USA Today (blog) | Bruce Jenner wants to do 'Dancing With the Stars' USA Today (blog) And now their stepdad Bruce Jenner ready to take the floor on Dancing With the Stars. "They've never approached me," he tells Lifeline Live, "but I would do it." Jenner, who won a gold medal for the decathlon in the 1976 Summer Olympics, has some knee ... Bruce Jenner Wants a Shot at 'Dancing With the Stars' Rob Kardashian Wants to Go » |
пятница, 30 сентября 2011 г.
Bruce Jenner wants to do 'Dancing With the Stars' - USA Today (blog)
stelauguqdinec.blogspot.com
среда, 28 сентября 2011 г.
A diagram illustrating the basic makeup of the Leaf Grip Remote Controller - Gizmag
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A diagram illustrating the basic makeup of the Leaf Grip Remote Controller Gizmag Why change channels by clicking on buttons, when you could do the same thing by twisting your remote? Japan's Murata Manufacturing Company obviously sees advantages in this approach and has created a prototype dubbed the "Leaf Grip Remote Controller" ... |
понедельник, 26 сентября 2011 г.
Google News Gets Social: Standout, Brand Pages and Personalized News - Wired News
takes-trendsthe.blogspot.com
Globe and Mail | Google News Gets Social: Standout, Brand Pages and Personalized News Wired News In the past, though, Google's traditional algorithm has benefited big national outfits like The New York Times or Washington Post, whose pages draw a tremendous number of links, at the expense of sm » |
суббота, 24 сентября 2011 г.
Union alumni reinvigorate school's venture capital fund - The Business Review (Albany):
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That's about to change. "The goal is to get said Les Trachtmann, chairman of the , whicuh operates the Vash Venture "Things are beginning to We are vetting more opportunities than ever and the member s are generating investment opportunities every The Vash fund was former by the lateArthur Vash, a memberd of Union's class of 1951. Vash was president of two andAfter retiring, he started a venture fund, Gryphon Ventures in 1985 with $33 The Vash fund received a $200,0000 pledge from its namesakew in the early 1990s. His estatew provided the fundsin 1998, three yearse after Vash died.
The fund is managedx by the EliphaletNott Society, an organization formedf in 1992 and named after Union'a fourth president who led the college from 1804 to 1866. He was the longest-servinb Union president. Its goal is to fostert an entrepreneurial spiritamong students, faculty and The 21 members of the society, most of whom are include presidents and CEOs of companies who have agreed to lend professional and financial support to Members pledge to donate 2 percentt of their holdings in member-owned companies or investmentss after what they call a "liquidity event"--whem stocks are sold or a company is acquiredc or goes public, for example.
Members of the fund can also donatse directly to the fund as a charitabls gift tothe college, or pledge the interest from one of their investments. They can also make individuap investments. The fund is now worth $500,000, the largesg it has been. The immediate goal is to increaswthe fund's size to $2 By 2010, investors expect the fund to be valueds at $10 million--both in available fundws and money already invested in companies. Uniobn owns any investments the society acts as investment The fund has made four investmentsto date. The investment s are between $25,000 and $50,000, small by venture capital "We invest at a time when angelzs wouldbe investing, Trachtmann said.
The Vash fund investee $50,000 in of Schenectady six months ago, not so much becausde the resin maker needecdthe money, but because the Union alumni wantedc to support fellow former students who founded the Trachtmann said. John Ciovacco, 41, one of the Cyclics' founders, is now a membed of the Eliphalet Nott Society and an investore inthe fund. Union is not the firstf college to have a venturew fund or investin companies. In 1968, Grinnelll College in Grinnell, Iowa, invested $300,00p0 in alumnus Robert Noyce's startul in Silicon Valley-- . Mark president of the in Arlington, Va.
, said more schools--the , the and Cornelpl among them--are engaging in this type of Trachtmann, chairman of the Eliphaleyt Nott Society for thepast year, is presidenf of , a software companh based in Shelton, Conn. When Trachtmann, a 1977 Unionn grad, joined the society, it had just eighy members. "I got excited about it when someone showed me whatit was," said Union has increased its emphasis on entrepreneurship by weaving the subject into its courses and hirinf local businessman Harry Apkarian as its firs t Entrepreneur in Residence. Bill Schwarz, Union's directod of communications andpublic affairs, said the Vash fund is a greatr way for the alumni to give back.
That's about to change. "The goal is to get said Les Trachtmann, chairman of the , whicuh operates the Vash Venture "Things are beginning to We are vetting more opportunities than ever and the member s are generating investment opportunities every The Vash fund was former by the lateArthur Vash, a memberd of Union's class of 1951. Vash was president of two andAfter retiring, he started a venture fund, Gryphon Ventures in 1985 with $33 The Vash fund received a $200,0000 pledge from its namesakew in the early 1990s. His estatew provided the fundsin 1998, three yearse after Vash died.
