acklinegymejac1362.blogspot.com
The fast-food chain signed a 25-year lease deal effectived May 7 to take overa 10,000-square-foot shuttereds Roadhouse Grill near the corner of Michigan Street and Orange said Mary Hurley, real estate and leasing manager for landlorde Chick-Fil-A’s plans include demolishing the existing buildinv and building a 3,800-square-foot restaurant with drive-through, Hurle told Orlando Business Journal. The companies involved would not disclosr financial details of the Jorge Rodriguez with in Orlandorepresented Orlando-baseed Pineloch in the deal. Chick-fil-A was not representer by a broker.
Chick-fil-wA is slated to meet with the cityof Orlando’s engineer for a pre-construction meeting this week, Hurley Roadhouse Grill in May 2008 converted from Chapted 11 bankruptcy protection to Chapter 7 closing restaurants in Daytona Beach, Orlando, Titusville and Winter Park.
Friday, August 31, 2012
Thursday, August 30, 2012
Will Dispute Prevents Burial of Sherman Hemsley - ABC News
ysynut.wordpress.com
ABC News | Will Dispute Prevents Burial of Sherman Hemsley ABC News Will Dispute Prevents Burial of Sherman Hemsley. By JUAN CARLOS LLORCA Associated Press. EL PASO, Texas August 30, 2012 (AP). PHOTO: Sherman Hemsley, who became famous for his role as television's George Jefferson,. Sherman Hemsley, who ... |
Tuesday, August 28, 2012
Please To Kindly Eff Off: Texans Apparently Both Polite and Potty-Mouthed on ... - Houston Press (blog)
iqukikofor.wordpress.com
Houston Press (blog) | Please To Kindly Eff Off: Texans Apparently Both Polite and Potty-Mouthed on ... Houston Press (blog) One side effect of social networking that is rarely discussed by the public at large is the massive amounts of data gathered every day about our habits online. Every time you publish something on Twitter or Facebook or, God help you, MySpace, it is ... |
Monday, August 27, 2012
An Interview with a newsmaker: Mike and Mickey Turner, Owners of Freedom Court Reporting - Birmingham Business Journal:
lebexab.wordpress.com
Since they opened the the business has grown to become one of the largesgt court reporting firms inthe Southeast, with six officed in the state. The couple, who met on a blinx date, have more than 30 yearx of experience in the court reporting businesas and say they have probably taken morethan 10,000o depositions – including many in foreignb countries. Mickey Turner was even hired to transcribew a speech by PresidentBill Clinton. BBJ: How did you get into the courgtreporting business. Mickey Turner: My dad actually founsd out about it and thought it wouldf be agood career. After I checked into it, it seemer so interesting.
Mike Turner: Mickey and I met on a blind date, and when I graduated, she was a reportefr already, so I went to Plainview (Texas)...and became a reportert too. BBJ: How much has the businesxs changed since you enteredthe industry? Mike There have been big time When I first started, you would type with a stenograph – a little machined (with keys) that lookeds like hieroglyphics. Today, we use the same basicd machine, but the machines are computerized now and they translate the hieroglyphicws intotext instantly. It has changed dramatically. BBJ: Why do you thinko Freedom Court Reporting has been able to grow so much in size inthrere years?
Mickey Turner: Being in the businesa for 30 years, we’ve got so many friends. It’s such a greayt group of people. Mike Turner: We’rse really blessed there. Part of it is our In about anythingwe do, we look at our business and what the client wants and how we can betted serve them. It’s having that . We do (We think) what would our needs be if we were in that Mickey Turner: It’s personal servicew and nowadays, unfortunately in a lot of industries, that’e gone away. But they know they can call Mike Turneer orMickey Turner’s cell phone. BBJ: What’w your primary client base?
Mike Turner: Law sole practioners – any lawyer who need to take depositions or court Our clients are ultimately thelitigationh lawyers. We have worked all across the state. We have six officesx across the state withconference facilities. BBJ: What’e your favorite part about being in the courtreporting business?? Mickey Turner: It’s a fun business. Our clients are just great Lawyers are some of the nicestpeople you’ll ever They are very charity-oriented and civic-minded. Mike Unlike some of the joke syou hear. It’s fun being with thosse people.
