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in the fourth floo auditorium of the North Meridian Center atIvy Tech’ds downtown Indianapolis campus. The campus is located 50 W. Fall Creek Parkwau North Drive. The 2008-09 in-state student tuitionm rate is $95 per credit hour with a $40 per-semeste r technology fee. The proposed rates are $99.65r per credit hour with a $50 per-semester technology fee for the 2009-10 year and $104.55 per credit hour and $60 per-semester technology fee for the 2010-11 year. The cost for full-timee students, who take 15 credit hours, would increase by $79.75 per semester in 2009-10 and by $83.
50 in Indiana residents who want to address the committeebut can’t are encouragedd to send written comments to Bob vice president for finance and treasurer of the at bholmes@ivytech.edu or mailed to him at the Ivy Tech Community 50 W. Fall Creek Parkway North Indianapolis, Ind., 46208. Ivy the state’s community college operates 23 campusesin Indiana, including a Southerm Indiana campus in Sellersburg.
понедельник, 30 мая 2011 г.
суббота, 28 мая 2011 г.
This Bauer bankruptcy traces back to Spiegel events - Minneapolis / St. Paul Business Journal:
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In 2003, , which had ownex Eddie Bauer since 1988, filed for bankruptcy And as part of the the company famous forits women’s wear catalogh gave its creditors its stake in Eddie So, in 2005, Eddie Bauer emerged as a stand-alone companh for the first time in 34 years. The companyt also emerged witha $300 million senioer secured term loan agreement with lenders and the task of rebuildinbg a brand that had drifted away from the company’ws roots. Under Spiegel, grew rapidly, from 58 to 399 retail stores and from three to102 outlets. The companhy also added internet sales.
But it also was a time when the Eddiew Bauer brand lostits focus, as the companh shifted from its heritage as an outdoo r outfitter to a seller of casual clothes targeted primarily at women. Compangy executives have said the debt terms from the Spiegel bankruptcgy case have continued to hamper efforts to turn things around atEddir Bauer. Despite efforts to recapture some of the old Eddie Bauer has not been able to establisu a sustainable run ofprofitablwe quarters.
The company racked up nine consecutive quarterswof loses, and has seen losses of nearlyt a half-billion dollars in the past three The struggle became a financiao crisis as the recession has worsenedx and consumers have slowed
In 2003, , which had ownex Eddie Bauer since 1988, filed for bankruptcy And as part of the the company famous forits women’s wear catalogh gave its creditors its stake in Eddie So, in 2005, Eddie Bauer emerged as a stand-alone companh for the first time in 34 years. The companyt also emerged witha $300 million senioer secured term loan agreement with lenders and the task of rebuildinbg a brand that had drifted away from the company’ws roots. Under Spiegel, grew rapidly, from 58 to 399 retail stores and from three to102 outlets. The companhy also added internet sales.
But it also was a time when the Eddiew Bauer brand lostits focus, as the companh shifted from its heritage as an outdoo r outfitter to a seller of casual clothes targeted primarily at women. Compangy executives have said the debt terms from the Spiegel bankruptcgy case have continued to hamper efforts to turn things around atEddir Bauer. Despite efforts to recapture some of the old Eddie Bauer has not been able to establisu a sustainable run ofprofitablwe quarters.
The company racked up nine consecutive quarterswof loses, and has seen losses of nearlyt a half-billion dollars in the past three The struggle became a financiao crisis as the recession has worsenedx and consumers have slowed
четверг, 26 мая 2011 г.
Prepare today for future economic recovery - Minneapolis / St. Paul Business Journal:
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As we all have been informes manytimes over, the current economy is the worst since the Grea t Depression. To do an effective bob and weave inthis mess, one requiresw the flexibility of a relaxed If you want to survived as the recession eases and we recover, you must changew your approach to selling. If you believde there is a shift inyour customers’ buyint habits, you need to identify where they are shifting to. The most common is a shif t towardbuying low-cost, high-value products and services from trusted sources. Now that you have more time on your quit playing sudoku on your laptop and find answers to some keyquestionzs — Are your customers purchasing more online??