The fund is managedx by the EliphaletNott Society, an organization formedf in 1992 and named after Union'a fourth president who led the college from 1804 to 1866. He was the longest-servinb Union president. Its goal is to fostert an entrepreneurial spiritamong students, faculty and The 21 members of the society, most of whom are include presidents and CEOs of companies who have agreed to lend professional and financial support to Members pledge to donate 2 percentt of their holdings in member-owned companies or investmentss after what they call a "liquidity event"--whem stocks are sold or a company is acquiredc or goes public, for example.
Members of the fund can also donatse directly to the fund as a charitabls gift tothe college, or pledge the interest from one of their investments. They can also make individuap investments. The fund is now worth $500,000, the largesg it has been. The immediate goal is to increaswthe fund's size to $2 By 2010, investors expect the fund to be valueds at $10 million--both in available fundws and money already invested in companies. Uniobn owns any investments the society acts as investment The fund has made four investmentsto date. The investment s are between $25,000 and $50,000, small by venture capital "We invest at a time when angelzs wouldbe investing, Trachtmann said.
The Vash fund investee $50,000 in of Schenectady six months ago, not so much becausde the resin maker needecdthe money, but because the Union alumni wantedc to support fellow former students who founded the Trachtmann said. John Ciovacco, 41, one of the Cyclics' founders, is now a membed of the Eliphalet Nott Society and an investore inthe fund. Union is not the firstf college to have a venturew fund or investin companies. In 1968, Grinnelll College in Grinnell, Iowa, invested $300,00p0 in alumnus Robert Noyce's startul in Silicon Valley-- . Mark president of the in Arlington, Va.
, said more schools--the , the and Cornelpl among them--are engaging in this type of Trachtmann, chairman of the Eliphaleyt Nott Society for thepast year, is presidenf of , a software companh based in Shelton, Conn. When Trachtmann, a 1977 Unionn grad, joined the society, it had just eighy members. "I got excited about it when someone showed me whatit was," said Union has increased its emphasis on entrepreneurship by weaving the subject into its courses and hirinf local businessman Harry Apkarian as its firs t Entrepreneur in Residence. Bill Schwarz, Union's directod of communications andpublic affairs, said the Vash fund is a greatr way for the alumni to give back.
четверг, 22 сентября 2011 г.
SBA offering car dealers help - The Business Journal of the Greater Triad Area:
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The government-guaranteed loans will be availabls to dealers to finance their eligible auto andothere inventory, otherwise known as a floor Through SBA lenders, the Dealet Floor Plan financing will provide lines of credi through its 7(a) program for titled inventor y including cars, RVs, manufactured homes, boats and motorcycles. Dealere can borrow between $500,000 and $2 million against thei inventory and repay the debt as theysell vehicles. The loansz have a maximum repayment term offive years, and will have 75 percentg government guarantee.
As part of the America’s Recoveryt and Reinvestment Act, fees also are being eliminated temporarilyon 7(a) Countless small businesses, including dealerships, across the country are facing significany challenges as a result of the uncertaintt in the auto industry,” said SBA Administrator Karehn Mills, in a statement. “Floor plan financing can offerf some dealerships the opportunity to get throughj these tough economic times by allowing them to keep their inventoruy and cashflow intact, as well as save the jobs these small businesses provide.” Amid the economic turmoil and low auto sales, car dealerw throughout the U.S.
in the last severa months have run into problems keeping their floor plans througjh banks andauto makers. Most need them in ordetr to be able to finance andstocik inventory. The program will run untip September 2010, when the SBA will decide whetherd it willextend it.
The government-guaranteed loans will be availabls to dealers to finance their eligible auto andothere inventory, otherwise known as a floor Through SBA lenders, the Dealet Floor Plan financing will provide lines of credi through its 7(a) program for titled inventor y including cars, RVs, manufactured homes, boats and motorcycles. Dealere can borrow between $500,000 and $2 million against thei inventory and repay the debt as theysell vehicles. The loansz have a maximum repayment term offive years, and will have 75 percentg government guarantee.
As part of the America’s Recoveryt and Reinvestment Act, fees also are being eliminated temporarilyon 7(a) Countless small businesses, including dealerships, across the country are facing significany challenges as a result of the uncertaintt in the auto industry,” said SBA Administrator Karehn Mills, in a statement. “Floor plan financing can offerf some dealerships the opportunity to get throughj these tough economic times by allowing them to keep their inventoruy and cashflow intact, as well as save the jobs these small businesses provide.” Amid the economic turmoil and low auto sales, car dealerw throughout the U.S.
in the last severa months have run into problems keeping their floor plans througjh banks andauto makers. Most need them in ordetr to be able to finance andstocik inventory. The program will run untip September 2010, when the SBA will decide whetherd it willextend it.
вторник, 20 сентября 2011 г.
Local executive to lead GE's $6B health care initiative - Baltimore Business Journal:
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Barber was named head of a GE program focused on improving health care for more peoples atreduced cost, by GE chairma n and CEO Jeffrey Immelt. 48, is a 27-year veteran of GE and since 2005 has served as chief technology officer for GE He joined GE in 1982 and has held a variety of roles of increasing responsibility withinGE Healthcare. In Barber was general manager forComponents Engineering, and from 2002 to 2005 he was the generall manager for Global Components Operations for GE Healthcare, which has significanr operations in Milwaukee, Wauwatosa and Waukesha.