(And) most aspects of what we do arevery You’re dealing with myriad subjects and learning about a lot of differenty things. Mickey Turner: Some people go to and otherws go to courtreporting school.
Since they opened the the business has grown to become one of the largesgt court reporting firms inthe Southeast, with six officed in the state. The couple, who met on a blinx date, have more than 30 yearx of experience in the court reporting businesas and say they have probably taken morethan 10,000o depositions – including many in foreignb countries. Mickey Turner was even hired to transcribew a speech by PresidentBill Clinton. BBJ: How did you get into the courgtreporting business. Mickey Turner: My dad actually founsd out about it and thought it wouldf be agood career. After I checked into it, it seemer so interesting.
Mike Turner: Mickey and I met on a blind date, and when I graduated, she was a reportefr already, so I went to Plainview (Texas)...and became a reportert too. BBJ: How much has the businesxs changed since you enteredthe industry? Mike There have been big time When I first started, you would type with a stenograph – a little machined (with keys) that lookeds like hieroglyphics. Today, we use the same basicd machine, but the machines are computerized now and they translate the hieroglyphicws intotext instantly. It has changed dramatically. BBJ: Why do you thinko Freedom Court Reporting has been able to grow so much in size inthrere years?
Mickey Turner: Being in the businesa for 30 years, we’ve got so many friends. It’s such a greayt group of people. Mike Turner: We’rse really blessed there. Part of it is our In about anythingwe do, we look at our business and what the client wants and how we can betted serve them. It’s having that . We do (We think) what would our needs be if we were in that Mickey Turner: It’s personal servicew and nowadays, unfortunately in a lot of industries, that’e gone away. But they know they can call Mike Turneer orMickey Turner’s cell phone. BBJ: What’w your primary client base?
Mike Turner: Law sole practioners – any lawyer who need to take depositions or court Our clients are ultimately thelitigationh lawyers. We have worked all across the state. We have six officesx across the state withconference facilities. BBJ: What’e your favorite part about being in the courtreporting business?? Mickey Turner: It’s a fun business. Our clients are just great Lawyers are some of the nicestpeople you’ll ever They are very charity-oriented and civic-minded. Mike Unlike some of the joke syou hear. It’s fun being with thosse people.
(And) most aspects of what we do arevery You’re dealing with myriad subjects and learning about a lot of differenty things. Mickey Turner: Some people go to and otherws go to courtreporting school.
Sunday, August 26, 2012
March home sales down, but pending sales, prices rise - Memphis Business Journal:
burdukovahycel.blogspot.com
There were 1,268 homes sales in down 39.6 percent compared to 2,100 homes sold in Marchy 2008. “While sales were down in activity is increasing as evidenced by another rise in pending sales and reports by area Realtoras seeing more interest fromprospective buyers,” MAAR president Jon Albright said in a Pending sales were up 9 percent from the third straight month of increases. The average sales price was $113,215t for March, down 9.7 percent compared to $125,31o last March, but up 7 percent from Februarythis year.
“Salexs prices seem to be as we’ve seen increases in average sales price each month since theyear began,” Albright This March saw a saleds volume of $143.6 million, down 45.4 percent from $263.23 million from March 2008. The three-county area had 226 foreclosure sales in down 58.1 percent compared to 539 foreclosur sales for last March.
There were 1,268 homes sales in down 39.6 percent compared to 2,100 homes sold in Marchy 2008. “While sales were down in activity is increasing as evidenced by another rise in pending sales and reports by area Realtoras seeing more interest fromprospective buyers,” MAAR president Jon Albright said in a Pending sales were up 9 percent from the third straight month of increases. The average sales price was $113,215t for March, down 9.7 percent compared to $125,31o last March, but up 7 percent from Februarythis year.
“Salexs prices seem to be as we’ve seen increases in average sales price each month since theyear began,” Albright This March saw a saleds volume of $143.6 million, down 45.4 percent from $263.23 million from March 2008. The three-county area had 226 foreclosure sales in down 58.1 percent compared to 539 foreclosur sales for last March.
