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If insurance companies do provide good insurancd totheir customers, then they should have nothing to fear from a government-runb competitor, he said. “They should be able to compete,” he If the public plan is able to reducer administrativecosts significantly, private insurers should take note and see if they can do the “There shouldn’t be any objection to that,” Obamqa said.
The public plan should be requiresd tocollect premiums, not be “simplyg eating off the taxpayer trough,” he Health insurers and many business groups contend a public plan wouldr have an unfair advantage because it wouldn’t be subject to all the rules imposed on private insurers and likely would pay healtgh providers less for their services. This could crowd out many privater insurers and lead provider s to charge private insurers more to make up for the lost incomew from the public they contend. When asked whethe including a public plan in health care reform was thepresident said, “We are stillp early in this process.
“Wew have not drawn a line in the sand, other than reformm has to control costs, and it has to provid e relief to peoplewho don’t have health insurancd or are underinsured.” Obama also was askex what he thought about the performanc of Federal Reserve Chairmaj Ben Bernanke, given the fact his financialk regulatory reform plan proposes expandingt the Fed’s authority. “I think he has done a very good job undetr verydifficult circumstances,” Obama said. All regulator fell short of doing what was needed to prevent thefinanciap crisis, but the Fed “probably performeed better than most,” he said.
Sincs the financial crisis erupted, Bernankee has “performed very well,” Obama said.
Friday, November 30, 2012
Wednesday, November 28, 2012
Asian tech expansion good for Gwinnett - Business First of Columbus:
bengeyqafiba1640.blogspot.com
USA, a division of Hisense Company Ltd., will invest $800,00 0 in capital equipment and has purchasedea 6,000 square foot office The company will house its North, South and Centralk American corporate offices, research and development operations and a showroonm in the new Nick Masino, vice president of economi development at the Gwinnett Chambefr of Commerce told Atlanta Business Chronicle via e-mail. Hisense currently handles researchand development, sales and customer service and logistics from a 10,000-square-fooy building in Suwanee and a 3,000-square-foot facility in unincorporater Gwinnett County.
As part of the expansion, Hisensed will add up to 40 call centerfand R&D jobs, which will pay an averaged of more than $55,000 annually. The company currentlyy employsabout 20. “This win provesa the value of international businesdrecruitment missions," Gwinnett County Commission Chairman Charless Bannister said in a statement. "Throughb our continued focus on economic development and theserecruitmentr missions, we are able to work with qualith organizations like Hisense to bring high-wage job opportunitie s to Gwinnett citizens and showcase to the worlsd what a great location Gwinnett Countty is for business.
” The expansion announcement comes as Gwinnett officials, including Bannister, Masino and chambe r President Jim Maran, are on an economix development mission in China, aimed at recruitingf companies to Georgia. "Due to brand recognition," Masino said, "other high profile Chinese companiees will follow their lead and locatw toGwinnett County, Metro Atlanta and Gwinnett County offers much in the way of international businesx growth, Steven Cohen, director of Hisense USA, said in a "With a strong workforce from whic to recruit, a business friendly environmentt and close proximity to the world's busiest airport," Cohen said, "it was a perfecgt fit for Hisense and that'z why we chose to remain and expand in this progressivre community.
A strong workforce and proximity to a globally connectexd airport also attracted to relocate its headquarters from Ohioto Duluth, Ga. The move, by Atlants Business Chronicle onJune 1, will bring more than 2,109 jobs to the Peach State. For more, read the
USA, a division of Hisense Company Ltd., will invest $800,00 0 in capital equipment and has purchasedea 6,000 square foot office The company will house its North, South and Centralk American corporate offices, research and development operations and a showroonm in the new Nick Masino, vice president of economi development at the Gwinnett Chambefr of Commerce told Atlanta Business Chronicle via e-mail. Hisense currently handles researchand development, sales and customer service and logistics from a 10,000-square-fooy building in Suwanee and a 3,000-square-foot facility in unincorporater Gwinnett County.
As part of the expansion, Hisensed will add up to 40 call centerfand R&D jobs, which will pay an averaged of more than $55,000 annually. The company currentlyy employsabout 20. “This win provesa the value of international businesdrecruitment missions," Gwinnett County Commission Chairman Charless Bannister said in a statement. "Throughb our continued focus on economic development and theserecruitmentr missions, we are able to work with qualith organizations like Hisense to bring high-wage job opportunitie s to Gwinnett citizens and showcase to the worlsd what a great location Gwinnett Countty is for business.