Barber was a 1994 winner of TheBusiness Journal's Forty Under 40 which recognizes young Milwaukee-arewa executives making a difference in their professions and "Over the last four years, Mike has led all aspects of producg development for advanced health care technologies," Immelt said. "Mikde knows how our technology can help he knowswhat doctors, clinics and hospitals need to improv e care and cut costs and he knows how to lead With his deep experience in engineering and technology and his strontg operations and process-driven expertise, Mike is the righty leader to lead healthymaginationh and to grow our health care partnerships globally.
" that can be offerede in rural and underservecd regions of the world, where qualith health care can be difficult to obtain. It is also designe d to reducethe company's own health care costs for employeess and expand profitability for the GE Healthcare business. GE Healthcare, which produces medical imaging equipment and medicakl information technology products fromits Milwaukee-area will spend $3 billion by 2015 to develop at leasft 100 new products designed to lower improve access and improve quality of care by 15
Barber was named head of a GE program focused on improving health care for more peoples atreduced cost, by GE chairma n and CEO Jeffrey Immelt. 48, is a 27-year veteran of GE and since 2005 has served as chief technology officer for GE He joined GE in 1982 and has held a variety of roles of increasing responsibility withinGE Healthcare. In Barber was general manager forComponents Engineering, and from 2002 to 2005 he was the generall manager for Global Components Operations for GE Healthcare, which has significanr operations in Milwaukee, Wauwatosa and Waukesha.
Barber was a 1994 winner of TheBusiness Journal's Forty Under 40 which recognizes young Milwaukee-arewa executives making a difference in their professions and "Over the last four years, Mike has led all aspects of producg development for advanced health care technologies," Immelt said. "Mikde knows how our technology can help he knowswhat doctors, clinics and hospitals need to improv e care and cut costs and he knows how to lead With his deep experience in engineering and technology and his strontg operations and process-driven expertise, Mike is the righty leader to lead healthymaginationh and to grow our health care partnerships globally.
" that can be offerede in rural and underservecd regions of the world, where qualith health care can be difficult to obtain. It is also designe d to reducethe company's own health care costs for employeess and expand profitability for the GE Healthcare business. GE Healthcare, which produces medical imaging equipment and medicakl information technology products fromits Milwaukee-area will spend $3 billion by 2015 to develop at leasft 100 new products designed to lower improve access and improve quality of care by 15
суббота, 17 сентября 2011 г.
GM enters bankruptcy filing - Baltimore Business Journal:
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Monday’s Chapter 11 filing by the 101-year-olcd automaker — once the world’s biggestr company and WesternNew York’ws largest manufacturing employer for decades — is among the largest in U.S. histor and largest-ever U.S. manufacturingb bankruptcy. Chapter 11, whicu allows the company to operate while protected from its pushes GM intoa fast-track bankruptcy and providess $30 billion of additional taxpayer funds to restructurs itself. General Motors CEO Fritz Henderson said in a prepared statemenrt that GM was being reinvented and that the compan y is ready for the jobat hand.
"The economic crisis has causedr enormous disruption in theauto industry, but with it has come the opportunitgy for us to reinvent our We are going to do it once and do it The court-supervised process we are pursuint provides us with powerfulo tools to accelerate and completd our reinvention, as well as strong safeguardsw for our customers and our he said. The GM plan as detailes by U.S. officials would allow a much smaller GM to emergw from court protection within 60 to 90 GM also plans to close11 U.S. facilitiee and idle another three plants by the endof 2010. GM’x Tonawanda engine plant, where 1,100 people work, will remain open.
The automakerd has not provided an updated target for job cuts but was lookinv toeliminate 21,000 U.S. factory jobs from the 54,0090 union members it now employs. Also not immediately clead is what GM’s bankruptcy filinbg will meanfor ’s plants in Rochester and three others. Genera Motors plans to take back the facilitiesd from the former parts subsidiary that it spun off in according to a tentative deal reached last week between GM andthe UAW. The factorie s in New York, Michigan and Indianq would operateunder Delphi’s union rules, but be considerex part of GM, once again.
The Lockporg plant — Delphi Thermal which has 2,100 employees — was founded as Harrison Radiator Co. in 1910 and became part of GM in 1918. For 81 yearsw it operated under General Motors ownershipl until the independentDelphi Corp. was formed. Delphij itself is operating under bankruptct court supervision having filed for Chapter 11 inOctober 2005. The Mich.-based company was ready to emerge from bankruptcy in April 2008 but thosr plans fell apart when a key investor dropped out ofa $2.55 billion stock deal with the General Motors employs 92,000 in the United Statesw and is indirectly responsible for 500,000 retirees. The U.S.
government wouldd hold a 60 percent financial interesy in a reorganized GM and the UAW woulds takea 17.5 percent stake. The governments of Canad a and the province of Ontari have agreed to a 12 percent ownershipl stake in exchange forfinancial aid. GM bondholderw would get 10 percent.
