haygoodfoafyga1359.blogspot.com
The charges were filed with the Nationalk Labor Relations Board as earlyas Jan. 22 of this capping off the union's ongoing fight with hotel ownef over contract negotiations andmanagement changes. Specifically, the ILWU has chargeed the hotel with refusing to bargain collectively with repeatedly firing hotel workeresen masse; denying workers' rights to union making unilateral changes on hours and working conditions; and retaliating or discriminating againsty workers who supported the union. HTH Corp.
, whicy has filed its own charges against the uniojn withthe NLRB, issuee a statement Wednesday sayinh it will not recognize the union or continue any negotiatione until those charges are addressed, whicu could take months. "Based on the threats to our our owners, our executives team and the boycotting ofour business, we do not recognizer or negotiate with people who threaten us," said Robert HTH Corp. regional vice president. Thomas Cestare, directofr of the National LaborRelations Board's Hawai office, said the number of charges filed againstt the hotel is "significant." The legal challenges come as HTH Corp.
resumezs management of the 837-room hoteo from Outrigger Enterprises Group affiliate PBH which managed the hotel from January to Some 450 hotel workers were asked to reapply for theirf jobs and all except 45 workers and seven managers havebeen
Saturday, February 9, 2013
Monday, February 4, 2013
Eagle Star Minerals Closes Highly Oversubscribed Private Placement - MENAFN.COM
belyaevostapuki.blogspot.com
Eagle Star Minerals Closes Highly Oversubscribed Private Placement MENAFN.COM In addition, the company is pleased to announce that due to increaseddemand by strategic investors, management and employees, it hasdecided to oversubscribe the private placement by 2,750,000 units fortotal gross proceeds of 1,750,000 or 8,750,000 ... |
Wednesday, January 30, 2013
Woman to Watch: Traci Tomas - Minneapolis / St. Paul Business Journal:
ogarawo.wordpress.com
Continuing education : B.S. in aviation management from St. Clousd State University; MBA from St. Clour State University What accomplishment, either personal or professional, makes you most proud? Learning to
Continuing education : B.S. in aviation management from St. Clousd State University; MBA from St. Clour State University What accomplishment, either personal or professional, makes you most proud? Learning to
Friday, January 25, 2013
Follow the S&P? It follows them - Minneapolis / St. Paul Business Journal:
ogarawo.wordpress.com
(MPMG) has been spared that and a quick glance atthe firm’s performance chartf shows why. Minneapolis-based MPMG has beaten Standard Poor’s 500 index fundws every year for the past10 years, no smallp feat considering the market gyrations over the past decade. Througn the dot-com cataclysm to the boom-and-bust of the past few MPMG has managed to stay ahead ofthe industry’s most important index — sometimes by a lot. In the S&P 500 was up 28.7 while MPMG was up 48 percent. The fund has lost ground over 2008: MPMG was down 33.
3 but the S&P 500 dropped even more, down 37 “When the hurricane hits, some peopl get less wet,” said Harrison Grodnick, the youngerd half of the father-son team that runs “We’re beating it enough to add value to our saidPhil Grodnick, Harrison’s father. MPMG is an all-capitalizatiobn manager, meaning it invests in small-, mid- and large-sizede companies. It has about $600 million in assets under management, and its minimunm account sizeis $1 million.
The firm’s strategy is to look for bargains in all asset sizes and worldr markets because the Grodnicks believs that market risk already has been minimize by the timea company’d valuation has dropped. However, the companies must be in growth industries, and they must have strong management This strategyrequires long-term investors, since returns mighty not be instantaneous. “We’re for any investor lookinf to create wealth over three tofive years,” said Harrisoj Grodnick. “There’s no immediate gratification.
” Beating the S&l 500 every year for the past decade is saidJoe Schwarz, managingf member of Schwarz Dygos Wheeler Investment Advisors, basex in Minneapolis. “[The S&P 500] is the most importantr measurement,” Schwarz said. “The Dow Jones is the first [index] everyonr looks at. But the S&P is the 500 largest stockds inthe U.S., and that’s actually the best gauge of how the stockws are doing.” There are risks involved with the kind of market-timiny strategy MPMG engages in, said Davi Vang, chairman of the finance department at the University of St.