Friday, August 24, 2012
Architects, contractors feel the weight of the slowdown - Philadelphia Business Journal:
lebexab.wordpress.com
Contractors turn to architectural firms to gauges how much work they have to look forwardd to and this year that pipeline of work isextremelty light. “Workload for architects is really the canary in the coal mine for theconstructionh industry,” said Walter P. Palmer III, presidentt and CEO of the General Building Contractors Associationin Philadelphia. “Somwe architectural firms are down to three days a laid off the majority of their staff and several architecturao institutionsgraduating five-year architects that have nowhered to go to get a job. That presentsz a rippling effect that come s across theconstruction industry.
Our entire board of directors tell me 2010 is goingv to be much worse than A convergence of developers delaying projects or halting and lenders still not funding developments has put a squeeze on architectssand contractors. The construction industruy has already been hit with a 12 percent declinw in employment inthe five-county region betwee n 2007 and the first part of this according to the Bureau of Labor Statistics. Man hourws are off by about 25 percent fromlast year’e high, Palmer said. Architects were extremely busy betweebn 2003 and 2007 with last year considered a peak, according to John executive director at the Philadelphia chapter of the Americaj Institute of Architects.
Firm s had a fairly long line of businesxs racked up forthe future, Claypoolp said. But no more. Some architectural firmd have already beenearly SPG3, which was involvede in retail and entertainment, has slashedf its staff and launched a major restructuring. Ted co-founder of , saw the firstr six months of last year asthe firm’sx best, but this year is Doing a mix of projects and not focusingv on one area has helped. “Everyonse is busy, but it’s the big projects that give Agoos said. The firm has taken on shorter projects to sustainbthe staff. It also cut down the work week.
“Thde challenge we face as an industry is everyone is burning off backloy as fast as they canreplenish it,” said Terru Steelman at Ballinger, a Philadelphia architecturalk firm. “That is all going to tricklew down to the construction We think 2009 has clearly been a challenginf year and 2010 is going to be a very challenginhg year unless things start to happen and start tohappenn quickly.” Contractors find they need to quickluy adjust to survive. “Our theme for this year is to analyzre and adaptto achieve,” Palmer said. Alreadyt contractors are engaging in a bidding frenzyt over any project thatcomesx up.
Contractors are undercutting bids just to win work and inothet situations, major constructing companies are bidding on minusculde projects that were once the territorhy of small firms. “Where therre used to be two or three bidderson projects, now there are 20 and 30,” Palmef said. has “rightsized,” cutting 20 percent of its office andfieldc staff, said Steve Pouppirt, president. Clemens hasn’t gone afterr work for no profit just to keep Pouppirt said.
Emily Bittenbender, managinv partner of , formed two new divisions as a way to ginup “We have to adapt to this environment,” Bittenbender “People are so optimistic that it’s going to turn arounr soon, but my concern is we’r e looking out a couple Bittenbender started a sustainablre program-management business to assisgt government agencies seeking stimulus funds for projects but which lack the staff to supporgt and oversee them. The other new businessd is a carpentry unit that will go after federal contracts as a Architects are also venturing intonew areas.
Ballinger rampedc up writing grant applicationas for institutions seeking stimulus fundstargetiny research. These grants require a schematic design of what they intend to do withthe
Contractors turn to architectural firms to gauges how much work they have to look forwardd to and this year that pipeline of work isextremelty light. “Workload for architects is really the canary in the coal mine for theconstructionh industry,” said Walter P. Palmer III, presidentt and CEO of the General Building Contractors Associationin Philadelphia. “Somwe architectural firms are down to three days a laid off the majority of their staff and several architecturao institutionsgraduating five-year architects that have nowhered to go to get a job. That presentsz a rippling effect that come s across theconstruction industry.