Are they buying from vendors closer to home or work ? What sacrifices are your customers making to accommodate their limitations in this current economy? Everyone knowa the saying about making assumptions. Don’yt do it. Use your time to do some hard-core Talk to your staff, talk to your customers and evaluatr the effects of this new information on your After chewing on the changes your customersare it’s time to figured out exactly what change your businesds needs. Are you still the business your clientes want to dobusiness with?
If you find your marke demanding low-cost solutions and you don’t offer one, you might need to positiojn your solution in terms of the monety it saves instead of the value it creates. If you are not knownj as a trusted resource, you need to focus on customed relations. Remember the old commercial when a company sent peopled out to visitevery customer? Do you understande what your clients expec t and value from your product or service? Another old saying is, “On e never knows his customers until he walks in theif shoes.” Identify the valu e you provide your customers — from their perspective.
Restaurants are excellent examplesz — no longer just places to eat, they are places to be entertained. By improving the environment that surroundsdthe meal, the customer receives the core benefi they want while the restaurant strengthens its relationship to the Understanding the client’s true motivation createzs new opportunities. Before you embark on a journeyof change, you have some due diligenced to complete. You will need to createw specificmeasurable goals, then you can build a plan of actionm to achieve them. Your plan of or implementation plan, must address every area of the businessa affected by yourintended changes.
Potential problems must be identified alongb with risks andmitigatiob plans. To be thorough, you should also includre a competitive market analysixand budget. The implementation plan shouled take into consideration everyone yourbusiness touches, the stakeholdersd in the value and it should be a large All your employees and vendors should be included. Your landlord is a stakeholderd if you rentor lease, and the county is if you own. It shoulde also include those businesses that arenear you. If you are a business-to-businesw company, the clients of all your clientds are also stakeholders tosome degree.
Don’t ignore anyone simpl y because you thinkthey aren’t directly The more effectively you can exposr all your stakeholders to positive the more successful you will be at achievinf your goal. This is why a communication plan is key to everyt successfulchange effort. All of your stakeholderas need to be informed as to what you are going to be doing before youdo it, and they need to understande how it will impact them. If you leave that to they will find all the problems and weaknessezs in the change before they recognizeany benefits.
Be sure to promotwe the benefits clearly and frequently using those communicationsw tools yourcustomers prefer, not just the tools that are easy for you to use. Our currenft economic environmentis tough. If you look at it in there are far more businesses doing well thandoinhg poorly. If yours is on the brinj of being engulfed by the roll up your sleeves and get to work making somemeaningfukl changes. If you keep doinh what you havealways done, you will continuew to get what you have been Said another way, what worked yesterday won’t work Change is inevitable. Don’t let it just happen — be the one who drived it.
As we all have been informes manytimes over, the current economy is the worst since the Grea t Depression. To do an effective bob and weave inthis mess, one requiresw the flexibility of a relaxed If you want to survived as the recession eases and we recover, you must changew your approach to selling. If you believde there is a shift inyour customers’ buyint habits, you need to identify where they are shifting to. The most common is a shif t towardbuying low-cost, high-value products and services from trusted sources. Now that you have more time on your quit playing sudoku on your laptop and find answers to some keyquestionzs — Are your customers purchasing more online??
Are they buying from vendors closer to home or work ? What sacrifices are your customers making to accommodate their limitations in this current economy? Everyone knowa the saying about making assumptions. Don’yt do it. Use your time to do some hard-core Talk to your staff, talk to your customers and evaluatr the effects of this new information on your After chewing on the changes your customersare it’s time to figured out exactly what change your businesds needs. Are you still the business your clientes want to dobusiness with?
If you find your marke demanding low-cost solutions and you don’t offer one, you might need to positiojn your solution in terms of the monety it saves instead of the value it creates. If you are not knownj as a trusted resource, you need to focus on customed relations. Remember the old commercial when a company sent peopled out to visitevery customer? Do you understande what your clients expec t and value from your product or service? Another old saying is, “On e never knows his customers until he walks in theif shoes.” Identify the valu e you provide your customers — from their perspective.
