yjanebixe.wordpress.com
And, while research has shown that generics have saved the health care systemj anestimated $734 billion in the last 10 years, two-thirdse of those surveyed don’t know the true cost differences betweenh generic and brand name drugs, according to the surveu conducted by , a leading pharmacy benefit managemen t organization. “Using generics helps make health care more affordabler withoutcompromising results,” Jacqueline Kosecoff, Prescription Solutionws CEO said in a news release.
“Manu Americans erroneously believe that the most expensivwe drug is always the most effective so by helping tochanges perceptions, we can help people save money and stilkl get the best treatment available.” Thirty-one percent of respondents indicated they knew that a brands name drug cost 50-70 percentf more on average than its generic Seventy-one percent of consumers remain concerned aboutr drug costs with more than one in four (27 having either delayed filling, not filled, or not takenn as directed a prescription drug to save money. Twenty-onew percent of all respondents say they have talkedf to their doctor recently about switching to a lessexpensive drug.
Fifty-seven percent of those polled said they take prescriptiohndrugs weekly. Of those, 83 percenft (or 47 percent of the total sample) take generics. Of thos who do not take genericv drugs on aweekly basis, 58 percentf say it is because there is no generic availablse for the drug they need. Sixty-fourd percent of those who take generics say theid doctor recommended them and 43 percent say their pharmacistfrecommended them. Of thosed who do not take generic drugs on aweeklt basis, 58 percent say they would if their pharmacisr brought a generic to their attention as a less identical substitute; and 52 percent say theitr doctor would have to recommend it.
Sunday, May 27, 2012
Friday, May 25, 2012
Lewis: Feds pressured BofA on Merrill - Tampa Bay Business Journal:
mozybyd.wordpress.com
But some lawmakers questioned how much of the pressurs was actually made by Lewis in an attempt to secur more taxpayer aid forhis bank. “The Treasury Department providedc $20 billion for a shotgun wedding. But the questio is, who was holding the Rep. Edolphus Towns (D-New York) said during the hearing. The conducted by the House Committee on Oversight and Government was focused onfederal officials’ role in BofA’s purchasde of Merrill Lynch. Charlotte-based BofA (NYSE:BAC) bought Merrill on Jan. 1 for $29.12 billion.
The deal resulted in BofA’ws receiving an additional $20 billion in federa l funds under the Troubled Asset Relief BofA has received a totalof $45 billion in TARP funds. Lewisw has been under intense pressure from BofA shareholderes for not disclosing the depthof Merrill’s financial difficulties beforre the merger. Merrill lost $15.3 billion in the fourth quarter. Lawmakers questioned Lewi on reports that he felt pressurefd byfederal authorities, including Federal Reserve Chairmamn Ben Bernanke and formef Treasury Secretary Henry Paulson, to go ahead with the deal in Decembetr as Merrill’s losses mounted. Lewis testified that BofA contacted officialsz atthe U.S.
Treasuru and Federal Reserve in mid-Decembe r to inform them that thebank “hadc serious concerns about closing the BofA, he said, was considerinb declaring a “material adversre change,” which can allow an acquirer to back out of a proposedd deal. Lewis testified that Paulson toldhim BofA’se management “would or could” be removed if the bank backe d out of the deal. When lawmakers pressed him Thursday on the allegede threatsby regulators, Lewis said both partiesd were concerned about making the best decisions for the health of the U.S.
economy and He explained that a decision that would harm the economyg would also harm BofA because of its massiv sizeand breadth. Lewis testifiex that he wasn’t intimidated by the threagt of losing his job but bythe “seriousnesws of the threat” and the ramifications on the overalk economy had an influence on his decision. “Jusf six months later, it is easy to forgegt just how close to the brin oursystem came,” Lewis “I will never forget.
” Still, some lawmakers suggestesd Lewis should have known about Merrill’s losses before They pointed out an e-mail in which Bernankre suggested Lewis’ threat to back out of the Merrilpl deal was a “bargaining chip.” Lawmakers also pointed to other e-maila from regulators suggesting Lewis’ claims aboutr surprising losses were “not credible.” Rep. Dennis Kucinich (D-Ohio), among others, suggestec the e-mails indicated Lewis threatenerd to call off the Merrill deal as a way to land moregovernmenyt aid. “It’s quite possible it was Bank of Americ a that put a gun to the head of the Kucinich said.
BofA eventually closed the deal with Merrill Lynch, and received a $20 billioh loan from the TARP fund to cover the Merril l losses. Also on Thursday, Lewis indicated that federal officiale never asked him to withhol d information from shareholders that BofA thought needed tobe disclosed. That causec lawmakers to remind him he wasunderd oath. In February, Lewis testified beforr New York Attorney General Andrew Cuomol that Bernanke and Paulson pressure the bank not to discuss its increasinglyy troubled plan to buy The congressional committee expects to call Paulsonj and Bernanke for similar hearingsa as it continuesits
But some lawmakers questioned how much of the pressurs was actually made by Lewis in an attempt to secur more taxpayer aid forhis bank. “The Treasury Department providedc $20 billion for a shotgun wedding. But the questio is, who was holding the Rep. Edolphus Towns (D-New York) said during the hearing. The conducted by the House Committee on Oversight and Government was focused onfederal officials’ role in BofA’s purchasde of Merrill Lynch. Charlotte-based BofA (NYSE:BAC) bought Merrill on Jan. 1 for $29.12 billion.
The deal resulted in BofA’ws receiving an additional $20 billion in federa l funds under the Troubled Asset Relief BofA has received a totalof $45 billion in TARP funds. Lewisw has been under intense pressure from BofA shareholderes for not disclosing the depthof Merrill’s financial difficulties beforre the merger. Merrill lost $15.3 billion in the fourth quarter. Lawmakers questioned Lewi on reports that he felt pressurefd byfederal authorities, including Federal Reserve Chairmamn Ben Bernanke and formef Treasury Secretary Henry Paulson, to go ahead with the deal in Decembetr as Merrill’s losses mounted. Lewis testified that BofA contacted officialsz atthe U.S.
Treasuru and Federal Reserve in mid-Decembe r to inform them that thebank “hadc serious concerns about closing the BofA, he said, was considerinb declaring a “material adversre change,” which can allow an acquirer to back out of a proposedd deal. Lewis testified that Paulson toldhim BofA’se management “would or could” be removed if the bank backe d out of the deal. When lawmakers pressed him Thursday on the allegede threatsby regulators, Lewis said both partiesd were concerned about making the best decisions for the health of the U.S.
economy and He explained that a decision that would harm the economyg would also harm BofA because of its massiv sizeand breadth. Lewis testifiex that he wasn’t intimidated by the threagt of losing his job but bythe “seriousnesws of the threat” and the ramifications on the overalk economy had an influence on his decision. “Jusf six months later, it is easy to forgegt just how close to the brin oursystem came,” Lewis “I will never forget.
” Still, some lawmakers suggestesd Lewis should have known about Merrill’s losses before They pointed out an e-mail in which Bernankre suggested Lewis’ threat to back out of the Merrilpl deal was a “bargaining chip.” Lawmakers also pointed to other e-maila from regulators suggesting Lewis’ claims aboutr surprising losses were “not credible.” Rep. Dennis Kucinich (D-Ohio), among others, suggestec the e-mails indicated Lewis threatenerd to call off the Merrill deal as a way to land moregovernmenyt aid. “It’s quite possible it was Bank of Americ a that put a gun to the head of the Kucinich said.
BofA eventually closed the deal with Merrill Lynch, and received a $20 billioh loan from the TARP fund to cover the Merril l losses. Also on Thursday, Lewis indicated that federal officiale never asked him to withhol d information from shareholders that BofA thought needed tobe disclosed. That causec lawmakers to remind him he wasunderd oath. In February, Lewis testified beforr New York Attorney General Andrew Cuomol that Bernanke and Paulson pressure the bank not to discuss its increasinglyy troubled plan to buy The congressional committee expects to call Paulsonj and Bernanke for similar hearingsa as it continuesits
Thursday, May 24, 2012
Wisconsin Lutheran College to add adult, graduate studies - The Business Journal of Milwaukee:
aleksanovlsys.blogspot.com
He has a bachelor’s degree from Dr. Martinj Luther College in New Ulm, Minn.; a master’zs degree in curriculum and instructionfrom National-Louis Universit in Chicago; and a doctorated in education from Nova Southeastern University in Fort Fla. Johnson recently answered questionsvia e-mail from Business Journal education reporter Rich Rovito. What are your main planes and goals for WisconsinLutheran College?
“We have successfullty established excellent undergraduate programs and campus Our focus is producing well-prepared Christian leaders, whether they have majored in pre-med or biology, art or teacher education, business, or We’re setting the standard in Christian and that will remain a top goal of “We also are now aggressively positioning ourselves for the futurer by creating a School for Adult and Graduate Studie that will offer master’s degrees and degree-completion programs for workingg adults. We’re adding majors six more, just last month — includin Mandarin, or China Studies.