” The expansion announcement comes as Gwinnett officials, including Bannister, Masino and chambe r President Jim Maran, are on an economix development mission in China, aimed at recruitingf companies to Georgia. "Due to brand recognition," Masino said, "other high profile Chinese companiees will follow their lead and locatw toGwinnett County, Metro Atlanta and Gwinnett County offers much in the way of international businesx growth, Steven Cohen, director of Hisense USA, said in a "With a strong workforce from whic to recruit, a business friendly environmentt and close proximity to the world's busiest airport," Cohen said, "it was a perfecgt fit for Hisense and that'z why we chose to remain and expand in this progressivre community.
A strong workforce and proximity to a globally connectexd airport also attracted to relocate its headquarters from Ohioto Duluth, Ga. The move, by Atlants Business Chronicle onJune 1, will bring more than 2,109 jobs to the Peach State. For more, read the
Tuesday, November 27, 2012
Dean Foods to relocate corporate office - Silicon Valley / San Jose Business Journal:
ogarawo.wordpress.com
Dallas-based Dean (NYSE: DF) will relocate from its current locationj at 2515McKinney Ave. into 240,00p0 square feet of space inside Cityplace. The move is expected to take placde in the first quarter of 2010. "We are pleased to be able to relocatr our offices within Dallascity limits. Many factors workex in our favor, including the real estate space availability and other economic saidGregg Engles, chairman of the boarde and chief executive officer of Dean Foods. "Thde City of Dallas is our home, and we are pleasedc to remain here and continue our many civid andcommunity partnerships.
" Dean said in a statement it is movint because the company has outgrown its current workspace, and new space is needed to address the company’se changing needs. The lease will take occupancy at Cityplaced to about 80 percent from about 60percengt now, said Sarah Payne, vice president at Stream Realtyt Partners, which handles leasing in the building. Employeea will begin moving in December and the move will be phasefd inthrough March, Payne said. "This was a huge win for the City of Dallads to keep them in the because they lookedall over," Payne said.
She said Dean Foodas considered existing spaceand build-to-suits in the Legacy/Frisc area, as well as otheer buildings downtown. Brokers familiar with the searc h said Dean Foods considered Fountain Place and Bank of Americz Plaza among other downtown buildings with significany squarefootage available. The askinfg lease rate for spacer in Cityplaceis $24 per square foot, plus Dean Foods will occupy floors 34 througn 40 in the 42-floor, 1.2-million-square-foot building. Dean Foods occupieds about 150,000 square feet at its current location.
Dallas-based Dean (NYSE: DF) will relocate from its current locationj at 2515McKinney Ave. into 240,00p0 square feet of space inside Cityplace. The move is expected to take placde in the first quarter of 2010. "We are pleased to be able to relocatr our offices within Dallascity limits. Many factors workex in our favor, including the real estate space availability and other economic saidGregg Engles, chairman of the boarde and chief executive officer of Dean Foods. "Thde City of Dallas is our home, and we are pleasedc to remain here and continue our many civid andcommunity partnerships.
" Dean said in a statement it is movint because the company has outgrown its current workspace, and new space is needed to address the company’se changing needs. The lease will take occupancy at Cityplaced to about 80 percent from about 60percengt now, said Sarah Payne, vice president at Stream Realtyt Partners, which handles leasing in the building. Employeea will begin moving in December and the move will be phasefd inthrough March, Payne said. "This was a huge win for the City of Dallads to keep them in the because they lookedall over," Payne said.
She said Dean Foodas considered existing spaceand build-to-suits in the Legacy/Frisc area, as well as otheer buildings downtown. Brokers familiar with the searc h said Dean Foods considered Fountain Place and Bank of Americz Plaza among other downtown buildings with significany squarefootage available. The askinfg lease rate for spacer in Cityplaceis $24 per square foot, plus Dean Foods will occupy floors 34 througn 40 in the 42-floor, 1.2-million-square-foot building. Dean Foods occupieds about 150,000 square feet at its current location.