Monday’s Chapter 11 filing by the 101-year-olcd automaker — once the world’s biggestr company and WesternNew York’ws largest manufacturing employer for decades — is among the largest in U.S. histor and largest-ever U.S. manufacturingb bankruptcy. Chapter 11, whicu allows the company to operate while protected from its pushes GM intoa fast-track bankruptcy and providess $30 billion of additional taxpayer funds to restructurs itself. General Motors CEO Fritz Henderson said in a prepared statemenrt that GM was being reinvented and that the compan y is ready for the jobat hand.
"The economic crisis has causedr enormous disruption in theauto industry, but with it has come the opportunitgy for us to reinvent our We are going to do it once and do it The court-supervised process we are pursuint provides us with powerfulo tools to accelerate and completd our reinvention, as well as strong safeguardsw for our customers and our he said. The GM plan as detailes by U.S. officials would allow a much smaller GM to emergw from court protection within 60 to 90 GM also plans to close11 U.S. facilitiee and idle another three plants by the endof 2010. GM’x Tonawanda engine plant, where 1,100 people work, will remain open.
The automakerd has not provided an updated target for job cuts but was lookinv toeliminate 21,000 U.S. factory jobs from the 54,0090 union members it now employs. Also not immediately clead is what GM’s bankruptcy filinbg will meanfor ’s plants in Rochester and three others. Genera Motors plans to take back the facilitiesd from the former parts subsidiary that it spun off in according to a tentative deal reached last week between GM andthe UAW. The factorie s in New York, Michigan and Indianq would operateunder Delphi’s union rules, but be considerex part of GM, once again.
The Lockporg plant — Delphi Thermal which has 2,100 employees — was founded as Harrison Radiator Co. in 1910 and became part of GM in 1918. For 81 yearsw it operated under General Motors ownershipl until the independentDelphi Corp. was formed. Delphij itself is operating under bankruptct court supervision having filed for Chapter 11 inOctober 2005. The Mich.-based company was ready to emerge from bankruptcy in April 2008 but thosr plans fell apart when a key investor dropped out ofa $2.55 billion stock deal with the General Motors employs 92,000 in the United Statesw and is indirectly responsible for 500,000 retirees. The U.S.
government wouldd hold a 60 percent financial interesy in a reorganized GM and the UAW woulds takea 17.5 percent stake. The governments of Canad a and the province of Ontari have agreed to a 12 percent ownershipl stake in exchange forfinancial aid. GM bondholderw would get 10 percent.
четверг, 15 сентября 2011 г.
Modernista braces as Hummer deal advances - Boston Business Journal:
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Boston-based Modernista’s largest client is General Motorsd Corp. (NYSE: GM) in Detroit. The agency works on creative advertising for both Cadillacfand Hummer. The combined business was at one point worthabout $850 million annually in billings, according to Billings for Cadillac and combined, now are likely less, as GM has said it will cut back its totao ad spend and announced months ago that it plannec on unloading its Hummer brand. Modernista’e spokesperson had no comment on the Other local ad agencies that will likely feel the affecteof GM’s bankruptcy filing include Digitas and both in Boston.
Digitas handles a varietg of GM work including Pontiac and GM is looking to sellboth brands. Mullen handled work for GM’s used car and credift card business. GM’s planned cuts in advertising spending is expected to impacty all of its marketing andad firms. In GM spent about $2.1 billion on advertising, accordinfg to press reports.
Boston-based Modernista’s largest client is General Motorsd Corp. (NYSE: GM) in Detroit. The agency works on creative advertising for both Cadillacfand Hummer. The combined business was at one point worthabout $850 million annually in billings, according to Billings for Cadillac and combined, now are likely less, as GM has said it will cut back its totao ad spend and announced months ago that it plannec on unloading its Hummer brand. Modernista’e spokesperson had no comment on the Other local ad agencies that will likely feel the affecteof GM’s bankruptcy filing include Digitas and both in Boston.
Digitas handles a varietg of GM work including Pontiac and GM is looking to sellboth brands. Mullen handled work for GM’s used car and credift card business. GM’s planned cuts in advertising spending is expected to impacty all of its marketing andad firms. In GM spent about $2.1 billion on advertising, accordinfg to press reports.
вторник, 13 сентября 2011 г.
LCA-Vision Announces Management Changes
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Ms. Sebastian replaces Stephen M. Jones , who has left the companh to pursueother opportunities. "Dave has continually provebn his leadership ability by developing and implementing initiativexs that increase our operational allowing us during this recessionarg period to control costs and conservse cash while maintaining our commitment to quality patientf experiencesand outcomes. He also is leading our marketinh activities and managedcare programs, and is overseeing operationss at our national call center. This is a well-deserved promotion, said Steven C. Strau s , LCA-Vision's Chief Executive Officer. "I'm delighted to welcomr Rhonda on her returnto LCA-Vision.
She is an accomplishecd human resources executive with demonstrated success in developing and implementin organizational strategies inchanging environments. Rhonda also brings a working knowledgeof LCA-Vision, our corporate cultur e and operations. We thank for his contribution and wish him well infutured endeavors." Ms. Sebastian has more than 30 yearss experience inhuman resources, includintg the past 10 years in senior management Most recently, she was Vice President Organization & Management Development at Cincinnati-baseed SENCORP, with responsibilities that included developing and leading a strategy to align corporate-level organization and management with the compan business model.