We will grow our enrollmenft by focusing on traditional studentswas always, but also on working adults livinhg in the greater Milwaukee area and on international In fact, I just returned from China, and while ther signed an agreement with a university that will send us studentsd while offering study-abroad opportunities for our students and What effect has the recession had on the and have you had to increase financial aid for studentsx from families affected by the recession? “The recession has affected Wisconsi Lutheran like most colleged and universities. Major foundations and donorsd have felt the impact of our strugglinv economy just as everyoneelse has.
In we decided to make some strategicbudget cuts, even reducing some after a thorough analysis of all aspecte of our budget. Though that processe was painful, we needede to financially position ourselves forthe future. “While cutting in some we also increased funding in others where it will most powerfullgy and profoundly impactour mission. In orded to assist our students, we increased our tuitionn by only3 percent, the lowest increasd in several years. We also offef Partner Plus, a unique and nationally noted program in whicuh we pay a designated amount ofour parents’ loan interestr payment while their student is enrolledc as a full-time student here.
“Anfd yes, we have increased our financiaol aidto students, recognizingg that many families have been challenged by the recession.” Do you have remainingf space available to expand the campu s in Wauwatosa, and are there plans for expansion or the openinyg of satellite facilities? “Throughout our 36-yeae history, we have been able to acquires properties that have permitted us to expand to our presenf campus footprint. We own most of the homexs that border oureastern boundary, but have no immediate plansx to further develop that Wauwatosa property.
Our two residencee halls completed in 2000are full, and we will need to add anothere residence hall at some point in the near We currently own and already houss students in apartment buildings or duplexes, mostly directlgy west of our in Milwaukee. “We also need to completd our athleticfield facilities, located in the northwest quadrany of the Milwaukee County just west of U.S. Highway 45, in ordet to better serve our studentss and all the community groups who use the We don’t have immediate plans for satellite You arrived in Wisconsin from Arizona. What are your views of the quality of higher educatio in the Milwaukee area andin Wisconsin?
“Th greater Milwaukee area as well as the statee of Wisconsin is blessed with tremendous institutions of higher learning — I already know that from my brieff eight months here. The students we all servew only benefit from the breadth of excellenceofferer here, and Wisconsin Lutheran College is pleased to be amon the 20 impressive independent colleges and universitiea found in Wisconsin. The combination of these fine privatew institutions andthe well-recognized public University of Wisconsin state system provides an enviablde choice for any Wisconsi n student who wants to attend college.” How do you plan to increasr Wisconsin Lutheran’s visibility?
“We are in the procesw of conducting market research to help us develol a more visible presence throughouyt southeastern Wisconsin, especially greater Our new School of Adul and Graduate Studies, our renewex focus on student enrollment, and our focus on Christia n leadership will require an increased emphasis on marketing via the radio, and direct mail.”
He has a bachelor’s degree from Dr. Martinj Luther College in New Ulm, Minn.; a master’zs degree in curriculum and instructionfrom National-Louis Universit in Chicago; and a doctorated in education from Nova Southeastern University in Fort Fla. Johnson recently answered questionsvia e-mail from Business Journal education reporter Rich Rovito. What are your main planes and goals for WisconsinLutheran College?
“We have successfullty established excellent undergraduate programs and campus Our focus is producing well-prepared Christian leaders, whether they have majored in pre-med or biology, art or teacher education, business, or We’re setting the standard in Christian and that will remain a top goal of “We also are now aggressively positioning ourselves for the futurer by creating a School for Adult and Graduate Studie that will offer master’s degrees and degree-completion programs for workingg adults. We’re adding majors six more, just last month — includin Mandarin, or China Studies.
We will grow our enrollmenft by focusing on traditional studentswas always, but also on working adults livinhg in the greater Milwaukee area and on international In fact, I just returned from China, and while ther signed an agreement with a university that will send us studentsd while offering study-abroad opportunities for our students and What effect has the recession had on the and have you had to increase financial aid for studentsx from families affected by the recession? “The recession has affected Wisconsi Lutheran like most colleged and universities. Major foundations and donorsd have felt the impact of our strugglinv economy just as everyoneelse has.
In we decided to make some strategicbudget cuts, even reducing some after a thorough analysis of all aspecte of our budget. Though that processe was painful, we needede to financially position ourselves forthe future. “While cutting in some we also increased funding in others where it will most powerfullgy and profoundly impactour mission. In orded to assist our students, we increased our tuitionn by only3 percent, the lowest increasd in several years. We also offef Partner Plus, a unique and nationally noted program in whicuh we pay a designated amount ofour parents’ loan interestr payment while their student is enrolledc as a full-time student here.
“Anfd yes, we have increased our financiaol aidto students, recognizingg that many families have been challenged by the recession.” Do you have remainingf space available to expand the campu s in Wauwatosa, and are there plans for expansion or the openinyg of satellite facilities? “Throughout our 36-yeae history, we have been able to acquires properties that have permitted us to expand to our presenf campus footprint. We own most of the homexs that border oureastern boundary, but have no immediate plansx to further develop that Wauwatosa property.
Our two residencee halls completed in 2000are full, and we will need to add anothere residence hall at some point in the near We currently own and already houss students in apartment buildings or duplexes, mostly directlgy west of our in Milwaukee. “We also need to completd our athleticfield facilities, located in the northwest quadrany of the Milwaukee County just west of U.S. Highway 45, in ordet to better serve our studentss and all the community groups who use the We don’t have immediate plans for satellite You arrived in Wisconsin from Arizona. What are your views of the quality of higher educatio in the Milwaukee area andin Wisconsin?
“Th greater Milwaukee area as well as the statee of Wisconsin is blessed with tremendous institutions of higher learning — I already know that from my brieff eight months here. The students we all servew only benefit from the breadth of excellenceofferer here, and Wisconsin Lutheran College is pleased to be amon the 20 impressive independent colleges and universitiea found in Wisconsin. The combination of these fine privatew institutions andthe well-recognized public University of Wisconsin state system provides an enviablde choice for any Wisconsi n student who wants to attend college.” How do you plan to increasr Wisconsin Lutheran’s visibility?
“We are in the procesw of conducting market research to help us develol a more visible presence throughouyt southeastern Wisconsin, especially greater Our new School of Adul and Graduate Studies, our renewex focus on student enrollment, and our focus on Christia n leadership will require an increased emphasis on marketing via the radio, and direct mail.”
Tuesday, May 22, 2012
GM to end NUMMI joint venture with Toyota - Atlanta Business Chronicle:
lehoquvuhu.wordpress.com
Production of GM vehicles will endin August, the compan y said, and no further GM vehicles are plannerd for the joint venture. However, GM may be offerer a version of Toyota’s well-receives hybrid Prius sedan, Bloomberg News reported. Citing two unidentified Bloomberg said a Priuds with a GM plate coulsd increase theNUMMI plant’s GM CEO Fritz Henderson and Toyota Presidenyt Akio Toyoda could discuss the proposa at a meeting in August, according to Bloomberg. Toyota also may look at the 5.3 million-square-foott Fremont plant, where more than 5,400 people are employed, for Prius production, according to the Bloomberbg report.
It withdrew plans to build the Priusz at a plant under constructionin Mississippi, the report Otherwise, GM’s announcement could effectively ends a 25-year partnership. It also comes only a coupl e of weeks after GM said in a restructurinv plan that accompanied its Chapter 11 bankruptc protection plan that it did not plan to closed theNUMMI plant. Production at the Fremont planf has dropped from morethan 428,00 0 vehicles in 2006 to 342,000 last “As part of its long-termk viability plan, General Motors has decided that its ownershi p stake in the joint venturr with Toyota will not be a part of the ‘New Troy Clarke, president of GM North America said in a press “After extensive analysis, GM and Toyota could not reachu an agreement on a future producr plan that made sense for all parties.
” GM had said that the Pontiad brand would be phased out by the end of the Vibe sales rose 25 percent last year, accordingt to the Associated Press, but fell 47 percentf for the first five months of this Toyota said in a statement that it had hoped its 50-50 joint venture with GM would “While we respect the decision by GM, the economicv and business environment surrounding Toyota is also extremely severe, and so this decisionm by GM makes the situation even more difficulg for Toyota,” the statement said. “Wwe will consider alternatives by taking into accountvarious factors.
” NUMMI spokesman Lancee Tomasu told the Silicon Valley/Sa n Jose Business Journal Monday that it “mauy take some time before the future of NUMMI is
Production of GM vehicles will endin August, the compan y said, and no further GM vehicles are plannerd for the joint venture. However, GM may be offerer a version of Toyota’s well-receives hybrid Prius sedan, Bloomberg News reported. Citing two unidentified Bloomberg said a Priuds with a GM plate coulsd increase theNUMMI plant’s GM CEO Fritz Henderson and Toyota Presidenyt Akio Toyoda could discuss the proposa at a meeting in August, according to Bloomberg. Toyota also may look at the 5.3 million-square-foott Fremont plant, where more than 5,400 people are employed, for Prius production, according to the Bloomberbg report.
