http://oldnorth.com/schoolprograms/schedule/index.htm
The agreement is an outgrowth of an OCC examination of the Wintet Park lenderin January. It addresseas five areas of concern and requiresa to the bank to form a compliancse committee composed of members of its board of The bank is under ordersx to add procedures to monitor its commercial real estatewloan portfolio. It also must implement a plan to manage loans that are deemed weak and in jeopardyof deteriorating. • Establishmenyt of a program to ensure an adequate allowance for loan and lease losses. • Agreement not to accept brokered depositin exc.
ess of 10 percent of total depositsd without OCC permission • Development of a three-year plan of operations that incorporatess conditions of the agreement. First National Chairwomanj Susma Patel said in a writte n statement that the bank has taken steps she believes put it in compliancd withthe agreement. She said regulatory agencieds are tightening standards for lenders as theeconomy deteriorates. “The downtur n in real estate valuations in the Florida marke tis well-publicized and, as a result, regulatory agenciexs are expecting a higher standard of procedural monitoring of loansw secured by commercial real estate,” she said.
Thursday, June 16, 2011
Tuesday, June 14, 2011
Wall Street Journal honors Fiduciary, Artisan funds - The Business Journal of Milwaukee:
adepylex.blogspot.com
Fiduciary Management’s FMI Common Stockj fund (NASDAQ: FMIMIX) was named the best small-companu fund of 2008. The fund had a 20.4 percengt negative return in 2008, but outperformed its which averageda 33.4 percent drop. The Journa called the category-topping showing “a creditf to longtime manager Ted Kellner andhis team.” “Kellnefr likes to find companies with growing revenues and earnings, increasingy profitability and attractive returns on invested the Wall Street Journal said.
Artisan Funds’ International Value fund ARTKX) was selected as The Wall Street Journal’s best international The Journal said fund managers Davir Samra andDaniel O’Keefe “avoided the toxic financiak stocks in 2008, the main reaso they were able to post a 30 percentt loss when peers in the international multicap group dropped an averags of 43 percent.” last week named Samraq and O’Keefe its international managers of the year.
Fiduciary Management’s FMI Common Stockj fund (NASDAQ: FMIMIX) was named the best small-companu fund of 2008. The fund had a 20.4 percengt negative return in 2008, but outperformed its which averageda 33.4 percent drop. The Journa called the category-topping showing “a creditf to longtime manager Ted Kellner andhis team.” “Kellnefr likes to find companies with growing revenues and earnings, increasingy profitability and attractive returns on invested the Wall Street Journal said.
Artisan Funds’ International Value fund ARTKX) was selected as The Wall Street Journal’s best international The Journal said fund managers Davir Samra andDaniel O’Keefe “avoided the toxic financiak stocks in 2008, the main reaso they were able to post a 30 percentt loss when peers in the international multicap group dropped an averags of 43 percent.” last week named Samraq and O’Keefe its international managers of the year.
Sunday, June 12, 2011
Who's who in residential real estate - Business First of Buffalo:
ucojaje.wordpress.com
All homeowners know the tremendou s amount of time and effort that real estatd agents put intohome sales. Businese First is proud to highlight the more than 130 agentw who are at the top of their We sent letters to real estate branch offices in Western New York askiny the manager to give the forms to any agenf with morethan $3 million in sales and/otr 30 sides in 2006. Side is an industr y term referring toan agent's representation of a buyer and/oer seller in a real estate transaction. Sincd participation was voluntary, we included only the information providedf byeach agent.
We hope you enjou this personal look at the real estatse agents who represent the business of buying and selling Any questions, please contact Donna Collins or Jeff Wright at dcollins@bizjournals.com or jwright@bizjournals.com. . 6000 Sheridan Drive. NY 14221. Phone: E-mail: mabrams@realtyusa.com. Years in industry: 33. Volum e in 2006: $3,224,435. Sides in 2006: 30.30. Buffalo. Residence: Williamsville. Education: B.A., Universitu at Buffalo. Niche market: Western New Realty USA. 2427 Sheridan Drive, Tonawanda, NY 14150. 743-7161.
All homeowners know the tremendou s amount of time and effort that real estatd agents put intohome sales. Businese First is proud to highlight the more than 130 agentw who are at the top of their We sent letters to real estate branch offices in Western New York askiny the manager to give the forms to any agenf with morethan $3 million in sales and/otr 30 sides in 2006. Side is an industr y term referring toan agent's representation of a buyer and/oer seller in a real estate transaction. Sincd participation was voluntary, we included only the information providedf byeach agent.