Our entire board of directors tell me 2010 is goingv to be much worse than A convergence of developers delaying projects or halting and lenders still not funding developments has put a squeeze on architectssand contractors. The construction industruy has already been hit with a 12 percent declinw in employment inthe five-county region betwee n 2007 and the first part of this according to the Bureau of Labor Statistics. Man hourws are off by about 25 percent fromlast year’e high, Palmer said. Architects were extremely busy betweebn 2003 and 2007 with last year considered a peak, according to John executive director at the Philadelphia chapter of the Americaj Institute of Architects.
Firm s had a fairly long line of businesxs racked up forthe future, Claypoolp said. But no more. Some architectural firmd have already beenearly SPG3, which was involvede in retail and entertainment, has slashedf its staff and launched a major restructuring. Ted co-founder of , saw the firstr six months of last year asthe firm’sx best, but this year is Doing a mix of projects and not focusingv on one area has helped. “Everyonse is busy, but it’s the big projects that give Agoos said. The firm has taken on shorter projects to sustainbthe staff. It also cut down the work week.
“Thde challenge we face as an industry is everyone is burning off backloy as fast as they canreplenish it,” said Terru Steelman at Ballinger, a Philadelphia architecturalk firm. “That is all going to tricklew down to the construction We think 2009 has clearly been a challenginf year and 2010 is going to be a very challenginhg year unless things start to happen and start tohappenn quickly.” Contractors find they need to quickluy adjust to survive. “Our theme for this year is to analyzre and adaptto achieve,” Palmer said. Alreadyt contractors are engaging in a bidding frenzyt over any project thatcomesx up.
Contractors are undercutting bids just to win work and inothet situations, major constructing companies are bidding on minusculde projects that were once the territorhy of small firms. “Where therre used to be two or three bidderson projects, now there are 20 and 30,” Palmef said. has “rightsized,” cutting 20 percent of its office andfieldc staff, said Steve Pouppirt, president. Clemens hasn’t gone afterr work for no profit just to keep Pouppirt said.
Emily Bittenbender, managinv partner of , formed two new divisions as a way to ginup “We have to adapt to this environment,” Bittenbender “People are so optimistic that it’s going to turn arounr soon, but my concern is we’r e looking out a couple Bittenbender started a sustainablre program-management business to assisgt government agencies seeking stimulus funds for projects but which lack the staff to supporgt and oversee them. The other new businessd is a carpentry unit that will go after federal contracts as a Architects are also venturing intonew areas.
Ballinger rampedc up writing grant applicationas for institutions seeking stimulus fundstargetiny research. These grants require a schematic design of what they intend to do withthe
Thursday, August 23, 2012
Re-branding retells a company
iqukikofor.wordpress.com
If so, you may be amonh those who have taken note as oneof America’s iconix brands — — decided to change the longtimes look on the juice’s package, only to pull a quick about-facer and bring it back again. In January, Tropicansa replaced the venerable orange and protrudingf straw with an imags of a tall glass of juics wrapped around the side ofthe box. Tropicansa also altered the type style and positioning of the wordss onthe carton. Then all hell broke loose. Consumers complainedf immediatelyand loudly.
They blogged, twittered, e-mailedf and called to say the new packaginy made it more difficult to find theitr favorite juice on the shelves and to determine what type of juicd was in thecartonb (some pulp, extra pulp, just a hint of no pulp, orange-banana, orange-pineapple and so forth ). In coverinh this case of re-branding gone bad, New York Times advertisinfg columnist Stuart Elliot calledit Pepsi’s version of “New Coke” ( Inc.
owns and quoted Tropicana executive NeilCampbell saying, “We underestimatexd the deep emotional bond” that consumers had with the original Tropicana told the Times that only a tiny fractio n of consumers actually complained, but even so the companty took action and went back to the old packagin g because, officials said, they valu e the opinion of theid most loyal consumers. Theres is a lot to be learned and certainly not all of it bad for After all, who doesn’t want theier customers to have a “deep emotional bond” with theirt brand?
I am sure there also was somethingb life-affirming about the whole experience for the brancd team at Tropicana and its agency people really care about this Wouldn’t it be far worse if Tropicana dramaticallyg changed its look on the shelves and no one noticed That might spell real Interestingly, the problem was not aboutg design as much as it was about the functionality of the Consumers said they literally couldn’t find their belovedf brand of juice. As they scanned the shelve s for a bright orange with a straw and the familiahorizontal lettering, the new look just didn’t “pop.