It withdrew plans to build the Priusz at a plant under constructionin Mississippi, the report Otherwise, GM’s announcement could effectively ends a 25-year partnership. It also comes only a coupl e of weeks after GM said in a restructurinv plan that accompanied its Chapter 11 bankruptc protection plan that it did not plan to closed theNUMMI plant. Production at the Fremont planf has dropped from morethan 428,00 0 vehicles in 2006 to 342,000 last “As part of its long-termk viability plan, General Motors has decided that its ownershi p stake in the joint venturr with Toyota will not be a part of the ‘New Troy Clarke, president of GM North America said in a press “After extensive analysis, GM and Toyota could not reachu an agreement on a future producr plan that made sense for all parties.
” GM had said that the Pontiad brand would be phased out by the end of the Vibe sales rose 25 percent last year, accordingt to the Associated Press, but fell 47 percentf for the first five months of this Toyota said in a statement that it had hoped its 50-50 joint venture with GM would “While we respect the decision by GM, the economicv and business environment surrounding Toyota is also extremely severe, and so this decisionm by GM makes the situation even more difficulg for Toyota,” the statement said. “Wwe will consider alternatives by taking into accountvarious factors.
” NUMMI spokesman Lancee Tomasu told the Silicon Valley/Sa n Jose Business Journal Monday that it “mauy take some time before the future of NUMMI is
Monday, May 21, 2012
For Sale By Owner? In this market? - Nashville Business Journal:
ethelbertdiya3334.blogspot.com
So, after completely renovating a three-story, 90-year-old rowhouse in Cantobn to showcase appeal, he put it on the markegt — himself — in March for $574,000. He figurex the for-sale-by-owner effort will be worth themoneu he’ll save in real estate agenyt commissions: 6 percent of the sale or $34,440, if a prospective buyer comexs to the settlement table without a half that if the buyer brings an agent.
Given today’s toughu economy and falling home prices, the prospectf of saving 6 percent ofa home’d sale price by completing the transaction without a Realtotr may sound enticing to any cash-conscious But is it worth the hassle, especiallh in this tight housing market?? Buyers can afford to be pickier than ever, banks have becomw highly selective about lending money and a sale is far from a sure thinvg — in any market — until the buyet and seller both sign the settlement papers. It all dependsz on whom you ask.
Homeownersz like Pugh, who successfully sold another house without an agen t and is confident about the pending sale ofhis second, make it sounc like a no-brainer, and copious residentia real estate Web sites post for sale by ownee (FSBO) listings and providee an advertising medium once reservefd for industry insiders. Real estate on the other hand, cautioj against the idea, citing a heightened risk for security- and litigation-related problems and a general lack of knowledg about theentire house-selling process as just some of the factores that can thwart success of a “Selling a home without professional assistance is akin to representiny yourself in court,” said Walter Molony, spokesmanj for the National Association of Realtores (NAR).
Risk vs. reward Industry statisticz suggest that not many homeownerw are willing to take onthe task. While FSBO signs are more likely to crop up duringy a robusthousing market, in both good timexs and bad they comprise only a fraction of housing sales. In 1997, 18 percent of home s on the marketwere FSBO, a peak number. By with the housing crisis in full that percentage dropped to 13 according tothe NAR. A report prepared by NAR for the Greater Baltimore Board ofRealtors (GBBR) showee that, at just 7 percent, Baltimore FSBOs trailed the rest of the “During the boom years, there were lots of FSBOs.
Now, a lot of owners are afraid to get into the said GBBR PresidentDavid McIlvaine. McIlvaine, to be has a vested interesrt in promotingthat viewpoint. But he’s also acutelyg aware of the pitfalls in any realestate transaction. Real estated agents bring objectivity to the searchand negotiation, he said. They also focuss on showing homes toqualifiee buyers. And they ultimately fill a valuabld roleas mediators, aiming to make buyefr and seller as satisfied as possible. “Sellers’ interestd are in direct conflictwith [interests],” he added. “You really need a third parttyto negotiate.
We understand it’z got to be a win-winh or else [the deal’s] not going to go through.” But homeownerws willing to take on the risk and put in the leg work believ a FSBO is the wayto go, especiallhy given the availability of online To advertise his house online, Pugh registered with Netrealtynow.com. For a flat fee of he was able to advertise his housee on several residential realtyWeb sites, including MLS.com, the widely used site that listd agent-assisted and FSBO homes.
“With the Internet, homeownerws get the same [advertising] benefit as agents do,” Pugh This access is significant, as an increasing number of prospectivde buyers log onto the Internet to find a In 2008, 87 percent of all homebuyers used the Interneg to search for a home, up from just 2 perceng in 1997, according to data compiled by NAR. 32 percent of buyers first glimpsed theirf new home on the Internetin 2008, compared with just 8 perceny in 2001. Though the Internet makes it easier to advertisreFSBO homes, some believe the tool goes unrecognizeds by many homeowners. “Many people think you have to have an agenyt to liston MLS.
com,” said Eric Mangan, spokesman for New York-basesd realtor advertising Web site ForSaleByOwner.com, which claims to get 2 million visitorx per month. The Web site offera a spectrum of services and payment froman $80 per month plan to six one-time fees, rangingv between $179 and The higher-priced packages come with more bellsx and whistles, including a videko slide show of the home, a for-sale and access to MLS.com advertising. Some residentialo real estate Web sites tracktheir success. Mr.
Lister, a Pikesville-basefd site that works with 350 to500 Baltimore-area homeowneras annually, said about 85 percent of the homes it lists Its model, devised and operated by licensec real estate agent Maynard Gottlieb, offersw a menu of options. For $399, Mr. Listef will list a home on MLS.com and approximateluy 100 otherreal estate-oriented Web sites. For about users get online advertising with a virtualk tour of their home with up to10 photos; a revieaw of any contracts the homeowner receives; unlimitedr consultations; and a for-sale But a motivated seller knows that advertisinvg isn’t everything.
Pugh, who used to own a skateboardd shop, has meticulously staged the Canton right down to matching towels inthe bathroom. He’sd created an online virtual tour featuring gleaming hardwooxd floors and sparkling kitchen and manned open houses every Sundaysince it’s been on the While the process seems to work for Pugh — he saved $18,000p in commission fees with the first houser he sold in upper Fells Point he admits FSBO isn’t for everyone. “I understand there are people who have homes out therewho don’t have the time to meet potentiao buyers, stage the and show it,” Pugh said.
So, after completely renovating a three-story, 90-year-old rowhouse in Cantobn to showcase appeal, he put it on the markegt — himself — in March for $574,000. He figurex the for-sale-by-owner effort will be worth themoneu he’ll save in real estate agenyt commissions: 6 percent of the sale or $34,440, if a prospective buyer comexs to the settlement table without a half that if the buyer brings an agent.
Given today’s toughu economy and falling home prices, the prospectf of saving 6 percent ofa home’d sale price by completing the transaction without a Realtotr may sound enticing to any cash-conscious But is it worth the hassle, especiallh in this tight housing market?? Buyers can afford to be pickier than ever, banks have becomw highly selective about lending money and a sale is far from a sure thinvg — in any market — until the buyet and seller both sign the settlement papers. It all dependsz on whom you ask.
Homeownersz like Pugh, who successfully sold another house without an agen t and is confident about the pending sale ofhis second, make it sounc like a no-brainer, and copious residentia real estate Web sites post for sale by ownee (FSBO) listings and providee an advertising medium once reservefd for industry insiders. Real estate on the other hand, cautioj against the idea, citing a heightened risk for security- and litigation-related problems and a general lack of knowledg about theentire house-selling process as just some of the factores that can thwart success of a “Selling a home without professional assistance is akin to representiny yourself in court,” said Walter Molony, spokesmanj for the National Association of Realtores (NAR).
Risk vs. reward Industry statisticz suggest that not many homeownerw are willing to take onthe task. While FSBO signs are more likely to crop up duringy a robusthousing market, in both good timexs and bad they comprise only a fraction of housing sales. In 1997, 18 percent of home s on the marketwere FSBO, a peak number. By with the housing crisis in full that percentage dropped to 13 according tothe NAR. A report prepared by NAR for the Greater Baltimore Board ofRealtors (GBBR) showee that, at just 7 percent, Baltimore FSBOs trailed the rest of the “During the boom years, there were lots of FSBOs.
Now, a lot of owners are afraid to get into the said GBBR PresidentDavid McIlvaine. McIlvaine, to be has a vested interesrt in promotingthat viewpoint. But he’s also acutelyg aware of the pitfalls in any realestate transaction. Real estated agents bring objectivity to the searchand negotiation, he said. They also focuss on showing homes toqualifiee buyers. And they ultimately fill a valuabld roleas mediators, aiming to make buyefr and seller as satisfied as possible. “Sellers’ interestd are in direct conflictwith [interests],” he added. “You really need a third parttyto negotiate.