We hope you enjou this personal look at the real estatse agents who represent the business of buying and selling Any questions, please contact Donna Collins or Jeff Wright at dcollins@bizjournals.com or jwright@bizjournals.com. . 6000 Sheridan Drive. NY 14221. Phone: E-mail: mabrams@realtyusa.com. Years in industry: 33. Volum e in 2006: $3,224,435. Sides in 2006: 30.30. Buffalo. Residence: Williamsville. Education: B.A., Universitu at Buffalo. Niche market: Western New Realty USA. 2427 Sheridan Drive, Tonawanda, NY 14150. 743-7161.
Thursday, June 9, 2011
Fisher, DISH Network settle broadcast dispute - Puget Sound Business Journal (Seattle):
pifogyxat.blogspot.com
(NASDAQ: DISH) and Fisher Inc. (NASDAQ: FSCI) said the multi-yeae agreement provides for the distribution of Fisher stationss in Seattle and six other markets on DISH Underthe deal, DISH customers can now watch ABC networ k programming on KOMO after a six-month hiatus. Term s of the deal were not released. Fisher said that as part of the agreementr both parties agreed to end The previous agreement between DISH and Fishe that allowed DISH subscribers to get ABC programsa and sports events from KOMOexpired Dec. 17. Aftefr negotiations broke down over how much DISH should pay Fisherfor programming, DISH dumpex Fisher stations in Portland and five other medias markets.
"We recognize the important role that we play in the communit y through our news and programming and we are pleased to renewe our partnership withDISH Network, which will allow us to continu e serving our local viewers and customers," said Colleem B. Brown, Fisher's President and Chief Executive "We truly appreciate the patience of our loyal viewersw and business partners and regret any inconvenience they may have encountered as we worked to put this new agreementin place." The Fishet stations that returned to DISH Network are: KOMO and KUNS in KATU and KUNP in Portland; KIMA in KVAL in Eugene, Ore.
; KBCI in Boise, Idaho; KIDK in Idahp Falls, Idaho; and KBAK and KBFX in Calif.
(NASDAQ: DISH) and Fisher Inc. (NASDAQ: FSCI) said the multi-yeae agreement provides for the distribution of Fisher stationss in Seattle and six other markets on DISH Underthe deal, DISH customers can now watch ABC networ k programming on KOMO after a six-month hiatus. Term s of the deal were not released. Fisher said that as part of the agreementr both parties agreed to end The previous agreement between DISH and Fishe that allowed DISH subscribers to get ABC programsa and sports events from KOMOexpired Dec. 17. Aftefr negotiations broke down over how much DISH should pay Fisherfor programming, DISH dumpex Fisher stations in Portland and five other medias markets.
"We recognize the important role that we play in the communit y through our news and programming and we are pleased to renewe our partnership withDISH Network, which will allow us to continu e serving our local viewers and customers," said Colleem B. Brown, Fisher's President and Chief Executive "We truly appreciate the patience of our loyal viewersw and business partners and regret any inconvenience they may have encountered as we worked to put this new agreementin place." The Fishet stations that returned to DISH Network are: KOMO and KUNS in KATU and KUNP in Portland; KIMA in KVAL in Eugene, Ore.
; KBCI in Boise, Idaho; KIDK in Idahp Falls, Idaho; and KBAK and KBFX in Calif.
Tuesday, June 7, 2011
PR: Go on the offensive: Managing tough news in tough times - Sacramento Business Journal:
paramonaxogilozi.blogspot.com
drops off Nasdaq. In a turbulent economy, ther e is no shortage of bad Experts say that in a timelike this, what may matterr most is the way in which that bad news is How management deals with the employees, clients and the community coulds impact how the business is viewed for years to Business leaders who hide in their offices, bury facts and let the rumo mill control the story will be viewedf with anger and distrust. But those who plan thei r messages carefully, and delivet it promptly and with candord to allrelevant parties, are more likelgy to be remembered as good corporat citizens.
“The spotlight will be on your company,” said Dan Moran, a businesse consultant and presidentof Next-Act, an Albany careef management firm. “You have one chance to get it right.” Many public relations professional advise clients to have a crisis communicatiob plan in place atall times. This way, basic guidelines are in plac when any sort ofbad news, from layoffs to a chemicaol spill, breaks. Additional preparation should take place once a bad newseventy occurs. The first step is to assesse the situation and thepossible fallout.