“It is unique to have a 10-year run better than the market index,” Vang “However, the odds of a fund consistently gettinh market timing correct means that after 10 they might be about due a mistake.” The Grodnicks, however, think theifr strategy of “anticipating” with a global perspective will continue to work going Their focus now is on companiesx involved with gold, energy, agriculture, infrastructurr and water. “In the year 2050, there will be over 10 billionm peopleon earth.
That’s a lot of mouthse to feed,” said Harrisob Grodnick, adding that their five growth categories represent wherethe pent-up demand will be in the
(MPMG) has been spared that and a quick glance atthe firm’s performance chartf shows why. Minneapolis-based MPMG has beaten Standard Poor’s 500 index fundws every year for the past10 years, no smallp feat considering the market gyrations over the past decade. Througn the dot-com cataclysm to the boom-and-bust of the past few MPMG has managed to stay ahead ofthe industry’s most important index — sometimes by a lot. In the S&P 500 was up 28.7 while MPMG was up 48 percent. The fund has lost ground over 2008: MPMG was down 33.
3 but the S&P 500 dropped even more, down 37 “When the hurricane hits, some peopl get less wet,” said Harrison Grodnick, the youngerd half of the father-son team that runs “We’re beating it enough to add value to our saidPhil Grodnick, Harrison’s father. MPMG is an all-capitalizatiobn manager, meaning it invests in small-, mid- and large-sizede companies. It has about $600 million in assets under management, and its minimunm account sizeis $1 million.
The firm’s strategy is to look for bargains in all asset sizes and worldr markets because the Grodnicks believs that market risk already has been minimize by the timea company’d valuation has dropped. However, the companies must be in growth industries, and they must have strong management This strategyrequires long-term investors, since returns mighty not be instantaneous. “We’re for any investor lookinf to create wealth over three tofive years,” said Harrisoj Grodnick. “There’s no immediate gratification.
” Beating the S&l 500 every year for the past decade is saidJoe Schwarz, managingf member of Schwarz Dygos Wheeler Investment Advisors, basex in Minneapolis. “[The S&P 500] is the most importantr measurement,” Schwarz said. “The Dow Jones is the first [index] everyonr looks at. But the S&P is the 500 largest stockds inthe U.S., and that’s actually the best gauge of how the stockws are doing.” There are risks involved with the kind of market-timiny strategy MPMG engages in, said Davi Vang, chairman of the finance department at the University of St.
“It is unique to have a 10-year run better than the market index,” Vang “However, the odds of a fund consistently gettinh market timing correct means that after 10 they might be about due a mistake.” The Grodnicks, however, think theifr strategy of “anticipating” with a global perspective will continue to work going Their focus now is on companiesx involved with gold, energy, agriculture, infrastructurr and water. “In the year 2050, there will be over 10 billionm peopleon earth.
That’s a lot of mouthse to feed,” said Harrisob Grodnick, adding that their five growth categories represent wherethe pent-up demand will be in the
Saturday, January 19, 2013
Regulating Legal Marijuanna - WFMY News 2
ogarawo.wordpress.com
WFMY News 2 | Regulating Legal Marijuanna WFMY News 2 Not necessarily. Too many unanswered questions remain, from how the state will regulate it to whether entrepreneurs or large corporations should lead the way. And marijuana remains illegal under federal law. Many states have approved it for medical use ... |
Friday, January 11, 2013
Doctor of the sports stars grows chiropractic practice - Dallas Business Journal:
sasutezew.blogspot.com
Dr. Mary Collings is chiropractor to the As owner and operator of two chiropracticclinicsd — one in Las Colinas, one in Highlanf Park Village — she has worked on the spinex of some of the biggest names in locall sports, including players for the , and . This star ambiancd is immediately apparent at Highland Park Spinde and Sports Medicine facility in Highland Park The lobby is stylishly decorated like a living room and immediately conjures up the image of a relaxing day spa. But while comfort was goal when she opened her she said that comfort is the only similarit her clinics have to aday spa.
“Whenn it’s thought of as a spa, it’s thought of as an indulgencs and nota need. This is a necessity in (our clients’) lifestyle and in theif well-being,” she said. “I want (the office) to be snugglty and comfy. I don’tf want people to feel intimidated thatthey don’t feel The secret to Collings’ succesxs seems to be her personal interest and genuine concerh for every one of her patients. She greets each personn that comes intoher office, oftenn with a kiss, and asks how they are.