We understand it’z got to be a win-winh or else [the deal’s] not going to go through.” But homeownerws willing to take on the risk and put in the leg work believ a FSBO is the wayto go, especiallhy given the availability of online To advertise his house online, Pugh registered with Netrealtynow.com. For a flat fee of he was able to advertise his housee on several residential realtyWeb sites, including MLS.com, the widely used site that listd agent-assisted and FSBO homes.
“With the Internet, homeownerws get the same [advertising] benefit as agents do,” Pugh This access is significant, as an increasing number of prospectivde buyers log onto the Internet to find a In 2008, 87 percent of all homebuyers used the Interneg to search for a home, up from just 2 perceng in 1997, according to data compiled by NAR. 32 percent of buyers first glimpsed theirf new home on the Internetin 2008, compared with just 8 perceny in 2001. Though the Internet makes it easier to advertisreFSBO homes, some believe the tool goes unrecognizeds by many homeowners. “Many people think you have to have an agenyt to liston MLS.
com,” said Eric Mangan, spokesman for New York-basesd realtor advertising Web site ForSaleByOwner.com, which claims to get 2 million visitorx per month. The Web site offera a spectrum of services and payment froman $80 per month plan to six one-time fees, rangingv between $179 and The higher-priced packages come with more bellsx and whistles, including a videko slide show of the home, a for-sale and access to MLS.com advertising. Some residentialo real estate Web sites tracktheir success. Mr.
Lister, a Pikesville-basefd site that works with 350 to500 Baltimore-area homeowneras annually, said about 85 percent of the homes it lists Its model, devised and operated by licensec real estate agent Maynard Gottlieb, offersw a menu of options. For $399, Mr. Listef will list a home on MLS.com and approximateluy 100 otherreal estate-oriented Web sites. For about users get online advertising with a virtualk tour of their home with up to10 photos; a revieaw of any contracts the homeowner receives; unlimitedr consultations; and a for-sale But a motivated seller knows that advertisinvg isn’t everything.
Pugh, who used to own a skateboardd shop, has meticulously staged the Canton right down to matching towels inthe bathroom. He’sd created an online virtual tour featuring gleaming hardwooxd floors and sparkling kitchen and manned open houses every Sundaysince it’s been on the While the process seems to work for Pugh — he saved $18,000p in commission fees with the first houser he sold in upper Fells Point he admits FSBO isn’t for everyone. “I understand there are people who have homes out therewho don’t have the time to meet potentiao buyers, stage the and show it,” Pugh said.
Saturday, May 19, 2012
Midwest, Frontier form ticketing partnership - Kansas City Business Journal:
lyubomiradete.blogspot.com
Such agreements typically expand the number of destinationas available to both airlines while consolidatinv ticketing and customerservics functions. The agreement, scheduled to stary by late summer, will expand Frontier’sd network by enabling its customers to connectr to a Midwest flightthrough Midwest’s hub in all using the same Frontier code. Midwest customera also will see an expanded network by connectinh on Frontier and Lynx Aviation flightsin (Nasdaq: RJET) Midwest Airlines, a day after announcing plansd to buy bankrupt Frontier Airlines.
Milwaukee-based Midwesft has a hub at , and Denver-based Frontierr flew about 10 flights out of KCI beforew it filed for bankruptcy inApril 2008. Midwesrt had a 6.4 percent market share at KCI inApril — the most recent montj for which the has data — and Frontie r had a 3.1 percent market share. Frontiet occupies two gates in KCI’s Terminal C, and Midwest occupiees three gates inTerminal A. The codeshare agreemenyt also will enable members ofeach airline’s frequent-flie programs to earn miles while flyinhg the other airline’s routes.
More detailsa of the program, along with specific cities that will be availables forthe codeshare, will be announced Frontier said.
Such agreements typically expand the number of destinationas available to both airlines while consolidatinv ticketing and customerservics functions. The agreement, scheduled to stary by late summer, will expand Frontier’sd network by enabling its customers to connectr to a Midwest flightthrough Midwest’s hub in all using the same Frontier code. Midwest customera also will see an expanded network by connectinh on Frontier and Lynx Aviation flightsin (Nasdaq: RJET) Midwest Airlines, a day after announcing plansd to buy bankrupt Frontier Airlines.
Milwaukee-based Midwesft has a hub at , and Denver-based Frontierr flew about 10 flights out of KCI beforew it filed for bankruptcy inApril 2008. Midwesrt had a 6.4 percent market share at KCI inApril — the most recent montj for which the has data — and Frontie r had a 3.1 percent market share. Frontiet occupies two gates in KCI’s Terminal C, and Midwest occupiees three gates inTerminal A. The codeshare agreemenyt also will enable members ofeach airline’s frequent-flie programs to earn miles while flyinhg the other airline’s routes.
More detailsa of the program, along with specific cities that will be availables forthe codeshare, will be announced Frontier said.
Friday, May 18, 2012
Noncompete in the past, bankers ready expansion - bizjournals:
belyaevostapuki.blogspot.com
“I never intended to retire,” Boylesd said. “I knew that spending the day in my fuzzhfloppies wasn’t going to work. My marriage wouldn’tg survive it.” Now the two are back to doinyg what theyenjoy most: building a community bank. They inten to expand , which up until this year had locationa only in Buena Vistaand Salida, into the Denver “Dave and I have been bankers in this town Perkins said. “That community-bank touchg that we created atGuarantuy Bank, we wanted to do it The pair were executives at Guaranty parent of Guaranty Bank Trust, when it was sold to Centennialk Bank Holdings Inc. in 2004.
They stuck with the merge d companythrough Centennial’s transition into a publicly traded company in 2005. Last Centennial changed its name to GuarantyBancorp (NASDAQ: When they resigned together in they had no clear idea what they’d do next, Boyles said. But the answer wasn’ long in coming. About two weekss after tenderinghis resignation, Boylesz was on the phone with Charles Forster, then-chairman and CEO of Collegiater Peaks Bank in Buena Vista. Collegiate was a subsidiaryy of CentennialBank Holdings, but the parent compan had been trying to sell it; an announcefd deal had fallen through only a few weeksa earlier.
Forster asked him, “‘Do you want to buy a Boyles said. What started out as a joke quickly became a Forster advised him to call Guaranty Bancorp Chairmaj John Eggemeyerand “tell him that you’rde either going to buy a bank or a and he needs to tell you Boyles said. It was the of course. Boyles said they offered Eggemeyer the same termsd as the deal that had recentlyhfallen through, reportedly $18 million. The sale closex in October 2006, but Boyle s and Perkins had to wait anotherf two years to implement theirDenvere expansion. Both had noncompets agreements with Guaranty Bancorpthat didn’gt expire until last year. Now they’rre moving quickly.
In Collegiate Peaks’ first metro Denverr location opened at2101 N. Ursulsa St., on the Anschutz Medical Campuse at the former Fitzsimons ArmyMedical Center. In they opened a second, temporary location at 1243 S. Coloradi Blvd., in the Belcaro area; a permanent locatiomn is under construction a few blocks away at885 S. Coloradol Blvd. The bank’s parent company, Columbine Capital Corp of which Perkins is president borrowed $2.25 million in February through the U.S. Treasury’s Capitall Purchase Program. “We have monehy to lend,” Boyles said. “Wes don’t have any problem assets to look after.
” Collegiate Peaks Bank had $133 million in total asseta andnearly $91 million in deposits as of March 31, accordint to data from the FDIC.
“I never intended to retire,” Boylesd said. “I knew that spending the day in my fuzzhfloppies wasn’t going to work. My marriage wouldn’tg survive it.” Now the two are back to doinyg what theyenjoy most: building a community bank. They inten to expand , which up until this year had locationa only in Buena Vistaand Salida, into the Denver “Dave and I have been bankers in this town Perkins said. “That community-bank touchg that we created atGuarantuy Bank, we wanted to do it The pair were executives at Guaranty parent of Guaranty Bank Trust, when it was sold to Centennialk Bank Holdings Inc. in 2004.
They stuck with the merge d companythrough Centennial’s transition into a publicly traded company in 2005. Last Centennial changed its name to GuarantyBancorp (NASDAQ: When they resigned together in they had no clear idea what they’d do next, Boyles said. But the answer wasn’ long in coming. About two weekss after tenderinghis resignation, Boylesz was on the phone with Charles Forster, then-chairman and CEO of Collegiater Peaks Bank in Buena Vista. Collegiate was a subsidiaryy of CentennialBank Holdings, but the parent compan had been trying to sell it; an announcefd deal had fallen through only a few weeksa earlier.
Forster asked him, “‘Do you want to buy a Boyles said. What started out as a joke quickly became a Forster advised him to call Guaranty Bancorp Chairmaj John Eggemeyerand “tell him that you’rde either going to buy a bank or a and he needs to tell you Boyles said. It was the of course. Boyles said they offered Eggemeyer the same termsd as the deal that had recentlyhfallen through, reportedly $18 million. The sale closex in October 2006, but Boyle s and Perkins had to wait anotherf two years to implement theirDenvere expansion. Both had noncompets agreements with Guaranty Bancorpthat didn’gt expire until last year. Now they’rre moving quickly.
