pohevovotybuc.blogspot.com
Behind the scenes, workers at Essential Detailz are doing theirown preparations, checkinf and double checking the minutiae of more than a dozen events, some of which have been in the workzs for two years. management, event-planning and design firm is coordinating a host of activitiesa for theEuropean team, the Wales contingentt that will host the 2010 Ryder Cup, and localo and national companies. The client roster and the scopew of these upcoming events could mean that Essential Detailsd is one of the biggest winners of the 2008Ryder Cup, whichy is slated for 16 to 21.
Nancy company founder and seniord vice president of salesand marketing, said the Ryder Cup will be the busiest week in the 6-year-ol company’s history, outpacing the traditional busy seasomn surrounding the Kentucky Derb y and Christmas. “We have had some busy timexs before, but every single person in the companyy isfull — full and spilling over,” she said. Rankib declined to disclose the projected revenue from theupcomingb events, but she said the contracts related to Ryder Cup will account for more than 25 percent of the company’s annual revenue. One of the bigges t contracts calls for setting up theEuropean team’s Louisville headquarters.
Essential Details will install phones, copiers and other equipment inthe team’s offices at its downtowhn hotel, which company officials declinedx to identify. Company officials also will outfirthe team’s hospitality suite with Wii stations, a jukebox, specialtty linens and fresh flowers. In addition, Essential Detailse is coordinatingtwo off-site events for the European team and providinvg amenity gifts, including custok throws and cookies, for both the Europeanb and American teams. Also on the internationaol front, Essential Details is planningg a media party and two otherr events for theWales group.
Audreg Petty, director of meetings and events for Essential said she initially was concernee that there might be a language but she was able to interpret the accent — at least for the most part. There was a miscommunicatiobn regarding a request fora “poser,” whichg Essential Details officials discovered was the Welsh term for a high cocktaiol table, Petty said. Another large client — and the company’ first Ryder Cup contract — is which is a financial supporter of the RyderdCup tournament.
Cadillac is bringing about 100 guestes who will be entertained on and off the golf Essential Details is helping Cadillac host a seriews of events at itsdowntown hotel, which Pettyy declined to identify, and other local venues. Petty said she has worked on Cadillac’s Ryder Cup festivitiess — events, airport meet-and-greets and transportation servicesa — for nearly two years. Essentiakl Details has been working on those events in conjunctionwith BI, an international merchandise and travel incentive company with U.S. headquartersw in Minneapolis.
Julie Laurel, senior program manager for BI, had nevefr handled an event inLouisville before, so she was not sure what to But Laurel said Essential Details has been one of the easiesty destination-management companies she has worked with “The level and quality is services is incredible,” Laurel said. “There’s always roadblocks of some and Ijust haven’t had that with Essentiapl Details. Every little thing that has come up, (Petty) has take care of it. She hasn’t missed Another client, Bloomington, Minn.-based , which manufacturezs lawn care equipment, will have about 125 guestes in town forRyder Cup.
Thursday 28 April 2011
Tuesday 26 April 2011
Peter R. Sgro Executive Profile
coras-newport.blogspot.com
**All Executive profile data provided byDow Jones & Co., Inc.
**All Executive profile data provided byDow Jones & Co., Inc.
Sunday 24 April 2011
Kroger to build Marketplace in Harrison - Business First of Columbus:
ermolayenayqaked.blogspot.com
The acquisition revives a plan to builsa 100,000-plus-square-foot superstore along Interstates 74 in Western Hamilton County that was firsgt announced two years ago. Krogerr closed on the site May 29. It paid $3.3 millioh to the . Jim Rahe of Cincinnati Commerciap Realtors brokeredthe deal. Kroger confirmed its plan for the Marketplace store in Harrison but said othet details were not yet It will take the place of an existing Krogersupermarkeg nearby. The Cincinnati-based grocery retailer began introducing Marketplacde stores in Cincinnatiin 2006. The concepgt combines grocerieswith linens, dinnerware and other non-food They compete with Walmart Supercenters.
Kroger KR) is the country’s largest operatord of traditionalgrocery stores, It operates about 2,500 supermarkets and general merchandise storese in 31 states.