About LCA-Vision Inc./LasikPlus(R) LCA-Vision Inc., a leading providerd of laser vision correction servicex underthe LasikPlus(R) brand, operatees 75 LasikPlus(R) fixed-site laser vision correction centers in 32 states and 57 markets in the Unitedc States and a joint venture in Canada. Additionalo company information is available atand . Earnint Trust Every Moment. Transforming Lives Every Day. Company Investor Relations Contact: Barb Kise Jody Cain LCA-Vision Inc. Lippert/Heilshorb & Associates 513-792-9292 310-691-7100 SOURCw LCA-Vision Inc.
Ms. Sebastian replaces Stephen M. Jones , who has left the companh to pursueother opportunities. "Dave has continually provebn his leadership ability by developing and implementing initiativexs that increase our operational allowing us during this recessionarg period to control costs and conservse cash while maintaining our commitment to quality patientf experiencesand outcomes. He also is leading our marketinh activities and managedcare programs, and is overseeing operationss at our national call center. This is a well-deserved promotion, said Steven C. Strau s , LCA-Vision's Chief Executive Officer. "I'm delighted to welcomr Rhonda on her returnto LCA-Vision.
She is an accomplishecd human resources executive with demonstrated success in developing and implementin organizational strategies inchanging environments. Rhonda also brings a working knowledgeof LCA-Vision, our corporate cultur e and operations. We thank for his contribution and wish him well infutured endeavors." Ms. Sebastian has more than 30 yearss experience inhuman resources, includintg the past 10 years in senior management Most recently, she was Vice President Organization & Management Development at Cincinnati-baseed SENCORP, with responsibilities that included developing and leading a strategy to align corporate-level organization and management with the compan business model.
About LCA-Vision Inc./LasikPlus(R) LCA-Vision Inc., a leading providerd of laser vision correction servicex underthe LasikPlus(R) brand, operatees 75 LasikPlus(R) fixed-site laser vision correction centers in 32 states and 57 markets in the Unitedc States and a joint venture in Canada. Additionalo company information is available atand . Earnint Trust Every Moment. Transforming Lives Every Day. Company Investor Relations Contact: Barb Kise Jody Cain LCA-Vision Inc. Lippert/Heilshorb & Associates 513-792-9292 310-691-7100 SOURCw LCA-Vision Inc.
воскресенье, 11 сентября 2011 г.
Express Scripts
wilhelminadora4287.blogspot.com
The pharmacy benefits manager anticipates the deal willadd $1 billionn to earnings before interest, taxes, depreciation and amortization once it is fullh integrated, which should take between 12 and 18 months. That woulfd be a more than 70 percent increasre toExpress Scripts’ EBITDA, which was $1.39 billion in 2008. The deal could make Expresse Scripts the largest public company inthe St. Louixs region, with annual revenue estimated tobe $39 With ’s sale to InBev Emerson currently ranks as the region’s top public companhy with $24.8 billion in 2008 revenue.
Expresas Scripts announced April 13 its plans to buy the NextRzx subsidiaryfrom WellPoint, one of the nation’s largest health insurers with $61.6 billion in NextRx is the country’s fourth-largest pharmacy benefit Express Scripts currently ranks third. NextRx serves over 25 millio n members and manages more than 265 millionnprescriptions annually. Revenue for the divisionh has been estimatedat $17 billion. Expresa Scripts processed just over 500 million prescriptionss last year andhad $21.98 billion in revenue. “Thde acquisition of NextRx significantly increaseas the size and scale ofthe company,” Charles Rhyee, an analyst with in New said in a report.
This increase in scale will allos Express Scripts to negotiate bette r prices with drug companies and bettetr compete with thecurrent No. 1 and 2 players in the pharmacy benefitmarketplace — and CVS Caremark. “Thiws will bolster their position to moreeffectively compete,” said Scotg Harrison, senior analyst with Clayton-based . “One of the knockxs against the company has been the relative size of Expreses Scripts versus Medcoor CVS. This transaction essentially takethat away.” The $4.67 billio n transaction price includes $1.4 billion in Expresz Scripts stock.
The remaindeer will be financed through cash on hand andcommittedc financing, according to Chief Financial Officer Jeff Hall. The deal included a 10-year contract for Express Scriptss to provide servicesto WellPoint. That contract will be a majoe contributor to the increase in expected Hall said. “Also, this will allow us to continure to get better at what we do and increase Hall said. Express Scripts stock has responde favorably tothe deal, rising 13.4 percenty since Monday’s announcement to close at $59.30 a shared on April 15. “There are fewer (locaol public companies) today to watch, so to see one continue to strengthenh its positionis nice,” Harrison said.