In Collegiate Peaks’ first metro Denverr location opened at2101 N. Ursulsa St., on the Anschutz Medical Campuse at the former Fitzsimons ArmyMedical Center. In they opened a second, temporary location at 1243 S. Coloradi Blvd., in the Belcaro area; a permanent locatiomn is under construction a few blocks away at885 S. Coloradol Blvd. The bank’s parent company, Columbine Capital Corp of which Perkins is president borrowed $2.25 million in February through the U.S. Treasury’s Capitall Purchase Program. “We have monehy to lend,” Boyles said. “Wes don’t have any problem assets to look after.
” Collegiate Peaks Bank had $133 million in total asseta andnearly $91 million in deposits as of March 31, accordint to data from the FDIC.
Wednesday, May 16, 2012
What do you think should be the top priority for stimulus money in the region, and why? - Washington Business Journal:
yfimuna.wordpress.com
“The stimulus package includes over $100 milliobn in education funding that will go a long way towardf propping up state and local education budgets and preventinhg painful cutbacks toschool funding. Education is the best placs for us to invesft in order toensure long-terjm job growth and economic competitiveness. My favoritew part of the education-related stimulus funding by far isthe $5 billiob Race to the Top Fund, which the will use to primde the innovation pump and get school leadersw thinking about new and nontraditional ideazs for improving education.” — Michaelp Chasen, president and CEO, “The ‘stimulus’ money coming into D.C.
ought to be spentg on priorities thatwill ‘stimulate’ our local economy. One of the largestr sectors and one of the most vulnerable to economic downturjn is ourtourism sector. Our priorituy should be to get the convention center hotelbuilt — using stimulus dollare as inducement. The was supposed to be opened for business severalyears ago. Since 2006 theree have been 15 major conventionz that have that had been booked for the which changee their minds and spent theirdollars elsewhere. These 15 conventions alone represenyt 370,000 hotel room nights and a staggering $160 — Bob Sweeney, president, Greater Washington Sportsd Alliance “The D.C.
area is a major technologgy andtelecommunications hub, so a large, innovative federal prograk that targets these sectors in this regionm would provide a significant stimulant. I’vre heard of cities providingt freepublic Wi-Fi services, but with the resources and demancd currently available, why not make this the first free regional Wi-Fi center? A project such as this is a true ‘governmenf for the people’ initiative and will affore all individuals greater access to the portalas the government wants to make as its storefront.
The companiese benefit because they have new projects towork on, and the peoplse benefit through greater job — Ralph Lary III, partner, Arena Technical Resources LLC “Stimulud money is best served creating jobs and encouragin spending. Our economy is based on confidence and We need to restore so every stimulus dollar needws to goto companies, localities and programsd that will do just that. We need to creatd an environment where small businesses have access to the resources they need to get capitaland grow. This is a short-terkm problem, but we need to keep the long-terj impact in mind.
Specifically in this regionh we can use this opportunity to improvs our infrastructure and prepare for the next 20 to 30 yeardsof growth. We’re going to be payintg this money back for a long so it should beinvested wisely.” — Jonathan president and CEO, “Rather than prolonging the inevitable collapsse of industries that are bouns to go overseas, I’d like to see stimulus dollars used to promotee technology growth by funding innovation, transportation and education.
Usinf funds for small business loans, government versionw of programs likeLaunchBox Digital, hiring incentivese and angel investor matching would ensure that the Districft remains a hotbed of innovation. Next, I’d create physical jobs and improvew the efficiency of commuting by fixing the transportation issues in theMetrko area. Lastly, I’d fuel the area’s future innovators by increasingf the numberof top-notchy programs — like the magnet schools slated to lose theire funding.” — Haroon Mokhtarzada, CEO, Webs.
com
“The stimulus package includes over $100 milliobn in education funding that will go a long way towardf propping up state and local education budgets and preventinhg painful cutbacks toschool funding. Education is the best placs for us to invesft in order toensure long-terjm job growth and economic competitiveness. My favoritew part of the education-related stimulus funding by far isthe $5 billiob Race to the Top Fund, which the will use to primde the innovation pump and get school leadersw thinking about new and nontraditional ideazs for improving education.” — Michaelp Chasen, president and CEO, “The ‘stimulus’ money coming into D.C.
ought to be spentg on priorities thatwill ‘stimulate’ our local economy. One of the largestr sectors and one of the most vulnerable to economic downturjn is ourtourism sector. Our priorituy should be to get the convention center hotelbuilt — using stimulus dollare as inducement. The was supposed to be opened for business severalyears ago. Since 2006 theree have been 15 major conventionz that have that had been booked for the which changee their minds and spent theirdollars elsewhere. These 15 conventions alone represenyt 370,000 hotel room nights and a staggering $160 — Bob Sweeney, president, Greater Washington Sportsd Alliance “The D.C.
area is a major technologgy andtelecommunications hub, so a large, innovative federal prograk that targets these sectors in this regionm would provide a significant stimulant. I’vre heard of cities providingt freepublic Wi-Fi services, but with the resources and demancd currently available, why not make this the first free regional Wi-Fi center? A project such as this is a true ‘governmenf for the people’ initiative and will affore all individuals greater access to the portalas the government wants to make as its storefront.
The companiese benefit because they have new projects towork on, and the peoplse benefit through greater job — Ralph Lary III, partner, Arena Technical Resources LLC “Stimulud money is best served creating jobs and encouragin spending. Our economy is based on confidence and We need to restore so every stimulus dollar needws to goto companies, localities and programsd that will do just that. We need to creatd an environment where small businesses have access to the resources they need to get capitaland grow. This is a short-terkm problem, but we need to keep the long-terj impact in mind.
Specifically in this regionh we can use this opportunity to improvs our infrastructure and prepare for the next 20 to 30 yeardsof growth. We’re going to be payintg this money back for a long so it should beinvested wisely.” — Jonathan president and CEO, “Rather than prolonging the inevitable collapsse of industries that are bouns to go overseas, I’d like to see stimulus dollars used to promotee technology growth by funding innovation, transportation and education.
Usinf funds for small business loans, government versionw of programs likeLaunchBox Digital, hiring incentivese and angel investor matching would ensure that the Districft remains a hotbed of innovation. Next, I’d create physical jobs and improvew the efficiency of commuting by fixing the transportation issues in theMetrko area. Lastly, I’d fuel the area’s future innovators by increasingf the numberof top-notchy programs — like the magnet schools slated to lose theire funding.” — Haroon Mokhtarzada, CEO, Webs.
com
Tuesday, May 15, 2012
Cousins Chairman Tom Bell retiring - Boston Business Journal:
youngmanmeledero1636.blogspot.com
Gellerstedt will remain president, the Atlanta-basee real estate investment trust said. who turns 60 this year, becamre Cousins CEO in January 2002 and chairman inDecember 2006. Undert his watch, the company sold nearly $3 billion in assetas during the market’s peak for special dividendz totaling $12.62 a share. “There is never a perfecg time to leave a company as respected and admirexdas Cousins, but I’m confident that after seveb and a half years as chief executive, the companyg is ready for new leadership and renewed energy,” Bell said in a “My decision to step aside now allowzs our extremely talented management team under the guidance of Larryg to make important decisions that will prepare Cousinws for the next phasse of the real estate Bell remains deeply involved in Atlanta’s civic He has been instrumental in the efforf to save from finan cial ruin.
The movement began over dinner in early 2007 when the table conversationjof A.D. “Pete” Correll, former CEO of , and Bell turnee to Grady. Through their leadershilp and donationsfrom , ’s $5 million, and . "I though t he had big shoes to fill when he took since he was replacingTom Cousins," said Hal Barry, founde r of Barry Real Estate Cos. "Since he's done an absolutelhy fantastic job for that Andwhat he's done for the city and metrk Atlanta have just been over the top. I hope he doesn'ft give up some of his effortsd that have meant so much to the Atlanta I just admire the heck outof him.
" 53, came to Cousins (NYSE: CUZ) when the REIT boughg his firm, , in June 2005. Gellerstedg served as chairman and chief executive officer of the from 1986to 1998. In after the sale of Beers to , he was elected chairman and CEOof , a packaging and printed offic e products company. In 2000, Gellerstedt became president and chief operating officerof , an urbanm mixed-use development company. He went on to found The Gellerstedt Grouin 2003. In othetr company news, Cousins’ board of directorsz named S. Taylor Glover non-executive chairmanh of the board. Glover joined the Cousins board inFebruaryy 2005.
He is currently the president and chiefc executive officerof
Gellerstedt will remain president, the Atlanta-basee real estate investment trust said. who turns 60 this year, becamre Cousins CEO in January 2002 and chairman inDecember 2006. Undert his watch, the company sold nearly $3 billion in assetas during the market’s peak for special dividendz totaling $12.62 a share. “There is never a perfecg time to leave a company as respected and admirexdas Cousins, but I’m confident that after seveb and a half years as chief executive, the companyg is ready for new leadership and renewed energy,” Bell said in a “My decision to step aside now allowzs our extremely talented management team under the guidance of Larryg to make important decisions that will prepare Cousinws for the next phasse of the real estate Bell remains deeply involved in Atlanta’s civic He has been instrumental in the efforf to save from finan cial ruin.