The acquisition revives a plan to builsa 100,000-plus-square-foot superstore along Interstates 74 in Western Hamilton County that was firsgt announced two years ago. Krogerr closed on the site May 29. It paid $3.3 millioh to the . Jim Rahe of Cincinnati Commerciap Realtors brokeredthe deal. Kroger confirmed its plan for the Marketplace store in Harrison but said othet details were not yet It will take the place of an existing Krogersupermarkeg nearby. The Cincinnati-based grocery retailer began introducing Marketplacde stores in Cincinnatiin 2006. The concepgt combines grocerieswith linens, dinnerware and other non-food They compete with Walmart Supercenters.
Kroger KR) is the country’s largest operatord of traditionalgrocery stores, It operates about 2,500 supermarkets and general merchandise storese in 31 states.
Thursday 21 April 2011
State manufacturers offered access to two lean-transformation programs - Business First of Louisville:
otomaqaqaba.blogspot.com
The first program, Kentucky Compete, is designed to transform a single business throughan hands-on training sequence. It include a complete operations assessment to help identify possible improvementes and createa vision, performancse targets and cost savings. The second program, the Community Action is designed forsmaller companies. Up to six firmsd can participate at one The programincludes three, weeklong events held at one of the participating company’sx work sites. The process is intended to build a stronyg community network for theparticipating companies.
“First-year savings will pay for the progranm manytimes over,” said Jim LeMaster, KAM presidenr and CEO, in a news “In addition, results are guarantees (by the institute), and a budget-neutral approac is available to defer payment for the program untill the savings are realized.” More information abougt the program is available online at www.theleanway.com.
The first program, Kentucky Compete, is designed to transform a single business throughan hands-on training sequence. It include a complete operations assessment to help identify possible improvementes and createa vision, performancse targets and cost savings. The second program, the Community Action is designed forsmaller companies. Up to six firmsd can participate at one The programincludes three, weeklong events held at one of the participating company’sx work sites. The process is intended to build a stronyg community network for theparticipating companies.
“First-year savings will pay for the progranm manytimes over,” said Jim LeMaster, KAM presidenr and CEO, in a news “In addition, results are guarantees (by the institute), and a budget-neutral approac is available to defer payment for the program untill the savings are realized.” More information abougt the program is available online at www.theleanway.com.
Tuesday 19 April 2011
30-doctor GCAP group wants to leave Alliance - Business Courier of Cincinnati:
takes-trendsthe.blogspot.com
GCAP, a primary care group with abouyt30 doctors, joined the hospital system only 20 monthw ago. Now it’s claiming a litany of contractg violationsthat “have seriously affectedx the ability of the physicians to provide excellent health care for theid many patients.” In a June 3 letter to Health Alliance CEO Ken the doctors list 15 complaints, including: Lack of 12 months’ notice on changew in contractual arrangements, includingh payment of benefits; • failure to pay leading to the “embarrassing shutdown of servicesa necessary to operate our business.” The doctorw on Wednesday filed a complaint in Hamilton Countyh Common Pleas Court.
They ask to be released from servicse to the Health Alliance and for damagews andattorney fees. When it joined the Healtj Alliancein 2007, GCAP was the only large, independent practicw of its type in the It became a wholly owned subsidiary of the hospitakl system, which includes University, Jewishy and Fort Hamilton hospitals, and the . The practicwe had hoped to benefit from a complet electronic health records system that could interact withthe Alliance’se hospitals, as well as the ability to expand geographically and recruit doctors more effectively.
Health Alliancd spokesman Tony Condia, in a written statement, said the healt system was "surprised and disappointed" by the letterd and complaint. He said the Alliancse had initially tried to negotiat withthe physicians, then offered independenty arbitration, which the practice refused. The Alliancw was preparing for preliminary discussions to sever the relationshipp when the lawsuitwas filed. "This litigation violates the termzs of theservice agreement, which requiresa us to resolve disputed such as this with a neutrakl arbitrator.
We would thereforr encourage the GCAP physicians to upholr their contractual obligations and not pursuecostlyu litigation," according to the withdrew from the Health Alliance following a long courft battle that began in March 2006. It started operating independently in 2008 but only signe d a final settlement agreement inJanuaryg 2009. The two St. Luke hospitales similarly withdrew, reaching a settlement with the Health Alliancd inSeptember 2008. St. Luke has merged with .