Monday, November 26, 2012
Millennium Falcon Truffles: How Many Calories Are There in 12 Parsecs? - Technabob (blog)
sucujovide.wordpress.com
Technabob (blog) | Millennium Falcon Truffles: How Many Calories Are There in 12 Parsecs? Technabob (blog) ... filled with Cadbury-like creme, caramel, peanut butter, marshmallow cream, peppermint cream or yummy Nutella. What's not to like? Grab a pack of three edible Millennium Falcons over on Etsy for $7.50(USD) before Chewbacca hoards them all for himself. |
Saturday, November 24, 2012
Few companies changing the way they reach customers - bizjournals:
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Customers have more choicez today and are under intense pressure todeliveer results. Yet few companies changse the way they sell in the face ofthis reality. When they a lingering malaise sets in as salese continually underdelivers and senior leaders fail to getthe top-line growthh they need. 1. Your sales force interacts mostly withyour customer’s purchasiny department. I know that’s the way it’se always been, but that departmenr is merely the order executor for the decision makers inthe customer’xs shop.
Those decision makers are in functions such as saleeand marketing, product design, engineering and If sales is not interacting with thesd groups, you’re isolated from your customer’s most importanyt people. 2. The entire discussion about a possible sale revolvesxaround price. The salesperson does a greatt job of articulating what the product or service can do and extollinvg the virtues ofthe company’sd reputation and brand, but the basis of the discussionj is price. Even the price that results from thossnegotiations doesn’t often stick.
The customerd continues to press for volume freight charges, advertising support, toolingg costs and technical support — which come out of your reducing the real price. 3. Sales training consists mostly ofhighlu focused, exercise-based training that showd salespeople how to not take no for an answer, how to not fold undef pressure and how to bring home the bacon withou compromising on price. I admiy this kind of training, which often involves role-playinb and inspiring videos of the best can buck up asales staff’s spirits. But because it isn’r addressing the real problems between the supplieer andthe customer, it doesn’t produce much in the way of improved results.
4. Salespeople are not included in the design ofthe company’s offering. Presumably the salesperson is the singlee person in your company who knows most about what customeras wantor need. Granted, the salesperson may not see the big picture and may not be aware of other motives you have for designinf the product the wayyou do, but by excludinh the sales force from the design you rob yourself of their insightw into the customer and you rob them of the insightsz they need to present your product competently to the 5. Little thought and even less interaction is given toyour customers’ customers. Your customer is desperate to make hiscustomee happy.
What steps have you takenn to find out how your product fits into the overalll package your customer offerzs to his customers or tohis customers’ customers? Sales is a kind of chain reaction. Only if the ultimats user of a product is happgy will those who had a hand in it stand to profir in thelong run. 6. Your salespeople are internally You may not think your compan suffers from this very common but sit down with a salespersohn and ask how much ofeach day’s job is spentf doing administrative tasks and paperwork. Every minutd is a minute that can’t be spent with a customer. 7. Salews management is convinced it’s doin g a good job.
Your sales managemenyt team is doing everything you want and have askec themto do. They don’t understane any better than you do whatis wrong. But the wholde DNA of the salesz force is focused onchasingb orders, booking the being accessible to the customers and doinyg the necessary follow-through on their post-sale requests. Neither the saless force nor sales management usually has the businessw acumen and skills to intelligently analyze how the customermakes money, what the customer’x financial and other priorities are, and how they relatw to the seller’s organization and offerings.
Fixing the brokehn sales process requires knowing preciselh what the customer values why he will prefer you over rivals and why he will continue to rely on you and sustain a trusting relationshi pwith you.
Customers have more choicez today and are under intense pressure todeliveer results. Yet few companies changse the way they sell in the face ofthis reality. When they a lingering malaise sets in as salese continually underdelivers and senior leaders fail to getthe top-line growthh they need. 1. Your sales force interacts mostly withyour customer’s purchasiny department. I know that’s the way it’se always been, but that departmenr is merely the order executor for the decision makers inthe customer’xs shop.
Those decision makers are in functions such as saleeand marketing, product design, engineering and If sales is not interacting with thesd groups, you’re isolated from your customer’s most importanyt people. 2. The entire discussion about a possible sale revolvesxaround price. The salesperson does a greatt job of articulating what the product or service can do and extollinvg the virtues ofthe company’sd reputation and brand, but the basis of the discussionj is price. Even the price that results from thossnegotiations doesn’t often stick.
The customerd continues to press for volume freight charges, advertising support, toolingg costs and technical support — which come out of your reducing the real price. 3. Sales training consists mostly ofhighlu focused, exercise-based training that showd salespeople how to not take no for an answer, how to not fold undef pressure and how to bring home the bacon withou compromising on price. I admiy this kind of training, which often involves role-playinb and inspiring videos of the best can buck up asales staff’s spirits. But because it isn’r addressing the real problems between the supplieer andthe customer, it doesn’t produce much in the way of improved results.
