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
Tuesday, May 22, 2012
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:
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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.
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