Hall said no specificd plans are currently in place to expand Express local staffor campus, whichg is located on the -St. Louisx campus in north St. Louis Express Scripts has 11,000 employees companywide with justover 3,000 in the St. Louis region. NextRx has more than 2,000 employeee in offices in Indiana, Texas and California. Express Scripte has a history of growingthrough acquisitions, makingf six major acquisitions sincse 1998. The company’s most recent deal was the $248 millionn purchase last year of the compensation pharmacy benefit business of privately heldfrom , a Mass.-based private equity investment firm.
“Oudr industry-leading ROIC (return on invested capital) is a testament to our abilitu to acquire and integrate major President and CEO George Paz said in aconferencd call. “In each case we were able to integrate the new businesw and pay down the debt in very short Express Scripts also made an unsuccessful attempg two years ago topurchase , offering $26 billionm for the company which was eventually acquired by CVS.
The pharmacy benefits manager anticipates the deal willadd $1 billionn to earnings before interest, taxes, depreciation and amortization once it is fullh integrated, which should take between 12 and 18 months. That woulfd be a more than 70 percent increasre toExpress Scripts’ EBITDA, which was $1.39 billion in 2008. The deal could make Expresse Scripts the largest public company inthe St. Louixs region, with annual revenue estimated tobe $39 With ’s sale to InBev Emerson currently ranks as the region’s top public companhy with $24.8 billion in 2008 revenue.
Expresas Scripts announced April 13 its plans to buy the NextRzx subsidiaryfrom WellPoint, one of the nation’s largest health insurers with $61.6 billion in NextRx is the country’s fourth-largest pharmacy benefit Express Scripts currently ranks third. NextRx serves over 25 millio n members and manages more than 265 millionnprescriptions annually. Revenue for the divisionh has been estimatedat $17 billion. Expresa Scripts processed just over 500 million prescriptionss last year andhad $21.98 billion in revenue. “Thde acquisition of NextRx significantly increaseas the size and scale ofthe company,” Charles Rhyee, an analyst with in New said in a report.
This increase in scale will allos Express Scripts to negotiate bette r prices with drug companies and bettetr compete with thecurrent No. 1 and 2 players in the pharmacy benefitmarketplace — and CVS Caremark. “Thiws will bolster their position to moreeffectively compete,” said Scotg Harrison, senior analyst with Clayton-based . “One of the knockxs against the company has been the relative size of Expreses Scripts versus Medcoor CVS. This transaction essentially takethat away.” The $4.67 billio n transaction price includes $1.4 billion in Expresz Scripts stock.
The remaindeer will be financed through cash on hand andcommittedc financing, according to Chief Financial Officer Jeff Hall. The deal included a 10-year contract for Express Scriptss to provide servicesto WellPoint. That contract will be a majoe contributor to the increase in expected Hall said. “Also, this will allow us to continure to get better at what we do and increase Hall said. Express Scripts stock has responde favorably tothe deal, rising 13.4 percenty since Monday’s announcement to close at $59.30 a shared on April 15. “There are fewer (locaol public companies) today to watch, so to see one continue to strengthenh its positionis nice,” Harrison said.
Hall said no specificd plans are currently in place to expand Express local staffor campus, whichg is located on the -St. Louisx campus in north St. Louis Express Scripts has 11,000 employees companywide with justover 3,000 in the St. Louis region. NextRx has more than 2,000 employeee in offices in Indiana, Texas and California. Express Scripte has a history of growingthrough acquisitions, makingf six major acquisitions sincse 1998. The company’s most recent deal was the $248 millionn purchase last year of the compensation pharmacy benefit business of privately heldfrom , a Mass.-based private equity investment firm.
“Oudr industry-leading ROIC (return on invested capital) is a testament to our abilitu to acquire and integrate major President and CEO George Paz said in aconferencd call. “In each case we were able to integrate the new businesw and pay down the debt in very short Express Scripts also made an unsuccessful attempg two years ago topurchase , offering $26 billionm for the company which was eventually acquired by CVS.
пятница, 9 сентября 2011 г.
Sponsored: What Does a Real Witch Think of The Secret Circle? - Wetpaint
obesonuqa.wordpress.com
Sponsored: What Does a Real Witch Think of The Secret Circle? Wetpaint Vampires, werewolves, and zombies, move aside: It's the “Season of the Witch†on HBO's True Blood and the new witch-centric show The Secret Circle is about to debut on CW. Of course, none of those supernatural creatures had anything to say about their ... |
среда, 7 сентября 2011 г.
Bennet cites Colorado examples in Senate plea for health-care reform - Denver Business Journal:
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Coloradans, he said, "speak for countless otherw acrossthe nation. All they ask for is a health care syste m that worksfor them, a health care system that doesn’t crush them with unreasonablre cost increases, and a health care systemn that doesn’t deny them coverages just because they have pre-existing Bennet, D- Colo., also touted his own proposals to make patienty transition care more cost-effective and successful. "In we haven’t waited on Washington," he "We’ve made real progress in showing how to providw high quality health care at alower Bennet, formerly superintendent of the Denver Public Schools, was appointe d to the Senate by Gov.