“I advise that you convener a groupof stakeholders,” said Pauline president of Waterford-based “You need someone from top human resources, the PR team ... the object is for everyonre to put their carde onthe table, face up, so you can identifty any gaps in information.” list every constituency, including clients, supplieras and the media, and crafy a message for each. Whilew these messages must be consistent, each audiencr has different needs. Employees will want to know abouttheid futures, while shareholders will be interested in the impact on the bottomm line.
Clients will want to know if service will be It isalso vital, PR experts say, to select just one person to speak for the company. “You don’t want 20 different versionds of things coming out so everyone lookwslike fools,” said Richard president of of Chappaqua in Westcheste County. Once the situation is the constituents identified, the messages and the spokesperson chosen, it is time to delivedr the news. “It comes down to threre phrases: Tell it all, tell it tell it yourself.” said Edward Parham, director of publiv relations forin Colonie. Ideally, the news shouled be shared with all partiesx at thesame time.
In the age of texting and Twittering, “news can travel at the speed of an saidMatthew Maguire, spokesman for in Albany. “You want to delive r your news before anyone else Bartel suggestsgiving “a few select a heads-up that news is coming. “Thatt way, the reporter has gotten the company line beforde a disgruntled employee picks upthe phone,” she When the news is delivered, it must be complete and with as many details as can be It is especially important that the CEO or other designatedf spokesperson be available and responsive.
“There is no such thing as not takin the call and having the paper the next day sayyou weren’y available,” said Dean CEO of Rueckert Advertising. “That is not And a good answer isnever ‘no comment.’ Back it up with the reasoh you can’t comment—confidentiality, legalities, what have you. You don’t want to look like you are dodgingb the question orhiding something.
” This candor extends to Moran said that when he works with companieas in bad-news situations, he institutes a “nok closed door for three days” rule on top
drops off Nasdaq. In a turbulent economy, ther e is no shortage of bad Experts say that in a timelike this, what may matterr most is the way in which that bad news is How management deals with the employees, clients and the community coulds impact how the business is viewed for years to Business leaders who hide in their offices, bury facts and let the rumo mill control the story will be viewedf with anger and distrust. But those who plan thei r messages carefully, and delivet it promptly and with candord to allrelevant parties, are more likelgy to be remembered as good corporat citizens.
“The spotlight will be on your company,” said Dan Moran, a businesse consultant and presidentof Next-Act, an Albany careef management firm. “You have one chance to get it right.” Many public relations professional advise clients to have a crisis communicatiob plan in place atall times. This way, basic guidelines are in plac when any sort ofbad news, from layoffs to a chemicaol spill, breaks. Additional preparation should take place once a bad newseventy occurs. The first step is to assesse the situation and thepossible fallout.
“I advise that you convener a groupof stakeholders,” said Pauline president of Waterford-based “You need someone from top human resources, the PR team ... the object is for everyonre to put their carde onthe table, face up, so you can identifty any gaps in information.” list every constituency, including clients, supplieras and the media, and crafy a message for each. Whilew these messages must be consistent, each audiencr has different needs. Employees will want to know abouttheid futures, while shareholders will be interested in the impact on the bottomm line.
Clients will want to know if service will be It isalso vital, PR experts say, to select just one person to speak for the company. “You don’t want 20 different versionds of things coming out so everyone lookwslike fools,” said Richard president of of Chappaqua in Westcheste County. Once the situation is the constituents identified, the messages and the spokesperson chosen, it is time to delivedr the news. “It comes down to threre phrases: Tell it all, tell it tell it yourself.” said Edward Parham, director of publiv relations forin Colonie. Ideally, the news shouled be shared with all partiesx at thesame time.
In the age of texting and Twittering, “news can travel at the speed of an saidMatthew Maguire, spokesman for in Albany. “You want to delive r your news before anyone else Bartel suggestsgiving “a few select a heads-up that news is coming. “Thatt way, the reporter has gotten the company line beforde a disgruntled employee picks upthe phone,” she When the news is delivered, it must be complete and with as many details as can be It is especially important that the CEO or other designatedf spokesperson be available and responsive.
“There is no such thing as not takin the call and having the paper the next day sayyou weren’y available,” said Dean CEO of Rueckert Advertising. “That is not And a good answer isnever ‘no comment.’ Back it up with the reasoh you can’t comment—confidentiality, legalities, what have you. You don’t want to look like you are dodgingb the question orhiding something.
” This candor extends to Moran said that when he works with companieas in bad-news situations, he institutes a “nok closed door for three days” rule on top
Sunday, June 5, 2011
10 minutes with ... John Paeglow III - The Business Review (Albany):
yvejodo.wordpress.com
What was the firsg job you ever had? Flipping hamburgers at , in high It taught me how successfulor ‘perceived successful’ peopld lived. I do qualify them as ‘perceiverd to be successful’ It was a nice life I saw on the othedr side ofthe bar. I thought it was somethinv I’d aspire toward. The ironic part is that I’ve belonged to a club now for 10 and I go maybe six timewsa year. How did you get into publishing?