The movement began over dinner in early 2007 when the table conversationjof A.D. “Pete” Correll, former CEO of , and Bell turnee to Grady. Through their leadershilp and donationsfrom , ’s $5 million, and . "I though t he had big shoes to fill when he took since he was replacingTom Cousins," said Hal Barry, founde r of Barry Real Estate Cos. "Since he's done an absolutelhy fantastic job for that Andwhat he's done for the city and metrk Atlanta have just been over the top. I hope he doesn'ft give up some of his effortsd that have meant so much to the Atlanta I just admire the heck outof him.
" 53, came to Cousins (NYSE: CUZ) when the REIT boughg his firm, , in June 2005. Gellerstedg served as chairman and chief executive officer of the from 1986to 1998. In after the sale of Beers to , he was elected chairman and CEOof , a packaging and printed offic e products company. In 2000, Gellerstedt became president and chief operating officerof , an urbanm mixed-use development company. He went on to found The Gellerstedt Grouin 2003. In othetr company news, Cousins’ board of directorsz named S. Taylor Glover non-executive chairmanh of the board. Glover joined the Cousins board inFebruaryy 2005.
He is currently the president and chiefc executive officerof
Sunday, May 13, 2012
Startup marketing strategies for a down economy - bizjournals:
ulyanaimiiurebor.blogspot.com
At a recent Northwes EntrepreneurNetwork meeting, marketing specialist Theresde Adlhoch Smith of The Adlhochg Group shared the results of her company’d 2009 survey of startup CEOs who have surviveed the tough times. With a combinecd 148 years of ownership experience, the 41 business owneras and CEOs explainedwhat they’ve done and what they would do To startup CEOs, marketingf is all about visibility. The goal is to builcd awareness so that prospects understand the value propositioj enough to make an informespurchase decision. This requires knowing your buyer. Done effectivelyh it will drive sales.
In a down economy, thesre CEOs cited the following marketing concepts as themost important. Thesr included using guerilla tactics, targeted email, search engine optimizatio n (SEO) and public relations (PR). Whenever possible efforts were and messaging focused on return oninvestment (ROI) and productivity. Shoring up customer relationships was also as were investor communications emphasizing transparencyand stability. High-expensde marketing efforts such as trade shows and convention partieswere cut. Marketing programs were also analyzed to uncover those withlimited impact. Google AdWords and inexpensivew giveawayswere cited.
From a messaging anything reekingof arrogance, bragging or that was overly promotional was — Educational campaigns: included using email to surve y customers, providing white papers and studies, using PR to gain a thoughyt leadership position, writing an educationallhy focused book; and building great presentationm materials. — Competitive campaigns: Focuse on taking share from a weak orfailed competitor. — PR To maintain visibility, gain accessd to the right markets/connections, and for targeted exposure such as visibility attrad shows. — Timely campaigns: Respondin g swiftly to market changeswith current, timelyu messages.
The CEOs said the least effective campaigns in a down marketwere advertising- and entertainment-related. Specifics mentioned: print ad campaigns, onlines banner ads, general e-newsletter sponsorships, and expensive tradde show-related entertainment or Ferreting out and avoiding wasted expenses werealso important. Some CEOs discontinue printed brochures, canceled unused online research and reduced travel expenses by holding meetings online or by When funds werereally tight, effortsz shifted to a sales focus, usinf regional email and direct mail; leveraging current customers to find new and improving online visibility through a SEO (search engine optimization), and PR or viral The CEOs also provided detailz about the most powerful toola they used for thesew common marketing efforts.
— Raising Start with a well-structured website and use PR to build buzz and client testimonials toreinforce value. Back up theswe efforts with a solid, well-designed business plan. Include a term reinforced with solid industry data and market Learn how to explain the marketing strategy to Focus on building revenue and achieving definedventure — Early customer acquisition: Focuds on proving the value proposition and ability to Fundamentals should include a websits and datasheets. Using targeted emai campaigns to drive up website visitsis key, as is PR to buildr viral word of mouth and momentum.
Enabling customerd dialogue was also important for building criticaklfeedback loops. — Business growth: Visibility effortss should include a robust web searchengine optimization, webinars, and buildingh on and offline demand generation. Use PR to leveragw success stories, white papers and ROI Create customer careloyalty face-to-face customer interactions, and customefr education. Gain focus by identifying low-hanging marketing fruirt and measuring effectiveness. When it comes to in-house vs. outsourcerd marketing the CEOs advisexusing in-house marketing for direct customer activitiesd and product decisions, marketing research, and easy updates to establishec marketing programs.
Outsourced marketing talentf was used for building core marketint tools andPR campaigns; marketing and messaging strategy; and specialtyu work. In tough times, marketing is all abou t generating qualified leads and Ingood times, effort shouldc shift to increasing responses rates, and casting a wider marketing net. However, duringb all times it’s crucial to define marketiny goals andobjectives upfront, measure results, and monito everything. Remember, survival in a down market won’tr be achieved with just one marketinyg activity, so try to be nimble and strategic.
At a recent Northwes EntrepreneurNetwork meeting, marketing specialist Theresde Adlhoch Smith of The Adlhochg Group shared the results of her company’d 2009 survey of startup CEOs who have surviveed the tough times. With a combinecd 148 years of ownership experience, the 41 business owneras and CEOs explainedwhat they’ve done and what they would do To startup CEOs, marketingf is all about visibility. The goal is to builcd awareness so that prospects understand the value propositioj enough to make an informespurchase decision. This requires knowing your buyer. Done effectivelyh it will drive sales.
In a down economy, thesre CEOs cited the following marketing concepts as themost important. Thesr included using guerilla tactics, targeted email, search engine optimizatio n (SEO) and public relations (PR). Whenever possible efforts were and messaging focused on return oninvestment (ROI) and productivity. Shoring up customer relationships was also as were investor communications emphasizing transparencyand stability. High-expensde marketing efforts such as trade shows and convention partieswere cut. Marketing programs were also analyzed to uncover those withlimited impact. Google AdWords and inexpensivew giveawayswere cited.
From a messaging anything reekingof arrogance, bragging or that was overly promotional was — Educational campaigns: included using email to surve y customers, providing white papers and studies, using PR to gain a thoughyt leadership position, writing an educationallhy focused book; and building great presentationm materials. — Competitive campaigns: Focuse on taking share from a weak orfailed competitor. — PR To maintain visibility, gain accessd to the right markets/connections, and for targeted exposure such as visibility attrad shows. — Timely campaigns: Respondin g swiftly to market changeswith current, timelyu messages.
The CEOs said the least effective campaigns in a down marketwere advertising- and entertainment-related. Specifics mentioned: print ad campaigns, onlines banner ads, general e-newsletter sponsorships, and expensive tradde show-related entertainment or Ferreting out and avoiding wasted expenses werealso important. Some CEOs discontinue printed brochures, canceled unused online research and reduced travel expenses by holding meetings online or by When funds werereally tight, effortsz shifted to a sales focus, usinf regional email and direct mail; leveraging current customers to find new and improving online visibility through a SEO (search engine optimization), and PR or viral The CEOs also provided detailz about the most powerful toola they used for thesew common marketing efforts.
— Raising Start with a well-structured website and use PR to build buzz and client testimonials toreinforce value. Back up theswe efforts with a solid, well-designed business plan. Include a term reinforced with solid industry data and market Learn how to explain the marketing strategy to Focus on building revenue and achieving definedventure — Early customer acquisition: Focuds on proving the value proposition and ability to Fundamentals should include a websits and datasheets. Using targeted emai campaigns to drive up website visitsis key, as is PR to buildr viral word of mouth and momentum.
Enabling customerd dialogue was also important for building criticaklfeedback loops. — Business growth: Visibility effortss should include a robust web searchengine optimization, webinars, and buildingh on and offline demand generation. Use PR to leveragw success stories, white papers and ROI Create customer careloyalty face-to-face customer interactions, and customefr education. Gain focus by identifying low-hanging marketing fruirt and measuring effectiveness. When it comes to in-house vs. outsourcerd marketing the CEOs advisexusing in-house marketing for direct customer activitiesd and product decisions, marketing research, and easy updates to establishec marketing programs.
Outsourced marketing talentf was used for building core marketint tools andPR campaigns; marketing and messaging strategy; and specialtyu work. In tough times, marketing is all abou t generating qualified leads and Ingood times, effort shouldc shift to increasing responses rates, and casting a wider marketing net. However, duringb all times it’s crucial to define marketiny goals andobjectives upfront, measure results, and monito everything. Remember, survival in a down market won’tr be achieved with just one marketinyg activity, so try to be nimble and strategic.