GCAP, a primary care group with abouyt30 doctors, joined the hospital system only 20 monthw ago. Now it’s claiming a litany of contractg violationsthat “have seriously affectedx the ability of the physicians to provide excellent health care for theid many patients.” In a June 3 letter to Health Alliance CEO Ken the doctors list 15 complaints, including: Lack of 12 months’ notice on changew in contractual arrangements, includingh payment of benefits; • failure to pay leading to the “embarrassing shutdown of servicesa necessary to operate our business.” The doctorw on Wednesday filed a complaint in Hamilton Countyh Common Pleas Court.
They ask to be released from servicse to the Health Alliance and for damagews andattorney fees. When it joined the Healtj Alliancein 2007, GCAP was the only large, independent practicw of its type in the It became a wholly owned subsidiary of the hospitakl system, which includes University, Jewishy and Fort Hamilton hospitals, and the . The practicwe had hoped to benefit from a complet electronic health records system that could interact withthe Alliance’se hospitals, as well as the ability to expand geographically and recruit doctors more effectively.
Health Alliancd spokesman Tony Condia, in a written statement, said the healt system was "surprised and disappointed" by the letterd and complaint. He said the Alliancse had initially tried to negotiat withthe physicians, then offered independenty arbitration, which the practice refused. The Alliancw was preparing for preliminary discussions to sever the relationshipp when the lawsuitwas filed. "This litigation violates the termzs of theservice agreement, which requiresa us to resolve disputed such as this with a neutrakl arbitrator.
We would thereforr encourage the GCAP physicians to upholr their contractual obligations and not pursuecostlyu litigation," according to the withdrew from the Health Alliance following a long courft battle that began in March 2006. It started operating independently in 2008 but only signe d a final settlement agreement inJanuaryg 2009. The two St. Luke hospitales similarly withdrew, reaching a settlement with the Health Alliancd inSeptember 2008. St. Luke has merged with .
Sunday 17 April 2011
Keeping employees healthy - Business First of Buffalo:
http://amesit.wordpress.com
It’s been no surprise the healtg of U.S. workers is on the decline. The (www.cdc.gov/nchs) says 62 percenty of adults are not physically asof 2007, and only 24 percentr are active three to four times a week. For every dollaf a company spends on healthjand wellness, in two to five it could see another $3 to $4 in according to a 2005 study by the American Journak of Preventive Medicine (www.ajpm-online.net). It makes healthier employees could cost companies less in healthn careand worker’s compensation claims, analysts say. And a healthief work force may also mean fewerd days lostto absenteeism. in Md.
, which employs 140, startedd its wellness initiatives by waivinv the joining fee and offerinfg a discounted monthly rate for fitnesssclub memberships. They decided to step it up a notchn and give employees 10 Weight Watchers meeting vouchers each and waived thejoining fee, as well as offeringh the diet program’s onlin services for free up for a certain dollar amount. The company’a employee assistance program is also at no costto “They’ve been really appreciative of the programs we have in said Mary Ung, human resources partner at the Jessica Sheffield, a corporate wellness directoer with Brick Bodies in Cockeysville, Md.
, says the key ingredieny to creating an effective wellness plan is upper managemenf support. Having a vision for wellness, goals and objectives, as well as being able to providde a budget and methods of all fall underupper management’s responsibilities. A written plan that details all wellness activitiesand outcomes; Data collection, which can include health risk screenings and employee feedback surveys; • On-siter exercise programs, weight management classes, subsidized healtj club memberships, team-based fitness stress management resources and smoking cessation • Evaluation of the programds and activities; and, • Collaboratiohn with internal wellness resources and partnerships with third-partu wellness providers.
Companies also say realizing that not everyone is goinh to join the first session or activity also keepzthe program’s expectations realistic. “The important thingh is to notthink you’re goingt to create the perfect wellness fair or program that will solve everyone’s issues first time out of the said Barbara Girodo, director of human resourcezs and safety for the Kane Co. in Md. , which employs 500 full-time workers, had its firstf wellness fair insprinv 2007. Girodo says the success of the fair has encourages the company to plan for two fairsin 2009. Kane Co.
spendd about $30-$50 on each employee, and with aboug a 70 percent turnout at the wellness she said the companyy spendsaround $15,000 on a wellnes fair. While it can be expensive, Girodo “when you think about medical costs, that’s half the The fair included a 401(k) representativd to talk to employees about their retiremengt plans and worries in theailing economy, diabetess representatives, medical insurance providers, and an employee assistance program provided to address family issues and how to manage the work-lifd balance. Because of the some top programs that have been requestexd by employeesare anti-smoking mental health programs and curbing drug costs.