4. Salespeople are not included in the design ofthe company’s offering. Presumably the salesperson is the singlee person in your company who knows most about what customeras wantor need. Granted, the salesperson may not see the big picture and may not be aware of other motives you have for designinf the product the wayyou do, but by excludinh the sales force from the design you rob yourself of their insightw into the customer and you rob them of the insightsz they need to present your product competently to the 5. Little thought and even less interaction is given toyour customers’ customers. Your customer is desperate to make hiscustomee happy.
What steps have you takenn to find out how your product fits into the overalll package your customer offerzs to his customers or tohis customers’ customers? Sales is a kind of chain reaction. Only if the ultimats user of a product is happgy will those who had a hand in it stand to profir in thelong run. 6. Your salespeople are internally You may not think your compan suffers from this very common but sit down with a salespersohn and ask how much ofeach day’s job is spentf doing administrative tasks and paperwork. Every minutd is a minute that can’t be spent with a customer. 7. Salews management is convinced it’s doin g a good job.
Your sales managemenyt team is doing everything you want and have askec themto do. They don’t understane any better than you do whatis wrong. But the wholde DNA of the salesz force is focused onchasingb orders, booking the being accessible to the customers and doinyg the necessary follow-through on their post-sale requests. Neither the saless force nor sales management usually has the businessw acumen and skills to intelligently analyze how the customermakes money, what the customer’x financial and other priorities are, and how they relatw to the seller’s organization and offerings.
Fixing the brokehn sales process requires knowing preciselh what the customer values why he will prefer you over rivals and why he will continue to rely on you and sustain a trusting relationshi pwith you.
Friday, November 23, 2012
Check Out Ingo Maurer's Futuristic Digital Candles - Papermag
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Papermag | Check Out Ingo Maurer's Futuristic Digital Candles Papermag for legendary lighting designer Ingo Maurer. Primarily composed of a thin strip of circuit board, the "candle" uses 128 tiny LED lights to create a realistic-looking flickering flame image. They launched in New York last week at Maurer's NY showroom ... |
Wednesday, November 21, 2012
Giving thanks to Seattle Living Room Shows & Melodic Caring Project (Photo ... - SMI (Seattle Music Insider)
stockdaleiqemico1521.blogspot.com
Giving thanks to Seattle Living Room Shows & Melodic Caring Project (Photo ... SMI (Seattle Music Insider) The day before Thanksgiving offers the opportunity to reflect and give thanks for what we have, as opposed to what we covet. We are certainly thankful for all the great music and artists in the Northwest. We have said it many times before: music has ... |
MLive.com | No. 23 Michigan hopes to beat Iowa in home finale with seniors who started ... Fox News The 23rd-ranked Wolverines (7-3, 5-1 Big Ten) hope to send the seniors out with a win against Iowa (4-6, 2-4) in their home finale Saturday. Denard Robinson might not be on the field for a snap. The senior quarterback hasn't played for two-plus games ... Michigan seniors are 0-3 against Iowa Hawkeyes Seniors aiming for first victory over Iowa Michigan seniors motivated to fin » |
Tuesday, November 13, 2012
Opportunity, concern, and confusion characterize Obamacare Affordable Care Act - Examiner.com
lebexab.wordpress.com
Examiner.com | Opportunity, concern, and confusion characterize Obamacare Affordable Care Act Examiner.com The Obama administration gave states until November 16th to notify regulators of their intention to set up their own exchanges. The Department of Health and Human Services also extended a deadline to Dec. 14 for states to submit a synopsis of how they ... < p size="-1" class="p"> |
Monday, November 12, 2012
KHON2 owner files for bankruptcy - Dallas Business Journal:
erofeyporgrinin.blogspot.com
Atlanta-based , which owns 14 stations acroszsthe U.S., filed for Chapter 11 reorganization in Delaware in an effortg to refinance $410 million in The company, whose biggest market is Ore., said the bankruptcy is meaning it expects to complete a deal with its lenderz quickly and that the move will have no impacg on KHON or any of its other stations. "Despite the Hawaii advertising marketplacebeing down, KHON2 is stil l weathering the downturn better than most and has plans in placew for major upgrade its news set, on-aif graphics and newsgathering facilities," said KHON Presidengt and General Manager Joe McNamara. KHON has 77 employees.
that a group of lenders who holdabout $270 million in debt plan to form a compant that will take over NV’s The lenders have agreed to provide $30 million in new moneyt to cover the cost of the bankruptcy and continuing operations. from the Montecit Broadcast Groupof California. Montecito bought the station in 2005.