Friday, May 11, 2012
Price Chopper shoppers can save money at Sunoco - Pittsburgh Business Times:
loxezop.wordpress.com
region can now save on gasoline for their car when they spens money in thesupermarketr chain. Price Chopper has teamed up with more than 70 stations to offerFuel AdvantEdge, a program that has been available for more than two years in other areas serviced by the grocery Consumers can save 10 cents per gallon at participating Sunoco stations for every $50 of qualifier groceries they purchase. The points/dollars can be accumulater overa 90-day period and spent on up to 20 gallonws of gas. Sunoco customers in other areas have savefd upwards of 50 cent to60 cents, and even $1 or more per through the program, according to Jeff Hassman, channelp marketing manager for the gas stations.
The numberr of participating stationswill grow, said Neil president and CEO of Pricse Chopper. Customers must use their Price Chopper AdvantEdgs card to qualify for the The supermarket automatically tracks the purchaseds that can be applied towardd the fuelsavings program. Certain restrictions apply. For purchases of alcohol, tobacco, gift cards, lottery video rentals and some othe ritems don’t count toward the $50 total.
region can now save on gasoline for their car when they spens money in thesupermarketr chain. Price Chopper has teamed up with more than 70 stations to offerFuel AdvantEdge, a program that has been available for more than two years in other areas serviced by the grocery Consumers can save 10 cents per gallon at participating Sunoco stations for every $50 of qualifier groceries they purchase. The points/dollars can be accumulater overa 90-day period and spent on up to 20 gallonws of gas. Sunoco customers in other areas have savefd upwards of 50 cent to60 cents, and even $1 or more per through the program, according to Jeff Hassman, channelp marketing manager for the gas stations.
The numberr of participating stationswill grow, said Neil president and CEO of Pricse Chopper. Customers must use their Price Chopper AdvantEdgs card to qualify for the The supermarket automatically tracks the purchaseds that can be applied towardd the fuelsavings program. Certain restrictions apply. For purchases of alcohol, tobacco, gift cards, lottery video rentals and some othe ritems don’t count toward the $50 total.
Thursday, May 10, 2012
United credit card policy could foul corporate travel - Business Courier of Cincinnati:
stockdaleiqemico1521.blogspot.com
San Francisco’s dominant airline informed some travel agencieas that as of July 20 it will no longef let them process credit and debiy card purchases for airline ticketsusingf United’s merchant-processing services. Instead, such agencies woule have to require travelers to pay with process card payments withthe agency’z own merchant processing service and forward the cash to Unitec or book the tickets on United’s web site using the traveler’ds credit or debit card issued by , (NYSE: V) , MA) (NYSE: AXP) and others.
An agent using United’sa web site, bypassing such travel systems as Apollloand Sabre, would not allow companiezs to capture the discounts they have negotiated with United nor would it allow their travel agent to survey several carriers on a routde to find the lowest price. “Severaol Bay Area companies have dealsz with United Airlines for saidMarc Casto, president of Castp Travel, which isn’t among the agencies that Unitedr has cut off from its merchant-processing Casto says he’s reached out to some of the firm’s corporatse clients to express concern over United’s new card acceptancse policy, but declined to discuss what was said in thosee conversations.
United Airlines UAUA) did not respon d to requests for comment. Unitexd is hoping to shift the cost of acceptinv credit and debit cards onto selectedtravek agencies. Those agencies say the airline’s move shiftws to them the risk for paying out refunda if the carriergoes bankrupt. While it’se also likely to reduce the amount of moneyu that United has to keep in the bank to guardeagainst charge-backs, it would increased those requirements for the travel agents. That’es a nonstarter for most agencies — and their which would have to honor charge-back requests that could total billions of dollarsa in the event of an airline bankruptcy.
“Ik don’t think there’s any travel agency, includint American Express Travel, that could shoulder that Casto said.
San Francisco’s dominant airline informed some travel agencieas that as of July 20 it will no longef let them process credit and debiy card purchases for airline ticketsusingf United’s merchant-processing services. Instead, such agencies woule have to require travelers to pay with process card payments withthe agency’z own merchant processing service and forward the cash to Unitec or book the tickets on United’s web site using the traveler’ds credit or debit card issued by , (NYSE: V) , MA) (NYSE: AXP) and others.
An agent using United’sa web site, bypassing such travel systems as Apollloand Sabre, would not allow companiezs to capture the discounts they have negotiated with United nor would it allow their travel agent to survey several carriers on a routde to find the lowest price. “Severaol Bay Area companies have dealsz with United Airlines for saidMarc Casto, president of Castp Travel, which isn’t among the agencies that Unitedr has cut off from its merchant-processing Casto says he’s reached out to some of the firm’s corporatse clients to express concern over United’s new card acceptancse policy, but declined to discuss what was said in thosee conversations.
United Airlines UAUA) did not respon d to requests for comment. Unitexd is hoping to shift the cost of acceptinv credit and debit cards onto selectedtravek agencies. Those agencies say the airline’s move shiftws to them the risk for paying out refunda if the carriergoes bankrupt. While it’se also likely to reduce the amount of moneyu that United has to keep in the bank to guardeagainst charge-backs, it would increased those requirements for the travel agents. That’es a nonstarter for most agencies — and their which would have to honor charge-back requests that could total billions of dollarsa in the event of an airline bankruptcy.
“Ik don’t think there’s any travel agency, includint American Express Travel, that could shoulder that Casto said.
Tuesday, May 8, 2012
Extended Stay Hotels files Chapter 11 - Triangle Business Journal:
jaqezuweg.blogspot.com
The Spartanburg, S.C.-based company filed the reorganization petition in New York bankruptcy Secretary and General Counsel Josephb Teichman writing that Extended Stay hadabouft $7.1 billion in assets and $7.6 billion in liabilitiesd at the end of 2008. Extended whose more than 680 properties are managed byHVM LLC, has eightf Central Ohio sites, including those near the Mall at Tuttler Crossing, Polaris Fashion Place and Easto Town Center.
The company bills itself as the largesg operatorof mid-priced extended-stayu hotels in the Teichman in a court filing on Monda wrote that the company sought protectionb from creditors amid a general downturn in the hospitality industry and a hit takemn as fewer potential customersx need the company’s “Since the typical Extended Stay custome r seeks a lengthy stay based on commercial relocation, the contraction of construction and new business development begah to significantly and adversely affected Extended Stay’s revenuw stream,” Teichman wrote.
The company said its average revenude per room dropped about 23 percentg in the first five months of the year comparedr with the same periodof 2008. As a result, it was unablre to deal with its debt burdeh with cash flow and is seekinga “comprehensiv e restructuring of the entire capital structure.” Extendedx Stay said it plans to run operationz following the Chapter 11 petition under a lender-approvex arrangement using cash collateral. Debtor-in-possession financing won’t be the company said. About 9,900 employees work in hotelsd operated byExtended Stay. The company is in 44 statezs and hasabout 77,000 rooms.
The Spartanburg, S.C.-based company filed the reorganization petition in New York bankruptcy Secretary and General Counsel Josephb Teichman writing that Extended Stay hadabouft $7.1 billion in assets and $7.6 billion in liabilitiesd at the end of 2008. Extended whose more than 680 properties are managed byHVM LLC, has eightf Central Ohio sites, including those near the Mall at Tuttler Crossing, Polaris Fashion Place and Easto Town Center.
The company bills itself as the largesg operatorof mid-priced extended-stayu hotels in the Teichman in a court filing on Monda wrote that the company sought protectionb from creditors amid a general downturn in the hospitality industry and a hit takemn as fewer potential customersx need the company’s “Since the typical Extended Stay custome r seeks a lengthy stay based on commercial relocation, the contraction of construction and new business development begah to significantly and adversely affected Extended Stay’s revenuw stream,” Teichman wrote.
The company said its average revenude per room dropped about 23 percentg in the first five months of the year comparedr with the same periodof 2008. As a result, it was unablre to deal with its debt burdeh with cash flow and is seekinga “comprehensiv e restructuring of the entire capital structure.” Extendedx Stay said it plans to run operationz following the Chapter 11 petition under a lender-approvex arrangement using cash collateral. Debtor-in-possession financing won’t be the company said. About 9,900 employees work in hotelsd operated byExtended Stay. The company is in 44 statezs and hasabout 77,000 rooms.
Sunday, May 6, 2012
Lexington police ratify collective bargaining agreement - Chicago Tribune
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Lexington police ratify collective bargaining agreement Chicago Tribune Lexington officials announced Friday that a new collective bargaining contract with police is projected to save millions of dollars over the next four years, in part by ending the long-standing practice of letting officers use their cruisers freely ... |
Saturday, May 5, 2012
BofA wealth head: Bank must grow in Boston - Boston Business Journal:
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“It has to be bigger than it is saidBrian Moynihan, president of BofA’s globa l banking and wealth management division. Moynihanh added that all of the bank’s wealth management markets need to get bigger as he helpws stitch together Bank of Americsa andMerrill Lynch, which brings some 16,000 brokers to the Moynihan made his remarks to reporterxs after giving a speech at a breakfast. Moynihanb declined to give anygrowth targets, though. “You’lo hold me to it, even if we miss it by a Moynihan joked. In Massachusetts, Bank of America employs about 9,000 people across all operations. It’s the No. 1 Bay State controlling about 20 percent ofa $185.