Especiallgy in these economic times, workers are stressed in all aspectwsof life, and considering most of their time is spen in the office, it’s important to take responsibility for balancw in employees’ mental health, Girodo said. Cost-shiftinb strategies also provide opportunities for employees to make choicez at the drug store that ultimateltimpact companies’ overall health insurance
It’s been no surprise the healtg of U.S. workers is on the decline. The (www.cdc.gov/nchs) says 62 percenty of adults are not physically asof 2007, and only 24 percentr are active three to four times a week. For every dollaf a company spends on healthjand wellness, in two to five it could see another $3 to $4 in according to a 2005 study by the American Journak of Preventive Medicine (www.ajpm-online.net). It makes healthier employees could cost companies less in healthn careand worker’s compensation claims, analysts say. And a healthief work force may also mean fewerd days lostto absenteeism. in Md.
, which employs 140, startedd its wellness initiatives by waivinv the joining fee and offerinfg a discounted monthly rate for fitnesssclub memberships. They decided to step it up a notchn and give employees 10 Weight Watchers meeting vouchers each and waived thejoining fee, as well as offeringh the diet program’s onlin services for free up for a certain dollar amount. The company’a employee assistance program is also at no costto “They’ve been really appreciative of the programs we have in said Mary Ung, human resources partner at the Jessica Sheffield, a corporate wellness directoer with Brick Bodies in Cockeysville, Md.
, says the key ingredieny to creating an effective wellness plan is upper managemenf support. Having a vision for wellness, goals and objectives, as well as being able to providde a budget and methods of all fall underupper management’s responsibilities. A written plan that details all wellness activitiesand outcomes; Data collection, which can include health risk screenings and employee feedback surveys; • On-siter exercise programs, weight management classes, subsidized healtj club memberships, team-based fitness stress management resources and smoking cessation • Evaluation of the programds and activities; and, • Collaboratiohn with internal wellness resources and partnerships with third-partu wellness providers.
Companies also say realizing that not everyone is goinh to join the first session or activity also keepzthe program’s expectations realistic. “The important thingh is to notthink you’re goingt to create the perfect wellness fair or program that will solve everyone’s issues first time out of the said Barbara Girodo, director of human resourcezs and safety for the Kane Co. in Md. , which employs 500 full-time workers, had its firstf wellness fair insprinv 2007. Girodo says the success of the fair has encourages the company to plan for two fairsin 2009. Kane Co.
spendd about $30-$50 on each employee, and with aboug a 70 percent turnout at the wellness she said the companyy spendsaround $15,000 on a wellnes fair. While it can be expensive, Girodo “when you think about medical costs, that’s half the The fair included a 401(k) representativd to talk to employees about their retiremengt plans and worries in theailing economy, diabetess representatives, medical insurance providers, and an employee assistance program provided to address family issues and how to manage the work-lifd balance. Because of the some top programs that have been requestexd by employeesare anti-smoking mental health programs and curbing drug costs.
Especiallgy in these economic times, workers are stressed in all aspectwsof life, and considering most of their time is spen in the office, it’s important to take responsibility for balancw in employees’ mental health, Girodo said. Cost-shiftinb strategies also provide opportunities for employees to make choicez at the drug store that ultimateltimpact companies’ overall health insurance
Thursday 14 April 2011
Charlotte-area banks unsure about ARC loans - Triangle Business Journal:
vadimsudigrenev.blogspot.com
But Charlotte-area banks aren’t yet sure they want to sayingthey haven’t yet seen enough details about the SBA The SBA recently unveiled plans to offer no-fee, deferred-payment loans to small companieds as part of the American Recovery and Reinvestment Act. The $350 millionm loan program is called America’sa Recovery Capital Loan Program. It’s distributes by commercial lenders, and the debt is 100% guaranteex by the SBA. The SBA will pay interest to the participatinhg lenders on behalf ofthe borrowers. To qualify for an ARC companies must demonstrate theyare for-profit small businesses ... and are experiencin immediate financial hardship,” the SBA says.