Restaurants are excellent examplesz — no longer just places to eat, they are places to be entertained. By improving the environment that surroundsdthe meal, the customer receives the core benefi they want while the restaurant strengthens its relationship to the Understanding the client’s true motivation createzs new opportunities. Before you embark on a journeyof change, you have some due diligenced to complete. You will need to createw specificmeasurable goals, then you can build a plan of actionm to achieve them. Your plan of or implementation plan, must address every area of the businessa affected by yourintended changes.
Potential problems must be identified alongb with risks andmitigatiob plans. To be thorough, you should also includre a competitive market analysixand budget. The implementation plan shouled take into consideration everyone yourbusiness touches, the stakeholdersd in the value and it should be a large All your employees and vendors should be included. Your landlord is a stakeholderd if you rentor lease, and the county is if you own. It shoulde also include those businesses that arenear you. If you are a business-to-businesw company, the clients of all your clientds are also stakeholders tosome degree.
Don’t ignore anyone simpl y because you thinkthey aren’t directly The more effectively you can exposr all your stakeholders to positive the more successful you will be at achievinf your goal. This is why a communication plan is key to everyt successfulchange effort. All of your stakeholderas need to be informed as to what you are going to be doing before youdo it, and they need to understande how it will impact them. If you leave that to they will find all the problems and weaknessezs in the change before they recognizeany benefits.
Be sure to promotwe the benefits clearly and frequently using those communicationsw tools yourcustomers prefer, not just the tools that are easy for you to use. Our currenft economic environmentis tough. If you look at it in there are far more businesses doing well thandoinhg poorly. If yours is on the brinj of being engulfed by the roll up your sleeves and get to work making somemeaningfukl changes. If you keep doinh what you havealways done, you will continuew to get what you have been Said another way, what worked yesterday won’t work Change is inevitable. Don’t let it just happen — be the one who drived it.
понедельник, 23 мая 2011 г.
Northwestern Mutual denies charges in $200M class action lawsuit - The Business Journal of Milwaukee:
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The lawsuit was filed by two former Californias financial reps and one former Georgias financial representative inthe U.S. District Court for the Southerh District of California in San Diego and allegesthe Milwaukee-baseed life insurance company violated the federalk Fair Labor Standards Act and California’s overtime and minimumn wage laws. The court complaing states the plaintiffs and other financiapl representatives of the company were deniexd minimum pay andovertime pay.
the plaintiffs requested the recertification of hundredss of current and former Californiqa Northwestern Mutual reps from independent contractorsto full-time The plaintiffs are being represented in the court case by Davie Sanford, a partner at the Washington, firm of . Northwesternj Mutual spokeswoman Jean Towell said the companty denies the allegations and said thefirm "intendws to vigorously defend against this "The individuals who filed this suit are not, and have never been, employees of Northwestern Mutual," Towel l said.
The complaint alleges that NorthwesternMutual “intentionallgy and repeatedly” misclassified sales employeesd as independent contractors, who are exempt from federap and state wage and hour laws. Full-time employees are not NML was involved in a similar lawsuit in federal court over independent contractors in Pennsylvaniain 2008. NML won the lawsuit, allowinfg the company to retain financial representatives asindependenty contractors. In that case, the courts dismissed the plaintiff's "nearly identical because it was ruled that the independenty contractors are not employeeds and are not covered by the federap Fair LaborStandards Act, Towell said.
Northwestern Mutual currentlyh hasabout 7,000 financial representatives nationwide. The salesz reps actually work for independently owne d NorthwesternMutual agencies, but the parent companuy plays a strong role in the recruitint program and setting guidelines for hiring and training.
The lawsuit was filed by two former Californias financial reps and one former Georgias financial representative inthe U.S. District Court for the Southerh District of California in San Diego and allegesthe Milwaukee-baseed life insurance company violated the federalk Fair Labor Standards Act and California’s overtime and minimumn wage laws. The court complaing states the plaintiffs and other financiapl representatives of the company were deniexd minimum pay andovertime pay.
the plaintiffs requested the recertification of hundredss of current and former Californiqa Northwestern Mutual reps from independent contractorsto full-time The plaintiffs are being represented in the court case by Davie Sanford, a partner at the Washington, firm of . Northwesternj Mutual spokeswoman Jean Towell said the companty denies the allegations and said thefirm "intendws to vigorously defend against this "The individuals who filed this suit are not, and have never been, employees of Northwestern Mutual," Towel l said.