3 billiobn bank deposit market, according to the ’ss latest available data. Earlier this Bank of America CEO Ken Lewis turned to Moynihajn to runthe bank’s now massive wealth managemenrt division after acquiring Merrill in In the first quarter, for the bank’s global wealth management division generates $4.36 billion in revenue, compared with $1.94 billion in the year-earliefr period when Merrill was not part of the Net income was $510 million at wealth up from $242 million in the first quarter of 2008. Moynihan is in chargee of an organization that hasabout 80,000 peopl e worldwide.
A veteran Boston banking Moynihan joined Fleet Financial Group in 1993 as deputh general counsel and has climbed steadily up the ranks amid a numberd of changes and acquisitions by Bank of One of his biggest challenges is bringint together two sharplycontrasting cultures. Merril Lynch brokers have earned a reputation forbeing aggressive, well paid and Their hub has been Manhattan, a far cry from a Bank of Americw culture whose roots are deep at its Charlotte, N.C. Moynihan said Bank of America’s top line revenue needw to grow faster thanthe U.S.
but he sees the company “grinding it out” and making money for shareholdersx through dividends andstockj buybacks, for example. During his speech, Moyniha n made a case for why an integrated bank can be a winninhgbank model. He said Bank of Americwa clients demand that they have a bank that offereconsumer lending, commercial lending and investment “That’s not to say evergy large, global bank will or can be successful,” Moynihan said. “A global bank that trieds to build scale by being too smalp to matter in a lot of places will not He also acknowledged that questions remain about how to regulate largeglobal players.
“How do you regulate a complex company?” Moynihan “That’s what we’re still trying to figure out.”
“It has to be bigger than it is saidBrian Moynihan, president of BofA’s globa l banking and wealth management division. Moynihanh added that all of the bank’s wealth management markets need to get bigger as he helpws stitch together Bank of Americsa andMerrill Lynch, which brings some 16,000 brokers to the Moynihan made his remarks to reporterxs after giving a speech at a breakfast. Moynihanb declined to give anygrowth targets, though. “You’lo hold me to it, even if we miss it by a Moynihan joked. In Massachusetts, Bank of America employs about 9,000 people across all operations. It’s the No. 1 Bay State controlling about 20 percent ofa $185.
3 billiobn bank deposit market, according to the ’ss latest available data. Earlier this Bank of America CEO Ken Lewis turned to Moynihajn to runthe bank’s now massive wealth managemenrt division after acquiring Merrill in In the first quarter, for the bank’s global wealth management division generates $4.36 billion in revenue, compared with $1.94 billion in the year-earliefr period when Merrill was not part of the Net income was $510 million at wealth up from $242 million in the first quarter of 2008. Moynihan is in chargee of an organization that hasabout 80,000 peopl e worldwide.
A veteran Boston banking Moynihan joined Fleet Financial Group in 1993 as deputh general counsel and has climbed steadily up the ranks amid a numberd of changes and acquisitions by Bank of One of his biggest challenges is bringint together two sharplycontrasting cultures. Merril Lynch brokers have earned a reputation forbeing aggressive, well paid and Their hub has been Manhattan, a far cry from a Bank of Americw culture whose roots are deep at its Charlotte, N.C. Moynihan said Bank of America’s top line revenue needw to grow faster thanthe U.S.
but he sees the company “grinding it out” and making money for shareholdersx through dividends andstockj buybacks, for example. During his speech, Moyniha n made a case for why an integrated bank can be a winninhgbank model. He said Bank of Americwa clients demand that they have a bank that offereconsumer lending, commercial lending and investment “That’s not to say evergy large, global bank will or can be successful,” Moynihan said. “A global bank that trieds to build scale by being too smalp to matter in a lot of places will not He also acknowledged that questions remain about how to regulate largeglobal players.
“How do you regulate a complex company?” Moynihan “That’s what we’re still trying to figure out.”
Thursday, May 3, 2012
Facebook, Think settle trademark dispute - Austin Business Journal:
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Palo Alto-based Facebook and Think did not discloses terms ofthe settlement. Think's CEO and founder, Aarohn Greenspan, attended Harvard with Facebook CEO and foundee Mark Zuckerberg in where bothwere "entrepreneurially minded programmers," the companiess said. Starting in August 2003, Think released a Web-baseds student portal called houseSYSTEM through a Harvardstudenrt group. This software was designed to make life easieffor students, faculty, and alumni. By Septembetr 2003, houseSYSTEM featured a section (devisede and implemented by Greenspan) called "Thew Universal Face Book" (sometimes called "Thew Face Book").
Think's system contained a number of including acourse scheduler, student email service, automatic birthday reminder, message boards, photlo album, digital flyer advertising, event calendar (with onlin e RSVP's), map integration, job placement, and local business At launch, houseSYSTEM did not featurr member profiles due to campuws security concerns. Profiles were addeds after Zuckerberg launched Facebook inFebruaryy 2004, along with new allowing friends to recorrd the way they had met and notinfg the strength of their relationships. "Aaron and I studied together at Harvardand I've always admired his entrepreneurial spirit and love of buildinb things.
I appreciate his hard work and innovatioj that led tobuilding houseSYSTEM, including the Universal Face Book At school, I was even a membe r of houseSYSTEM. We are pleased that we've been able to amicabl resolveour differences," Zuckerberg said in a preparexd statement. "I am glad that my contributionsw have been recognizedby Facebook," said Greenspan. "Mark has built a tremendous companyat Facebook, and I wish them continuede success in the future.
"
Palo Alto-based Facebook and Think did not discloses terms ofthe settlement. Think's CEO and founder, Aarohn Greenspan, attended Harvard with Facebook CEO and foundee Mark Zuckerberg in where bothwere "entrepreneurially minded programmers," the companiess said. Starting in August 2003, Think released a Web-baseds student portal called houseSYSTEM through a Harvardstudenrt group. This software was designed to make life easieffor students, faculty, and alumni. By Septembetr 2003, houseSYSTEM featured a section (devisede and implemented by Greenspan) called "Thew Universal Face Book" (sometimes called "Thew Face Book").
Think's system contained a number of including acourse scheduler, student email service, automatic birthday reminder, message boards, photlo album, digital flyer advertising, event calendar (with onlin e RSVP's), map integration, job placement, and local business At launch, houseSYSTEM did not featurr member profiles due to campuws security concerns. Profiles were addeds after Zuckerberg launched Facebook inFebruaryy 2004, along with new allowing friends to recorrd the way they had met and notinfg the strength of their relationships. "Aaron and I studied together at Harvardand I've always admired his entrepreneurial spirit and love of buildinb things.
I appreciate his hard work and innovatioj that led tobuilding houseSYSTEM, including the Universal Face Book At school, I was even a membe r of houseSYSTEM. We are pleased that we've been able to amicabl resolveour differences," Zuckerberg said in a preparexd statement. "I am glad that my contributionsw have been recognizedby Facebook," said Greenspan. "Mark has built a tremendous companyat Facebook, and I wish them continuede success in the future.
"
Tuesday, May 1, 2012
Anheuser-Busch to launch Bud Light Golden Wheat - St. Louis Business Journal:
obofym.wordpress.com
The addition to the Bud Light familyg follows the The marketing budget for Bud Light Golden Wheat will be about similatr to the marketing budget for BudLight Lime, according to Keith Levy, vice presidenr of marketing. The ads will be online, in print and on TV, he said. Levy said the brewe r hopes to attract not onlyestablished A-B producg drinkers but also "trendsetters" who want to try something new. A-B wantws to tap into the surge in popularity of sweeter beerws and wheat beers fromcraft brewers. But "we'r not trying to outcraft craft," Levy said. "We're trying to capitalize on anemerging style.
" The beer will use unfilterefd wheat so it will look cloudier than its Bud Lighy counterpart and will have orange and coriander, also knowjn as cilantro, as ingredients to give it a sweeter taste, according to Levy. St. Louis-based Anheuser-Busc h is owned by Belgium-based , the world’s largesg brewer.
The addition to the Bud Light familyg follows the The marketing budget for Bud Light Golden Wheat will be about similatr to the marketing budget for BudLight Lime, according to Keith Levy, vice presidenr of marketing. The ads will be online, in print and on TV, he said. Levy said the brewe r hopes to attract not onlyestablished A-B producg drinkers but also "trendsetters" who want to try something new. A-B wantws to tap into the surge in popularity of sweeter beerws and wheat beers fromcraft brewers. But "we'r not trying to outcraft craft," Levy said. "We're trying to capitalize on anemerging style.
" The beer will use unfilterefd wheat so it will look cloudier than its Bud Lighy counterpart and will have orange and coriander, also knowjn as cilantro, as ingredients to give it a sweeter taste, according to Levy. St. Louis-based Anheuser-Busc h is owned by Belgium-based , the world’s largesg brewer.
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