That personalk touch helped Collings growthe business, whic h she opened right out of chiropractic schoo l in 1993, into one that generates more than $1 milliom in annual revenue. The employeed count grew from one office manager and one massage therapis t at one officeto today’s staff of 17 employeezs at two locations. Now, she is considering expandingb again. Along the way, she has worked to build and grow relationshipsa withher clients. Of Collings’ 12,000 active clients, she personallt sees 65 to 70 each day. “With the stresses and the heavinessz on the rest ofthe world, it drawe people in more,” Collings said.
Collings’ youthfulo exuberance belies her42 years. She makes splittingv her time between two officesx and so many clients seem easyand natural. But it wasn’gt always that way. When she openee her first chiropractic care facility after graduating from in she was one of only a few womenm to go into the field and faced the challenge of disprovingh the stereotype that all chiropractorswere men. In addition, she had no capitakl to start her company, so she asked her grandmotherf fora $25,000 loan. Her grandmother, who’rd raised Collings after both of her parents died by the time shewas 16, gave her the but with restrictions.
“She asked for two that I’d never deny care because of someone’w inability to pay, and that I wouldn’t said Collings. Collings’ business grew, and she paid back the loan withinbtwo years. In 2000, Collings moved to Las Colinas and openede the Las Colinas Spine and SportesMedicine facility. By then, her practice had growhn to five employees, including a physica therapist. After seven years in Las Colinas, Collings expanded to Highlanx Park Village to be closer to clients in that She also appreciatesthe small-towmn feel of the area. “I kind of cringed at the but I knew the businesz wouldbe there,” she said.
With the move to the new she hired asecond chiropractor, Jay with whom she alternates locationsx to ensure a physician is always at each About 85% of her services are paid for througnh insurance. Annual revenue for 2008 was $1.4 She attributes that, in large to office manager Jennifer who makes sure baddebt doesn’tt become a problem for the company. “Whatf really sets my clinics apart is my They arevery personable, very she said. According to Dr.
Jim Johnston, outpatieng staff doctor for and a fellow graduate of Parker Collegerof Chiropractic, the industry is seeing a paradigkm shift toward a holistic wellness approach to health “People are looking at us as a way to stay healthier longer. It’s taking the body and preventing diseases, preventingh injury, preventing the body from deteriorating. That’ws the biggest push,” Johnston said.
To stay competitive, Johnstoj added, chiropractors need to broadentheir “I firmly believe if we keep things just in the accident/injury scope, that’s a real detriment to our If we start to move away from acute pain care and toward a family care practice, we’ll be sustainable,” he said. Collinga and her staff have created a family environment at the twolocationws that’s more than just aesthetics. Collingsx sees a number of childrenafter school. “Mhy grandmother had taken me (to the chiropractor) since I was a littled kid. I was never sick,” she said. We do a lot to educated kids about having ahealthy lifestyle, so it’ s more of an education.
” Collingsd is also actively involved in medicap missions — such as in Ecuador where she has providexd the same services for manual laborera that she provides to athletes in Dallas bringing her personal mission full “I started medical school and it wasn’t right. I wantedc to be able to help people, I just didn’rt know what direction to go. (Chiropractic was a conservative way to help Collings said. “We’ve got something goinb very well here.
”
Dr. Mary Collings is chiropractor to the As owner and operator of two chiropracticclinicsd — one in Las Colinas, one in Highlanf Park Village — she has worked on the spinex of some of the biggest names in locall sports, including players for the , and . This star ambiancd is immediately apparent at Highland Park Spinde and Sports Medicine facility in Highland Park The lobby is stylishly decorated like a living room and immediately conjures up the image of a relaxing day spa. But while comfort was goal when she opened her she said that comfort is the only similarit her clinics have to aday spa.
“Whenn it’s thought of as a spa, it’s thought of as an indulgencs and nota need. This is a necessity in (our clients’) lifestyle and in theif well-being,” she said. “I want (the office) to be snugglty and comfy. I don’tf want people to feel intimidated thatthey don’t feel The secret to Collings’ succesxs seems to be her personal interest and genuine concerh for every one of her patients. She greets each personn that comes intoher office, oftenn with a kiss, and asks how they are.