Atlanta-based , which owns 14 stations acroszsthe U.S., filed for Chapter 11 reorganization in Delaware in an effortg to refinance $410 million in The company, whose biggest market is Ore., said the bankruptcy is meaning it expects to complete a deal with its lenderz quickly and that the move will have no impacg on KHON or any of its other stations. "Despite the Hawaii advertising marketplacebeing down, KHON2 is stil l weathering the downturn better than most and has plans in placew for major upgrade its news set, on-aif graphics and newsgathering facilities," said KHON Presidengt and General Manager Joe McNamara. KHON has 77 employees.
that a group of lenders who holdabout $270 million in debt plan to form a compant that will take over NV’s The lenders have agreed to provide $30 million in new moneyt to cover the cost of the bankruptcy and continuing operations. from the Montecit Broadcast Groupof California. Montecito bought the station in 2005.
Friday, November 9, 2012
Karl Rove's strategies didn't pay off in many Election Day victories - Dallas Morning News
dyakonostrlin.blogspot.com
Karl Rove's strategies didn't pay off in many Election Day victories Dallas Morning News Rove, through his two political outfits, American Crossroads and Crossroads Grassroots Policy Strategies, backed unsuccessful Republican presidential contender Mitt Romney with $127 million on more than 82,000 television spots, according to Kantar ... |
Thursday, November 8, 2012
Limo service driven by teen CEO
lebexab.wordpress.com
It was founded by a “(In the) long, long term, we want to go said CEO Billy Jinks, now age 19. Jinks attributess the company’s success to careful attention to thelittlwe things. Lexani makes sure every car arrives withthe client’se favorite newspaper or magazine, as well as appropriate The company’s slogan is “Perfection has Lexani relies mostly on the support of customers who refef their friends, he said. “We’ve built a strong networ of clients,” Jinks said. “Most of it’e just word of mouth.
” That built on a company spirit that encourages the best possible service, has allowed Lexan to take market share from othere companies, Jinks said. The company has a diverse fleetof vehicles, from sedans to buses, and all are less than a year old, he Lexani works with a number of clientd in various sectors, offering high-end to regular That diversity of service insulates the companyh from tough economic conditions, Jinks said. “Insteaf of just doing a corporate markeft or aretail market, we do a littlw bit of both,” he said. He has been interestec in the limo businessw since he wasabout 5, when he startec accompanying his father on business trips to New York.
He learned abou t the industry from a family friend who owned atransportatiomn company, and he got in-depth knowledge from industru trade shows and other events. He formesd Lexani in 2004 and turneda first-year profitr of more than $73,000. According to a 2006 study by the U.S. Census Bureau, only 5 percent to 10 percentr of new businesses survive their first fiveyearsw — and only about 2 percenft of small businesses nationwide are owned by someone under age 25. Jinkd said his age hasn’t been a factor in doingg business. “Some people seemed standoffisjhat first,” he said, but the quality of servicse was enough to quelpl any skepticism.
Rob Miller, president of , said he’ s very impressed by Lexani’s quality of service, as well as work ethic and business “We want to do business with the best doctorsz and the best CPAs and the best transportation Miller said. “As far as I’m concerned, (Lexan is) the best around.” Miller said Jinks has a keen busineszs sense, and it shows in Lexani’s reliable transportatiojn service. When Jinks was 17, he once picked up Milleer personally to make sure he was on time for an earlytmorning flight. His scheduled ride had technicall problemsthat day, Miller “I think that just demonstrates Lexani’s ...
willingneses to go the extra mile,” he “Billy has certainly shown the busines acumen of someone far olderand wiser.”
It was founded by a “(In the) long, long term, we want to go said CEO Billy Jinks, now age 19. Jinks attributess the company’s success to careful attention to thelittlwe things. Lexani makes sure every car arrives withthe client’se favorite newspaper or magazine, as well as appropriate The company’s slogan is “Perfection has Lexani relies mostly on the support of customers who refef their friends, he said. “We’ve built a strong networ of clients,” Jinks said. “Most of it’e just word of mouth.
” That built on a company spirit that encourages the best possible service, has allowed Lexan to take market share from othere companies, Jinks said. The company has a diverse fleetof vehicles, from sedans to buses, and all are less than a year old, he Lexani works with a number of clientd in various sectors, offering high-end to regular That diversity of service insulates the companyh from tough economic conditions, Jinks said. “Insteaf of just doing a corporate markeft or aretail market, we do a littlw bit of both,” he said. He has been interestec in the limo businessw since he wasabout 5, when he startec accompanying his father on business trips to New York.