Bryan who owned in Castleton, belonged to that country And he said to meone day, from one side of the bar to the ‘You know, if this journalism thing doesn’t work out, look me up, and I’ll teacb you how to make a I graduated in 1979 [with a journalism degree from ], and went to work for him. He put me throughy the school ofhard knocks, and it was wortuh the time. Tell me about your My wife has two I have two daughters and a son from apreviousw marriage, and we’ve had one child together. We go from ages 8 to 28—I’m sorry, 9 to 29, no, 9 to 27 It’s all odds this year: 9 to 27. They’re 9, 13, 15, 17, 19, and 27.
Did you want that big a family ? We’d keep having kids, if we weren’tg older. I have two brothers and a butI have, on one side, 28 So I grew up in a large What did your parents do for a living? My dad was a second-generatioj plumber. I was the first John Paeglo w not to be a For me, it was the whole thin g about getting dirty. He specialized in watefr lines. No matter what time of the yearit was, when they you had to fix them. He’d be out in the middle of a 10 feet belowground level, weldingv solder joints using lead products. I decidex not to do that. No dirt for me. We did work for our fathed when wehad to.
And our mom was the Your mother also workedfor you, correct? When I started, it was all handsa on deck. My mom was mainl a receptionist, bookkeeper, whatever I asked. She actually had two I fired her once. You fired your own mother? And lived to tell about it? I firer my own mother. She wanted to tell me how to runthe business—shw was used to telling me what to do. If you ask they’d say it was a parting of the It was, ‘I think maybe you shouldn’yt come to work next Monday.’ I had to hire her back I needed her. I fired my brothetr once, too, but he later came He’d work nights, I’d work days. He’d work Saturdays, I’dx work Sundays.
He’s now down in Virginia, doinf plumbing, of all things. It was for the At the time, it wasn’ right [to employ them], in either case. You’ver got to do what you’vwe go to do to make it. Do you own a Kindle?? I refuse to. Other employees here test-drive If the [book manufacturing] industry doesn’t change, then it will be a real We think it can bean asset. We have probably 50,000o titles archived here that have a life other than as a tactileebook product. It’s a very undefined opportunitytright now. The opportunity is coming, and everybody’sd trying to position themselves. How do we sell it? What do we charge??
What’s the vehicle for distribution?? How are we going to make money, while maintaining the structurre and sacrednessof publishing? Do you like to read?? My kids are splig right down the middle. Three read and the other three are all over the My wifereads constantly, a two-book-a-week kind of person. It’s odd for her to not be in the 100-15o books-a-year range. I’m the exacrt opposite. I read very slowly. It’s much more work to me. What’ s your greatest fear? Not seein g this business planto fruition. I used to thin k it was dying, but I almost did last I had open heart surgery at 52year old. We had a family realityu check there.
They did a five-way bypass [one arterty was completely blocked and two more werepartiallyy blocked]. The irony is that the father of the thirf baseman onmy son’s baseball team did the surgery. I hear there’a a company perk you’ll never use. Well, I’m a big fan. The companyu has season tickets to FenwayPark [home of the ]. We use them for my kids have even satin them. I’vew never sat in those seats—nor will I I refuse. I don’t want the abus of Red Sox fans.
What was the firsg job you ever had? Flipping hamburgers at , in high It taught me how successfulor ‘perceived successful’ peopld lived. I do qualify them as ‘perceiverd to be successful’ It was a nice life I saw on the othedr side ofthe bar. I thought it was somethinv I’d aspire toward. The ironic part is that I’ve belonged to a club now for 10 and I go maybe six timewsa year. How did you get into publishing?
Bryan who owned in Castleton, belonged to that country And he said to meone day, from one side of the bar to the ‘You know, if this journalism thing doesn’t work out, look me up, and I’ll teacb you how to make a I graduated in 1979 [with a journalism degree from ], and went to work for him. He put me throughy the school ofhard knocks, and it was wortuh the time. Tell me about your My wife has two I have two daughters and a son from apreviousw marriage, and we’ve had one child together. We go from ages 8 to 28—I’m sorry, 9 to 29, no, 9 to 27 It’s all odds this year: 9 to 27. They’re 9, 13, 15, 17, 19, and 27.