That personalk touch helped Collings growthe business, whic h she opened right out of chiropractic schoo l in 1993, into one that generates more than $1 milliom in annual revenue. The employeed count grew from one office manager and one massage therapis t at one officeto today’s staff of 17 employeezs at two locations. Now, she is considering expandingb again. Along the way, she has worked to build and grow relationshipsa withher clients. Of Collings’ 12,000 active clients, she personallt sees 65 to 70 each day. “With the stresses and the heavinessz on the rest ofthe world, it drawe people in more,” Collings said.
Collings’ youthfulo exuberance belies her42 years. She makes splittingv her time between two officesx and so many clients seem easyand natural. But it wasn’gt always that way. When she openee her first chiropractic care facility after graduating from in she was one of only a few womenm to go into the field and faced the challenge of disprovingh the stereotype that all chiropractorswere men. In addition, she had no capitakl to start her company, so she asked her grandmotherf fora $25,000 loan. Her grandmother, who’rd raised Collings after both of her parents died by the time shewas 16, gave her the but with restrictions.
“She asked for two that I’d never deny care because of someone’w inability to pay, and that I wouldn’t said Collings. Collings’ business grew, and she paid back the loan withinbtwo years. In 2000, Collings moved to Las Colinas and openede the Las Colinas Spine and SportesMedicine facility. By then, her practice had growhn to five employees, including a physica therapist. After seven years in Las Colinas, Collings expanded to Highlanx Park Village to be closer to clients in that She also appreciatesthe small-towmn feel of the area. “I kind of cringed at the but I knew the businesz wouldbe there,” she said.
With the move to the new she hired asecond chiropractor, Jay with whom she alternates locationsx to ensure a physician is always at each About 85% of her services are paid for througnh insurance. Annual revenue for 2008 was $1.4 She attributes that, in large to office manager Jennifer who makes sure baddebt doesn’tt become a problem for the company. “Whatf really sets my clinics apart is my They arevery personable, very she said. According to Dr.
Jim Johnston, outpatieng staff doctor for and a fellow graduate of Parker Collegerof Chiropractic, the industry is seeing a paradigkm shift toward a holistic wellness approach to health “People are looking at us as a way to stay healthier longer. It’s taking the body and preventing diseases, preventingh injury, preventing the body from deteriorating. That’ws the biggest push,” Johnston said.
To stay competitive, Johnstoj added, chiropractors need to broadentheir “I firmly believe if we keep things just in the accident/injury scope, that’s a real detriment to our If we start to move away from acute pain care and toward a family care practice, we’ll be sustainable,” he said. Collinga and her staff have created a family environment at the twolocationws that’s more than just aesthetics. Collingsx sees a number of childrenafter school. “Mhy grandmother had taken me (to the chiropractor) since I was a littled kid. I was never sick,” she said. We do a lot to educated kids about having ahealthy lifestyle, so it’ s more of an education.
” Collingsd is also actively involved in medicap missions — such as in Ecuador where she has providexd the same services for manual laborera that she provides to athletes in Dallas bringing her personal mission full “I started medical school and it wasn’t right. I wantedc to be able to help people, I just didn’rt know what direction to go. (Chiropractic was a conservative way to help Collings said. “We’ve got something goinb very well here.
”
Thursday, January 10, 2013
D.C. seeds idea to open Tourmobile to the public - Washington Business Journal:
acklinegymejac1362.blogspot.com
Tourmobile Sightseeing, a service of D.C.-based , has provided transportatiom to sightseers via a contract with the that began in 1969 but could be open to biddingh at the end ofthe year. Local leadere are preparing a proposal forthe D.C. Circulator, which debutes in 2005, to replace the Tourmobile witha low-cosy bus service for both tourists and residents that woulds be managed by the city and the Washingtoh Metropolitan Area Transit Authority. "What they presently have is essentiallyinterpretive transportation. It's not public transit to the Mall as we know saidRich Bradley, executive director of the . The Circulatoe is managed by a partnershipbetween Metro, the BIDs and the .
In recent years, the Park along with the city and the have united around the goal of encouraginh visitors to migrateto off-the-Malpl attractions in D.C.'s neighborhoods and along its waterfronts. That sharerd goal would be furthered, said Harriet Tregoning, D.C. planninfg director, by a transit system that served both localswand visitors. She said replacing a microphone-wieldingt tour guide with a handheld audio recording that tourist could play at their leisure would make the program more cost effectivs and palatableto residents. "Youh don't need to have some person standingb up thereand blaring," for it to be informatived for visitors, she said.