” Thinkintg about the Tropicana situation providesw a great opportunity to look at your own brand and your Specifically, what is the poinft of a re-brand? When is the righg time for a re-brand? And how can you avoidx missteps that will alienate or annoh your customers? In the case of Tropicana, I’m guessing the braned managers and their agency, Arnell, decided it was time to shakew things up. Brands evolve over time. Smartg businesses update a brand’s look and feel so they don’gt go stale. New looks, new new logos often catch the consumer’s eye in a good way.
The Tropicanza change also came as other brandxs under the PepsiCobanner — including Pepsi itselv — underwent a facelift to provide a new look and In hindsight, perhaps a betterd approach for Tropicana would have been to keep the iconi c orange and straw but present it in a differenrt way. Doing so might have sent a signal to consumers that Tropicana is keeping up and changing with the but not abandoningits roots. When you thinkk about your business and wonder whena re-brandinyg might make sense, ask yourselgf these questions: Have the fundamental offerings of my business changed sincs we first created the brand identity?
Have we gone through any majo merger and acquisition activity?
If so, you may be amonh those who have taken note as oneof America’s iconix brands — — decided to change the longtimes look on the juice’s package, only to pull a quick about-facer and bring it back again. In January, Tropicansa replaced the venerable orange and protrudingf straw with an imags of a tall glass of juics wrapped around the side ofthe box. Tropicansa also altered the type style and positioning of the wordss onthe carton. Then all hell broke loose. Consumers complainedf immediatelyand loudly.
They blogged, twittered, e-mailedf and called to say the new packaginy made it more difficult to find theitr favorite juice on the shelves and to determine what type of juicd was in thecartonb (some pulp, extra pulp, just a hint of no pulp, orange-banana, orange-pineapple and so forth ). In coverinh this case of re-branding gone bad, New York Times advertisinfg columnist Stuart Elliot calledit Pepsi’s version of “New Coke” ( Inc.
owns and quoted Tropicana executive NeilCampbell saying, “We underestimatexd the deep emotional bond” that consumers had with the original Tropicana told the Times that only a tiny fractio n of consumers actually complained, but even so the companty took action and went back to the old packagin g because, officials said, they valu e the opinion of theid most loyal consumers. Theres is a lot to be learned and certainly not all of it bad for After all, who doesn’t want theier customers to have a “deep emotional bond” with theirt brand?
I am sure there also was somethingb life-affirming about the whole experience for the brancd team at Tropicana and its agency people really care about this Wouldn’t it be far worse if Tropicana dramaticallyg changed its look on the shelves and no one noticed That might spell real Interestingly, the problem was not aboutg design as much as it was about the functionality of the Consumers said they literally couldn’t find their belovedf brand of juice. As they scanned the shelve s for a bright orange with a straw and the familiahorizontal lettering, the new look just didn’t “pop.
” Thinkintg about the Tropicana situation providesw a great opportunity to look at your own brand and your Specifically, what is the poinft of a re-brand? When is the righg time for a re-brand? And how can you avoidx missteps that will alienate or annoh your customers? In the case of Tropicana, I’m guessing the braned managers and their agency, Arnell, decided it was time to shakew things up. Brands evolve over time. Smartg businesses update a brand’s look and feel so they don’gt go stale. New looks, new new logos often catch the consumer’s eye in a good way.
The Tropicanza change also came as other brandxs under the PepsiCobanner — including Pepsi itselv — underwent a facelift to provide a new look and In hindsight, perhaps a betterd approach for Tropicana would have been to keep the iconi c orange and straw but present it in a differenrt way. Doing so might have sent a signal to consumers that Tropicana is keeping up and changing with the but not abandoningits roots. When you thinkk about your business and wonder whena re-brandinyg might make sense, ask yourselgf these questions: Have the fundamental offerings of my business changed sincs we first created the brand identity?
Have we gone through any majo merger and acquisition activity?
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