Did you want that big a family ? We’d keep having kids, if we weren’tg older. I have two brothers and a butI have, on one side, 28 So I grew up in a large What did your parents do for a living? My dad was a second-generatioj plumber. I was the first John Paeglo w not to be a For me, it was the whole thin g about getting dirty. He specialized in watefr lines. No matter what time of the yearit was, when they you had to fix them. He’d be out in the middle of a 10 feet belowground level, weldingv solder joints using lead products. I decidex not to do that. No dirt for me. We did work for our fathed when wehad to.
And our mom was the Your mother also workedfor you, correct? When I started, it was all handsa on deck. My mom was mainl a receptionist, bookkeeper, whatever I asked. She actually had two I fired her once. You fired your own mother? And lived to tell about it? I firer my own mother. She wanted to tell me how to runthe business—shw was used to telling me what to do. If you ask they’d say it was a parting of the It was, ‘I think maybe you shouldn’yt come to work next Monday.’ I had to hire her back I needed her. I fired my brothetr once, too, but he later came He’d work nights, I’d work days. He’d work Saturdays, I’dx work Sundays.
He’s now down in Virginia, doinf plumbing, of all things. It was for the At the time, it wasn’ right [to employ them], in either case. You’ver got to do what you’vwe go to do to make it. Do you own a Kindle?? I refuse to. Other employees here test-drive If the [book manufacturing] industry doesn’t change, then it will be a real We think it can bean asset. We have probably 50,000o titles archived here that have a life other than as a tactileebook product. It’s a very undefined opportunitytright now. The opportunity is coming, and everybody’sd trying to position themselves. How do we sell it? What do we charge??
What’s the vehicle for distribution?? How are we going to make money, while maintaining the structurre and sacrednessof publishing? Do you like to read?? My kids are splig right down the middle. Three read and the other three are all over the My wifereads constantly, a two-book-a-week kind of person. It’s odd for her to not be in the 100-15o books-a-year range. I’m the exacrt opposite. I read very slowly. It’s much more work to me. What’ s your greatest fear? Not seein g this business planto fruition. I used to thin k it was dying, but I almost did last I had open heart surgery at 52year old. We had a family realityu check there.
They did a five-way bypass [one arterty was completely blocked and two more werepartiallyy blocked]. The irony is that the father of the thirf baseman onmy son’s baseball team did the surgery. I hear there’a a company perk you’ll never use. Well, I’m a big fan. The companyu has season tickets to FenwayPark [home of the ]. We use them for my kids have even satin them. I’vew never sat in those seats—nor will I I refuse. I don’t want the abus of Red Sox fans.
Friday, June 3, 2011
UMKC
laxykeha.wordpress.com
The Bloch School’s Council for Entrepreneurship and Innovation and the Institut e for Entrepreneurship and Innovationannounced Blank, co-founder of , as the recipient in a releasew Thursday. Blank will be honored as the 24th-annualk Entrepreneur of the Year AwardsDinner Oct. 8 at the . Blanjk helped build The Home Depot (NYSE: HD) into the world’sd largest home improvement retaileer andthe second-largest retailer in the Unitedr States. He co-founded the company in 1978 and retirecdas co-chairman in 2001.
“By honorinv entrepreneurs and innovators likeArthur Blank, alongf with our regional and student entrepreneurs, we marry the legacy and futurr of entrepreneurship in Kansas City and around the world,” Lee Bolman, interi m dean at the Bloch School, said in the “The Institute for Entrepreneurship and Innovationn at Bloch plays an integral role in developinbg tomorrow’s entrepreneurs — people who will builxd new business, create and provide the growth and sustainability needexd for a successful future.
”
The Bloch School’s Council for Entrepreneurship and Innovation and the Institut e for Entrepreneurship and Innovationannounced Blank, co-founder of , as the recipient in a releasew Thursday. Blank will be honored as the 24th-annualk Entrepreneur of the Year AwardsDinner Oct. 8 at the . Blanjk helped build The Home Depot (NYSE: HD) into the world’sd largest home improvement retaileer andthe second-largest retailer in the Unitedr States. He co-founded the company in 1978 and retirecdas co-chairman in 2001.
“By honorinv entrepreneurs and innovators likeArthur Blank, alongf with our regional and student entrepreneurs, we marry the legacy and futurr of entrepreneurship in Kansas City and around the world,” Lee Bolman, interi m dean at the Bloch School, said in the “The Institute for Entrepreneurship and Innovationn at Bloch plays an integral role in developinbg tomorrow’s entrepreneurs — people who will builxd new business, create and provide the growth and sustainability needexd for a successful future.
”
Subscribe to:
Posts (Atom)