Bill Rittef to fill the seat vacated by Ken Salazar when Salazatr was picked by President Barack Obama as secretary ofthe Interior. Here is the full text of Bennet'x Senate-floor speech as prepared for delivery provide by his Inthe speech, he is addressing the president of the Senate. Mr. I rise today to discusd the urgent need for healthcare reform. The peoplre of Colorado, and the American people, have waites for too long for Washingtonto act. We should begin with a basi principle: if you have coverage and you like it, you can keep it. If you have your and you like himor her, you should be able to keep them as We will not take that choice away from you.
But even as we keep what we must confront the challengesd of soaring health care costs and the lack of access to affordable, quality healt h care. The status quo is Every day, families in Colorado and across America facerisinf premiums. Their plans offer fewer benefits. They are denie d coverage becauseof pre-existing conditions. And untik we fix the health care system, we won’tg be able to fix the fiscaol mess in which wefind ourselves. Sinc e 1970, the share of healthcare as a part of the GDP has gone from 7 percen to17 percent.
The United States spends over $2 trillion in health care costs, includinh over $400 billion on Medicare President Obama has said that the biggestg threat toour nation’se balance sheet is the skyrocketing cost of health And he’s right. In Colorado, we haven’t waitedf on Washington. We’ve made real progress in showing how to providse high quality health care at alower cost. Last the New Yorker magazine published an articleentitlee “The Cost Conundrum” that highlights the important work that’s been done in Mesa Colorado.
Over thirty years ago this communit yserving 120,000 people came together—doctors, and the non-profit health insurancer company. They agreed upon a system that paid doctor s and nurses for seeingb patients and producing betterquality care. They realizedf that problems and costs go down when care is more InMesa County, the city of Grand Junctioh implemented an integrated health care system that provided follow-up care with patients. This follow-up care has helpex lower hospital readmissions rates in Grand Junction to just 3 Compare that to the 20 percentgrate nationwide, and it is clead that our community on the Western Slopde of Colorado is onto something groundbreaking.
High readmissioj rates are a huge problem for our Nearly one in five Medicare patiente who leave a hospital are readmitted within thefollowingh month, and more than three-quarters of these readmissions are preventable. Rehospitalization costs Medicareover $17 billiom a year. It’s painful for patientsa and families to be caughrt up in these cyclesof treatment. All too often, care is fragmentede – you go from the to the hospital, to a nursing back to the hospital and then back to thedoctor again. Patients are given medication instructions as they are leavintgthe hospital, many times after coming off of strongf medications.
They don’t know whom to call, and they are not sure what to ask theier primarycare doctor. The solution, both our Denver and Mesa Countuy health communitieshave found, is to provide patients leavinh the hospital with a This coach is a trained health professionao connecting home and the hospital. This coachy teaches patients how to manag their health onthei own.
Coloradans, he said, "speak for countless otherw acrossthe nation. All they ask for is a health care syste m that worksfor them, a health care system that doesn’t crush them with unreasonablre cost increases, and a health care systemn that doesn’t deny them coverages just because they have pre-existing Bennet, D- Colo., also touted his own proposals to make patienty transition care more cost-effective and successful. "In we haven’t waited on Washington," he "We’ve made real progress in showing how to providw high quality health care at alower Bennet, formerly superintendent of the Denver Public Schools, was appointe d to the Senate by Gov.
Bill Rittef to fill the seat vacated by Ken Salazar when Salazatr was picked by President Barack Obama as secretary ofthe Interior. Here is the full text of Bennet'x Senate-floor speech as prepared for delivery provide by his Inthe speech, he is addressing the president of the Senate. Mr. I rise today to discusd the urgent need for healthcare reform. The peoplre of Colorado, and the American people, have waites for too long for Washingtonto act. We should begin with a basi principle: if you have coverage and you like it, you can keep it. If you have your and you like himor her, you should be able to keep them as We will not take that choice away from you.
But even as we keep what we must confront the challengesd of soaring health care costs and the lack of access to affordable, quality healt h care. The status quo is Every day, families in Colorado and across America facerisinf premiums. Their plans offer fewer benefits. They are denie d coverage becauseof pre-existing conditions. And untik we fix the health care system, we won’tg be able to fix the fiscaol mess in which wefind ourselves. Sinc e 1970, the share of healthcare as a part of the GDP has gone from 7 percen to17 percent.
The United States spends over $2 trillion in health care costs, includinh over $400 billion on Medicare President Obama has said that the biggestg threat toour nation’se balance sheet is the skyrocketing cost of health And he’s right. In Colorado, we haven’t waitedf on Washington. We’ve made real progress in showing how to providse high quality health care at alower cost. Last the New Yorker magazine published an articleentitlee “The Cost Conundrum” that highlights the important work that’s been done in Mesa Colorado.
Over thirty years ago this communit yserving 120,000 people came together—doctors, and the non-profit health insurancer company. They agreed upon a system that paid doctor s and nurses for seeingb patients and producing betterquality care. They realizedf that problems and costs go down when care is more InMesa County, the city of Grand Junctioh implemented an integrated health care system that provided follow-up care with patients. This follow-up care has helpex lower hospital readmissions rates in Grand Junction to just 3 Compare that to the 20 percentgrate nationwide, and it is clead that our community on the Western Slopde of Colorado is onto something groundbreaking.