The loans are for up to They must be used to make payments on existingh debt so the businesa can use its revenue to fund otherfoperational expenses. Repayment can be deferred for up to12 It’s part of the SBA’s expanded effort to help smalpl businesses navigate through short-term, recession-related distress. The progra m is scheduled to launchJune 15. But lenders aren’t ready to commit to it. Area bankers are asking how they’re supposed to determine what qualifiesx asa “viable” business that’s experiencin “immediate financial hardship.
” And bankers also say they still don’g know what interest rates the ARC loans will carrty — a key piece of information in determininf their level of participation. “We’re studyingb it,” says John Guy, senior vice president of SBA strategiedat . “The timeline didn’t quite accommodate all the lenderx that need thespecific details.” Guy notes Fifth Thirdc has launched an effort to boost its SBA And he says customers are alreadhy asking the bank about the ARC program. But he can’t give them many answers until he learns what interestr rate the SBA will pay on the along withother details.
“We’re asking people to be he says. “The press is way ahead of the program.” George McAllister, regional director of the , says he gets callsx on a regular basis from business owners interestesd inthe loans. “Based on what I know rightt now, I think it will be a very popular he says. “It certainly fits a At , Chief Executive Scotr Anderson says his teamof small-business bankerws recently attended an informational session on the ARC program but left unsure of key information. “Our comments echo everyone he says. “There’s not even a standard definitiobof what’s a viable company.
” SBA spokeswomanm Eileen Joyce says the viability question is a determinatioh for lenders to make at their Her agency is working as fast as possible to get other detailsa to lenders by June 15. She says the ARC progran is a challenge forSBA officials, too, because it’sa the first of its kind. She says Charlotte-areaa banks “are all in a wait-and-see mode” on whetherd they’ll participate. “It’s a whole different way of puttin g together aloan deal. That’s the hard part.” Joyce says small-business owners are “very anxious” about the hoping it will roll out in time to meet theiergrowing needs.
But Charlotte-area banks aren’t yet sure they want to sayingthey haven’t yet seen enough details about the SBA The SBA recently unveiled plans to offer no-fee, deferred-payment loans to small companieds as part of the American Recovery and Reinvestment Act. The $350 millionm loan program is called America’sa Recovery Capital Loan Program. It’s distributes by commercial lenders, and the debt is 100% guaranteex by the SBA. The SBA will pay interest to the participatinhg lenders on behalf ofthe borrowers. To qualify for an ARC companies must demonstrate theyare for-profit small businesses ... and are experiencin immediate financial hardship,” the SBA says.
The loans are for up to They must be used to make payments on existingh debt so the businesa can use its revenue to fund otherfoperational expenses. Repayment can be deferred for up to12 It’s part of the SBA’s expanded effort to help smalpl businesses navigate through short-term, recession-related distress. The progra m is scheduled to launchJune 15. But lenders aren’t ready to commit to it. Area bankers are asking how they’re supposed to determine what qualifiesx asa “viable” business that’s experiencin “immediate financial hardship.
” And bankers also say they still don’g know what interest rates the ARC loans will carrty — a key piece of information in determininf their level of participation. “We’re studyingb it,” says John Guy, senior vice president of SBA strategiedat . “The timeline didn’t quite accommodate all the lenderx that need thespecific details.” Guy notes Fifth Thirdc has launched an effort to boost its SBA And he says customers are alreadhy asking the bank about the ARC program. But he can’t give them many answers until he learns what interestr rate the SBA will pay on the along withother details.
“We’re asking people to be he says. “The press is way ahead of the program.” George McAllister, regional director of the , says he gets callsx on a regular basis from business owners interestesd inthe loans. “Based on what I know rightt now, I think it will be a very popular he says. “It certainly fits a At , Chief Executive Scotr Anderson says his teamof small-business bankerws recently attended an informational session on the ARC program but left unsure of key information. “Our comments echo everyone he says. “There’s not even a standard definitiobof what’s a viable company.
” SBA spokeswomanm Eileen Joyce says the viability question is a determinatioh for lenders to make at their Her agency is working as fast as possible to get other detailsa to lenders by June 15. She says the ARC progran is a challenge forSBA officials, too, because it’sa the first of its kind. She says Charlotte-areaa banks “are all in a wait-and-see mode” on whetherd they’ll participate. “It’s a whole different way of puttin g together aloan deal. That’s the hard part.” Joyce says small-business owners are “very anxious” about the hoping it will roll out in time to meet theiergrowing needs.
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