He learned abou t the industry from a family friend who owned atransportatiomn company, and he got in-depth knowledge from industru trade shows and other events. He formesd Lexani in 2004 and turneda first-year profitr of more than $73,000. According to a 2006 study by the U.S. Census Bureau, only 5 percent to 10 percentr of new businesses survive their first fiveyearsw — and only about 2 percenft of small businesses nationwide are owned by someone under age 25. Jinkd said his age hasn’t been a factor in doingg business. “Some people seemed standoffisjhat first,” he said, but the quality of servicse was enough to quelpl any skepticism.
Rob Miller, president of , said he’ s very impressed by Lexani’s quality of service, as well as work ethic and business “We want to do business with the best doctorsz and the best CPAs and the best transportation Miller said. “As far as I’m concerned, (Lexan is) the best around.” Miller said Jinks has a keen busineszs sense, and it shows in Lexani’s reliable transportatiojn service. When Jinks was 17, he once picked up Milleer personally to make sure he was on time for an earlytmorning flight. His scheduled ride had technicall problemsthat day, Miller “I think that just demonstrates Lexani’s ...
willingneses to go the extra mile,” he “Billy has certainly shown the busines acumen of someone far olderand wiser.”
Tuesday, November 6, 2012
SUVs reborn to deliver luxury with an attitude - Dayton Business Journal:
fixyruw.wordpress.com
Once created to tackle off-road obstacles in hard-to-reach places, sportz utility vehicles have been reborn as urbajassault vehicles. In a battle of one upsmanship where biggert is better and luxuryis standard, majod players have emerged in a market once dominatedc by Jeeps, Blazers and Luxury car makers like , Lexues and Cadillac have been quick to join the frantifc popularity of the SUV: Lexus introduced its LX450, which has sincee evolved to the LX470, in 1996; firsg produced its smaller sport utility, the QX4, in 1997; Lincol introduced its Navigator in 1997; Mercedes first rolled out its ML32 0 and ML430 in 1998; and Cadillac jumped on the band wagon with its Escalade, released in Novembeer 1998.
These are not inexpensive An Infiniti SUV goes foraroundx $37,000 while a loaded Lexus weighs in at about Most luxury SUVs come with CD multiple power outlets, time and outside temperaturw display on mirrors. Many come with sun heated seats and navigationsystems standard. Buyeres are dictating many of thestandard features, says Charlesx J. Epps, sales consultant for . "Lexus standardizes production because it is faster and morecost effective," Epps says. "Theyu do what folks like. Nobod y wants to buy a stripped down truck and spendf a fortune fixingit up. It is more cost effectives to make them allthe same.
Lexuss is so fast at changing production, whatever doesn't sell they drop real One of the best-equipped standard SUVs is the new , which retails for $46,525 and comes with four heated Bose stereoCD player, four whee drive that kicks in when the car sensez the need and the On Star which is usually $1,400 down and $270 a year extra. Larry salesman for in Memphis, says the package is an introductorg offer to give the car an immediate edge in themarketr -- since most people don't think when they think "rugged SUV." The plan worked. The Escalade is an overnighr successwith Cadillac. "It'sa become the fastest-selling car in the 96-yeart history of Cadillac," Gullett says.
"It'a bringing us younger and more customersthan before." Gullett says many are trading in othedr SUVs for Escalades, which gives Cadillaxc dealers a stock of Explorers, Expeditions, Suburbanas and other used vehicles it's never had before. The Navigator, which ranges in price betweenn $43,685 and $48,000, has also brought in a youngedcustomer demographic, says Jimmy Grandberry, salesman with Covingtonj Pike Lincoln-Mercury. "All ages are buying them," Grandberrg says. "we've never seen this much of the 25 and up Most observers are at a lost when trying to explai theSUV craze.
It's probably not the gas mileage: Most luxuryt SUVs range from 12-15 mpg in the city and 16-10 on the highway. And sales are equally divided betweejn menand women. "I've noticed that the guys come and get them and the ladiess drivethem back," Epps says. It could be the size. Choices are greater than ever as SUVs are beingb introduced in both larger andsmaller models. Ford has just come out with the which brags that it is even largerthan Chevrolet's "It's only two inches longer," says John manager of Gwatney Chevrolet Oldsmobile and Isuzu in Memphis. "That'e more of a marketing ploy than anything.
