bankruptcy. Chapter 11, which allows the companyu to operate while protected from its pushes GM intoa fast-trackm bankruptcy and provides $30 billion of additional taxpayer fundx to restructure itself. General Motorzs CEO Fritz Henderson said in a prepared statementg that GM was being reinvented and that the compant is ready for the jobat hand.
"The economicx crisis has caused enormous disruptiob in theauto industry, but with it has come the opportunitt for us to reinvent our business. We are goinbg to do it once and do it The court-supervised process we are pursuing provides us with powerful toolx to accelerate and complete our reinvention, as well as strongf safeguards for our customers and our business," he said. The GM plan as detailex by U.S. officials would allowe a much smaller GM to emerge from court protection within 60 to90 days. GM also plans to closes 11 U.S. facilities and idle another three plantd by the endof 2010. GM’s Tonawanda engine plant, where 1,109 people work, will remain open.
The automaker has not provided an updateds target for job cuts but was lookinbg toeliminate 21,000 U.S. factory jobs from the 54,000 union memberxs it now employs. Also not immediately clear is what GM’s bankruptct filing will mean for ’w plants in Lockport, Rochester and three General Motors plans to take back the facilitieas from the former parts subsidiarhy that it spun off in according to a tentative deal reached last week betweenb GM andthe UAW.
The factories in New Michigan and Indiana would operatdeunder Delphi’s union rules, but be considerefd part of GM, once The Lockport plant — Delphi Thermal Systems, which has 2,100 employeezs — was founded as Harrisomn Radiator Co. in 1910 and became part of GM in 1918. For 81 yearsw it operated under General Motorsx ownership until the independentDelphki Corp. was formed. Delphi itself is operating under bankruptc y court supervision having filed for Chapter 11 inOctober 2005. The Mich.-based company was ready to emerge from bankruptcg in April 2008 but those plans fell apart when a key investofr dropped out ofa $2.55 billiomn stock deal with the supplier.
General Motors employs 92,000 in the Unite d States and is indirectly responsiblefor 500,000 retirees. The U.S. government would hold a 60 perceny financial interest in a reorganized GM and the UAW woulc takea 17.5 percent The governments of Canada and the provinces of Ontario have agreed to a 12 percent ownership stake in exchange for financiaol aid. GM bondholders would get 10 percent.
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