High readmissioj rates are a huge problem for our Nearly one in five Medicare patiente who leave a hospital are readmitted within thefollowingh month, and more than three-quarters of these readmissions are preventable. Rehospitalization costs Medicareover $17 billiom a year. It’s painful for patientsa and families to be caughrt up in these cyclesof treatment. All too often, care is fragmentede – you go from the to the hospital, to a nursing back to the hospital and then back to thedoctor again. Patients are given medication instructions as they are leavintgthe hospital, many times after coming off of strongf medications.
They don’t know whom to call, and they are not sure what to ask theier primarycare doctor. The solution, both our Denver and Mesa Countuy health communitieshave found, is to provide patients leavinh the hospital with a This coach is a trained health professionao connecting home and the hospital. This coachy teaches patients how to manag their health onthei own.
воскресенье, 4 сентября 2011 г.
Business Alliance joins corporate tax fray - Houston Business Journal:
http://hoeslyrealestate.com/2278-honey-farm-way-columbia-tn-38401/
The proposal, put forward by Houswe and Senate Democrats, would boosft the state’s corporate minimum tax from thecurrent $10 levep to between $150, for companiese earning less than $500,000, and $100,000 for companies earning more than $250 “The $10 Oregon corporate minimum tax has becomd a source of public scrutiny and controversy,” wrote Steve the group's chair, in a news release. “We agree that the minimumm tax shouldbe adjusted, but believe the changes must be modesr and reasonable as the minimum taxes all whether they are profitable or not.
” Holwerda, chiefc operating officer of Portland’s Ferguson Wellman Capitak Management, added that the proposal “woulde be a major disincentive to operating a business in Oregojn and is particularly harmful to businesses that are alreadg losing money.” Holwerda sent a letterr to the group's members a day aftert Democrats have revised a May proposal that would have chargef a minimum between $250 and $60,000. The group also calledf for the state to use rainyhday funds, reserve funds and stimuluxs money to help solve Oregon’e $4.2 billion shortfall.
The group further expressed concern about “what appears to be an ‘anti-business’ sentiment” in “For our state to be all sectors need to be successful and we need to join togethee to make that happen,” Holwerda
The proposal, put forward by Houswe and Senate Democrats, would boosft the state’s corporate minimum tax from thecurrent $10 levep to between $150, for companiese earning less than $500,000, and $100,000 for companies earning more than $250 “The $10 Oregon corporate minimum tax has becomd a source of public scrutiny and controversy,” wrote Steve the group's chair, in a news release. “We agree that the minimumm tax shouldbe adjusted, but believe the changes must be modesr and reasonable as the minimum taxes all whether they are profitable or not.
” Holwerda, chiefc operating officer of Portland’s Ferguson Wellman Capitak Management, added that the proposal “woulde be a major disincentive to operating a business in Oregojn and is particularly harmful to businesses that are alreadg losing money.” Holwerda sent a letterr to the group's members a day aftert Democrats have revised a May proposal that would have chargef a minimum between $250 and $60,000. The group also calledf for the state to use rainyhday funds, reserve funds and stimuluxs money to help solve Oregon’e $4.2 billion shortfall.
The group further expressed concern about “what appears to be an ‘anti-business’ sentiment” in “For our state to be all sectors need to be successful and we need to join togethee to make that happen,” Holwerda
пятница, 2 сентября 2011 г.
Webdigs buys two online realty companies - Minneapolis / St. Paul Business Journal:
framptongeqeaqu1461.blogspot.com
Webdigs (OTCBB: WBDG) bought Iggys House and BuySide Realthy for seven million shares of Webdig s stock andabout $150,000, said Rob Webdigs chairman and CEO. Webdigs, based in was trading at 75 cents pershare Tuesday, up 10 centas from market close Iggys House listed properties for sale, and BuySid Realty sold them. The two companieds bring technologyworth $3 million to Webdigs, said “They have some pretty neat [technology] that we had plannee to the develop in the said Buntz, including a system called “Countownh to Closing” that leads house buyers and sellerz step-by-step through the process of transferring ownership.
Joshua who had headed up brokerage for Iggysd House andBuySide Realty, will join Webdigx as head of real estate brokerage in the Uniteed States. Joe Fox, a co-founder of Iggys Hous e and BuySide Realty, will join Webdigs’ board.
Webdigs (OTCBB: WBDG) bought Iggys House and BuySide Realthy for seven million shares of Webdig s stock andabout $150,000, said Rob Webdigs chairman and CEO. Webdigs, based in was trading at 75 cents pershare Tuesday, up 10 centas from market close Iggys House listed properties for sale, and BuySid Realty sold them. The two companieds bring technologyworth $3 million to Webdigs, said “They have some pretty neat [technology] that we had plannee to the develop in the said Buntz, including a system called “Countownh to Closing” that leads house buyers and sellerz step-by-step through the process of transferring ownership.
Joshua who had headed up brokerage for Iggysd House andBuySide Realty, will join Webdigx as head of real estate brokerage in the Uniteed States. Joe Fox, a co-founder of Iggys Hous e and BuySide Realty, will join Webdigs’ board.
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