The 2000 Suburbam is going to be bigger with a whold different body style and anew motor." On the otherd end of the spectrum, dealersd like Toyota and Honda are coming out with smaller SUVs like the RAV-e and the CRV, respectively. The Infiniti is one of the only luxury dealers not to producea full-size SUV. "We think this size has a more commonsense approach," says Roberft Walker, Infiniti of Memphis' sales "Many people feel the full-size SUVs are not as user friendly as they feel when they firsft drive them." And not all of the full-size SUVs have the thirdf seat, including the Cadillac Escalade.
Once created to tackle off-road obstacles in hard-to-reach places, sportz utility vehicles have been reborn as urbajassault vehicles. In a battle of one upsmanship where biggert is better and luxuryis standard, majod players have emerged in a market once dominatedc by Jeeps, Blazers and Luxury car makers like , Lexues and Cadillac have been quick to join the frantifc popularity of the SUV: Lexus introduced its LX450, which has sincee evolved to the LX470, in 1996; firsg produced its smaller sport utility, the QX4, in 1997; Lincol introduced its Navigator in 1997; Mercedes first rolled out its ML32 0 and ML430 in 1998; and Cadillac jumped on the band wagon with its Escalade, released in Novembeer 1998.
These are not inexpensive An Infiniti SUV goes foraroundx $37,000 while a loaded Lexus weighs in at about Most luxury SUVs come with CD multiple power outlets, time and outside temperaturw display on mirrors. Many come with sun heated seats and navigationsystems standard. Buyeres are dictating many of thestandard features, says Charlesx J. Epps, sales consultant for . "Lexus standardizes production because it is faster and morecost effective," Epps says. "Theyu do what folks like. Nobod y wants to buy a stripped down truck and spendf a fortune fixingit up. It is more cost effectives to make them allthe same.
Lexuss is so fast at changing production, whatever doesn't sell they drop real One of the best-equipped standard SUVs is the new , which retails for $46,525 and comes with four heated Bose stereoCD player, four whee drive that kicks in when the car sensez the need and the On Star which is usually $1,400 down and $270 a year extra. Larry salesman for in Memphis, says the package is an introductorg offer to give the car an immediate edge in themarketr -- since most people don't think when they think "rugged SUV." The plan worked. The Escalade is an overnighr successwith Cadillac. "It'sa become the fastest-selling car in the 96-yeart history of Cadillac," Gullett says.
"It'a bringing us younger and more customersthan before." Gullett says many are trading in othedr SUVs for Escalades, which gives Cadillaxc dealers a stock of Explorers, Expeditions, Suburbanas and other used vehicles it's never had before. The Navigator, which ranges in price betweenn $43,685 and $48,000, has also brought in a youngedcustomer demographic, says Jimmy Grandberry, salesman with Covingtonj Pike Lincoln-Mercury. "All ages are buying them," Grandberrg says. "we've never seen this much of the 25 and up Most observers are at a lost when trying to explai theSUV craze.
It's probably not the gas mileage: Most luxuryt SUVs range from 12-15 mpg in the city and 16-10 on the highway. And sales are equally divided betweejn menand women. "I've noticed that the guys come and get them and the ladiess drivethem back," Epps says. It could be the size. Choices are greater than ever as SUVs are beingb introduced in both larger andsmaller models. Ford has just come out with the which brags that it is even largerthan Chevrolet's "It's only two inches longer," says John manager of Gwatney Chevrolet Oldsmobile and Isuzu in Memphis. "That'e more of a marketing ploy than anything.
The 2000 Suburbam is going to be bigger with a whold different body style and anew motor." On the otherd end of the spectrum, dealersd like Toyota and Honda are coming out with smaller SUVs like the RAV-e and the CRV, respectively. The Infiniti is one of the only luxury dealers not to producea full-size SUV. "We think this size has a more commonsense approach," says Roberft Walker, Infiniti of Memphis' sales "Many people feel the full-size SUVs are not as user friendly as they feel when they firsft drive them." And not all of the full-size SUVs have the thirdf seat, including the Cadillac Escalade.
Sunday, November 4, 2012
John J. Donahoe Executive Profile
shemwellmygalej1291.blogspot.com
Recent News About John J. Donahoe **Alo Executive profile data provided byDow Jones & Co., Inc.
Recent News About John J. Donahoe **Alo Executive profile data provided byDow Jones & Co., Inc.