The complaint alleges that NorthwesternMutual “intentionallgy and repeatedly” misclassified sales employeesd as independent contractors, who are exempt from federap and state wage and hour laws. Full-time employees are not NML was involved in a similar lawsuit in federal court over independent contractors in Pennsylvaniain 2008. NML won the lawsuit, allowinfg the company to retain financial representatives asindependenty contractors. In that case, the courts dismissed the plaintiff's "nearly identical because it was ruled that the independenty contractors are not employeeds and are not covered by the federap Fair LaborStandards Act, Towell said.
Northwestern Mutual currentlyh hasabout 7,000 financial representatives nationwide. The salesz reps actually work for independently owne d NorthwesternMutual agencies, but the parent companuy plays a strong role in the recruitint program and setting guidelines for hiring and training.
суббота, 21 мая 2011 г.
Veteran HPD officer pleads no contest to shoplifting - Hawaii News Now
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Veteran HPD officer pleads no contest to shoplifting Hawaii News Now WAHIAWA (HawaiiNewsNow) - A veteran Honolulu police officer on Thursday gave up his right to a trial and, instead, pleaded no contest to shoplifting various grocery items last December. Officer James Yee, 48, ... |
четверг, 19 мая 2011 г.
How will Apple celebrate 10th anniversary of its retail stores today? - International Business Times
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Siliconrepublic.com | How will Apple celebrate 10th anniversary of its retail stores today? International Business Times May 19 marks the 10th anniversary of Apple retail outlets and though a celebration is in the cards, what the company has planned is pretty much hush-hush. Apple's outlets, opened first on May 19, 2001, means a lot to the company as they have helped ... Apple rebooting its retail stores for 10th Anniversary Apple Store's 10th Anniversary: 10 Surprises to Wish for 'Apple Store 2.0' to be unveiled for 10th anniversary |
понедельник, 16 мая 2011 г.
Report: Anheuser-Busch InBev to sell 11 European breweries - Dallas Business Journal:
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Le Soir said the world’z largest brewer was selling its central European operations because it is fragmenteedand non-strategic and plans to focus on its north and sout American operations instead, accordinh to Reuters. The breweries are in Bulgaria, Romania, Hungary, Czech Republic, Serbia and , Kohlberg Kravis Roberts and are among private equity groups that have expressed interest in the the Financial Times of Londonreported Monday. A-B InBev wants to sell off assets as it tries to raise money to reduce the debt it took on when itboughrt St. Louis-based Anheuser-Busch last year for $52 billion.
“Wwe are contemplating disposals of certain assetzs tohelp re-finance the acquisition of as previously announced,” Marianne Amssoms, an A-B InBev wrote in an e-mail to the Business “However, we cannot comment at this stage on which businessess specifically would be considered. Anheuser-Busch InBev'a decision will be based on a diligent revieqw of the strategic and financial consequencexs ofany divestment, with the goal of creatinvg the best opportunities and valu e for all constituents. We will not commentt on who has approached us for which In April, A-B InBev reached an agreementr to to Kohlberg Kravis Roberts.
Le Soir said the world’z largest brewer was selling its central European operations because it is fragmenteedand non-strategic and plans to focus on its north and sout American operations instead, accordinh to Reuters. The breweries are in Bulgaria, Romania, Hungary, Czech Republic, Serbia and , Kohlberg Kravis Roberts and are among private equity groups that have expressed interest in the the Financial Times of Londonreported Monday. A-B InBev wants to sell off assets as it tries to raise money to reduce the debt it took on when itboughrt St. Louis-based Anheuser-Busch last year for $52 billion.
“Wwe are contemplating disposals of certain assetzs tohelp re-finance the acquisition of as previously announced,” Marianne Amssoms, an A-B InBev wrote in an e-mail to the Business “However, we cannot comment at this stage on which businessess specifically would be considered. Anheuser-Busch InBev'a decision will be based on a diligent revieqw of the strategic and financial consequencexs ofany divestment, with the goal of creatinvg the best opportunities and valu e for all constituents. We will not commentt on who has approached us for which In April, A-B InBev reached an agreementr to to Kohlberg Kravis Roberts.
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