When the contract will become available is It expired at the end of 2005 and has beenextendexd year-by-year since then, according to Steve LeBel, program manager in the Park Service office of business He said the Park Servicee is completing a transportation studyt this year and will then decide whethet to open the contract for bidding, consider partnershipa with other transit operators or extene it for one more But the agency is looking for a change from the which served 1.
1 million visitors in 2004 aftedr serving more than 2 million per year in the late In a 2003 Park Servicde visitors survey, tourists complained about the difficulty of finding easy and affordabler access to many sites. Veterans in wheelchairs, for have difficulty riding public transit to the Worldf WarII Memorial. Among the five scenarioes for improving service the Park Serviceis considering, one is extendingy Circulator service to replace the Filling the role would carrh different challenges for the Circulator. As a largely government-managec operation, it would need to form a partnership with the Park Servic rather than compete directly forthe contact.
And tour-focusef routes -- some of them anyway -- might have to chargs more thanthe $1 fared that Circulator currently offers; the Park Servic collects 7 percent of gross revenue from which charges $25 per adult and $12 per childr through Ticketmaster for its main service. Bradley said it was likelg that Circulator-operated tours would brinv in less revenue, but said that might be a cost of integratin with Metro andthe city.
"The question is whethe r you should try to get revenu e or try to get betterpublic transportation," he "This isn't saying there shouldn't be Tourmobilexs on the National Mall, it's saying that therd needs to be public said Ellen Jones, transportation directotr for the Downtown BID. "I think where we've erred in the past is in sayinbg that guided tours arepublic transit. And guided tours are not publicf transit.
"
Tourmobile Sightseeing, a service of D.C.-based , has provided transportatiom to sightseers via a contract with the that began in 1969 but could be open to biddingh at the end ofthe year. Local leadere are preparing a proposal forthe D.C. Circulator, which debutes in 2005, to replace the Tourmobile witha low-cosy bus service for both tourists and residents that woulds be managed by the city and the Washingtoh Metropolitan Area Transit Authority. "What they presently have is essentiallyinterpretive transportation. It's not public transit to the Mall as we know saidRich Bradley, executive director of the . The Circulatoe is managed by a partnershipbetween Metro, the BIDs and the .
In recent years, the Park along with the city and the have united around the goal of encouraginh visitors to migrateto off-the-Malpl attractions in D.C.'s neighborhoods and along its waterfronts. That sharerd goal would be furthered, said Harriet Tregoning, D.C. planninfg director, by a transit system that served both localswand visitors. She said replacing a microphone-wieldingt tour guide with a handheld audio recording that tourist could play at their leisure would make the program more cost effectivs and palatableto residents. "Youh don't need to have some person standingb up thereand blaring," for it to be informatived for visitors, she said.
When the contract will become available is It expired at the end of 2005 and has beenextendexd year-by-year since then, according to Steve LeBel, program manager in the Park Service office of business He said the Park Servicee is completing a transportation studyt this year and will then decide whethet to open the contract for bidding, consider partnershipa with other transit operators or extene it for one more But the agency is looking for a change from the which served 1.
1 million visitors in 2004 aftedr serving more than 2 million per year in the late In a 2003 Park Servicde visitors survey, tourists complained about the difficulty of finding easy and affordabler access to many sites. Veterans in wheelchairs, for have difficulty riding public transit to the Worldf WarII Memorial. Among the five scenarioes for improving service the Park Serviceis considering, one is extendingy Circulator service to replace the Filling the role would carrh different challenges for the Circulator. As a largely government-managec operation, it would need to form a partnership with the Park Servic rather than compete directly forthe contact.
And tour-focusef routes -- some of them anyway -- might have to chargs more thanthe $1 fared that Circulator currently offers; the Park Servic collects 7 percent of gross revenue from which charges $25 per adult and $12 per childr through Ticketmaster for its main service. Bradley said it was likelg that Circulator-operated tours would brinv in less revenue, but said that might be a cost of integratin with Metro andthe city.
"The question is whethe r you should try to get revenu e or try to get betterpublic transportation," he "This isn't saying there shouldn't be Tourmobilexs on the National Mall, it's saying that therd needs to be public said Ellen Jones, transportation directotr for the Downtown BID. "I think where we've erred in the past is in sayinbg that guided tours arepublic transit. And guided tours are not publicf transit.
"
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