Friday, November 2, 2012
Guest column: Mitt Romney will make America exceptional again - Florida Times-Union
oryucyjofec1482.blogspot.com
Economic Times | Guest column: Mitt Romney will make America exceptional again < /td>Florida Times-Union Guest column: Mitt Romney will make America exceptional again. Fri, Nov 11, 2012 @ 5:18 pm. Guest column: Mitt Romney will make America exceptional again. November 2, 2012 5:18 PM EDT. Copyright 2012 The Florida Times-Union. » |
Thursday, November 1, 2012
Space Data Corp. teams with MCI on aerial network - Phoenix Business Journal:
lebexab.wordpress.com
, a Chandler company providinfg wireless data services in rural andremotd areas, entered into a mutual roaming agreemeng with Space Data's SkySite Network is a aerial wireless data network that provides wide-area data communications It consists of a network of high-altitude, balloon-bornwe transceivers known as SkySite Platforms that are launched every eight to 12 hours. Each SkySited Platform rises to an altitudeof 60,000 to 100,000o feet. At that altitude, a coveragwe circle of 420 milews in diameter canbe achieved, The deal extendsa MCI's SkyTel footprint throughoutf Texas and Oklahoma and provides Spacs Data with the ability to offe r extended service via SkyTel's network.
Both companies expec to begin offering roaming for locatiomand fleet-management services this month with two-way messaging servicwe to follow later this year. For more: . Local Internet consulting firm launched a new Web sitefor , one of California'z largest dealers of luxuryu sailboats and motor yachts. Located at , the new Web site target West Coast mid-range yacht owners and prospectived owners.
The site is unlike most others in the luxury boat industrty in that it includes a comprehensive online database of new and previously owned sailboats and motorf yachts available at eachof H&S' six To maintain the database of availablwe boats, H&S personnel utilize a Mighty Interactive-created online boat entry This tool automatically resizes digital photographs, enabled staff to add descriptions and detailed information abou t each boat, and then automatically uploads the boat'e profile page to the H&S site and to , an industrhy aggregator that functions as the "Autotrader" of the yacht For more: .
, Arizona'xs largest independent delivery/courier service, selected Ensynch's disaster recoveryg solution to manage the backup and recoveru ofthe company's important client Ensynch's disaster recovery solution will allowq Intelliquick to protect critical informatiom and substantially decrease its recovery time in the event of an unplannef outage. This process is a vita l component tothe company's businesx continuity strategy. Ensynch's disaster recovery solutionj for Intelliquickutilizes Ensynch's EnDemand Data Center in providing 24/7 systems administration and management of servers, applications, network connections and databases. For .
, a Chandler company providinfg wireless data services in rural andremotd areas, entered into a mutual roaming agreemeng with Space Data's SkySite Network is a aerial wireless data network that provides wide-area data communications It consists of a network of high-altitude, balloon-bornwe transceivers known as SkySite Platforms that are launched every eight to 12 hours. Each SkySited Platform rises to an altitudeof 60,000 to 100,000o feet. At that altitude, a coveragwe circle of 420 milews in diameter canbe achieved, The deal extendsa MCI's SkyTel footprint throughoutf Texas and Oklahoma and provides Spacs Data with the ability to offe r extended service via SkyTel's network.
Both companies expec to begin offering roaming for locatiomand fleet-management services this month with two-way messaging servicwe to follow later this year. For more: . Local Internet consulting firm launched a new Web sitefor , one of California'z largest dealers of luxuryu sailboats and motor yachts. Located at , the new Web site target West Coast mid-range yacht owners and prospectived owners.
The site is unlike most others in the luxury boat industrty in that it includes a comprehensive online database of new and previously owned sailboats and motorf yachts available at eachof H&S' six To maintain the database of availablwe boats, H&S personnel utilize a Mighty Interactive-created online boat entry This tool automatically resizes digital photographs, enabled staff to add descriptions and detailed information abou t each boat, and then automatically uploads the boat'e profile page to the H&S site and to , an industrhy aggregator that functions as the "Autotrader" of the yacht For more: .
, Arizona'xs largest independent delivery/courier service, selected Ensynch's disaster recoveryg solution to manage the backup and recoveru ofthe company's important client Ensynch's disaster recovery solution will allowq Intelliquick to protect critical informatiom and substantially decrease its recovery time in the event of an unplannef outage. This process is a vita l component tothe company's businesx continuity strategy. Ensynch's disaster recovery solutionj for Intelliquickutilizes Ensynch's EnDemand Data Center in providing 24/7 systems administration and management of servers, applications, network connections and databases. For .
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