vuwodu.wordpress.com
That, of course, is easierf said than done. But it’s a key move right now. “Making critical talent plays” was one of the top five thingw The in Arlington suggested executives shoulcd do in 2009 to build their companiez forthe future. If you are readhy to go on the there are ways to catcnstar performers’ attention. Here are five thingw that will put a sparkle in the eyes of the stara in yourHR universe. Be transparent. That is a yet seductive move that hirinh managers can use to win the heartss oftop talent. “Achievement-oriented people are fine with a saidBob Corlett, CEO of in Olney. “Just be honesr about it.
” One of the most attractive things a companyh can offer a job candidate an honesr assessment of itscurrent condition. That includese financial situations, cultural issues and any industry-specifid challenges. A challenging situation, as long as it is accompaniec by a realistic view ofthe problem, can be a sellinb point, Corlett said. Stars like to know they are cominyg in to fixsomething specific. Go to wheree the talent lives. A few weeks ago, Mark Stelzner, a principal of D.C. consulting company LLC, went to a informal networking happy hour fordefense workers, not an industrgy he typically recruits for.
One of the organizers had gottenh to know him through the JobAngel network Stelzner foundedon Twitter. While the defensd industry wasn’t one Stelzner typically worksx with, he gained new insight and met high-level workersw he might one day If you’re looking to broaden your applicang pool, “go to where they are,” Stelzner said. “Don’g expect them to come to you.” Connecgt the job-to-applicant dots clearly. Know why you are hiringt for this position andwhy you’re talking to a particular candidate. In interviews, stresws that you are not only interester in who the candidatesare now, but who they have the potentia to become.
One way to do that is to emphasizs benefits suchas training, said Sharon Armstrontg of in D.C. Also, experts suggesf getting the hiring manager involved earlyh in the interview Top performers want to know whom they will beworkinf for. Manage your There is nothing like a good doseof self-awareness. Is your company known for responding tocandidates quickly? For fair, or compensation? For being a great place to work? All these thingas matter when job seekers are a considering a potential This especially goes for top talent. “Let’s face Stelzner said. “Top talent Offer market rate.
Contrary to cocktaiol chatter, true top performers on not on “A lot of superstars have this terrific thingg calledbusiness acumen,” Corlett said. They know what they’rde worth, and they know they can get it. Be The golden rule appliee to hiring as well asto life. If you are temptesd to lowball, remember that market rate is also a form of You don’t want to land someonew right now, only to lose the person the minute the economicv needle starts to creep up.
Jami e Patten has what might be called an embarrassmentof
Monday, September 10, 2012
Sunday, September 9, 2012
Finding reasons, solutions when buying decisions are put on hold - Business First of Buffalo:
ejoxot.wordpress.com
The challenge is determininy if the delay is adisguised objection, an unresolvef concern, an excuse or real. Most how can you get to the truth and move the sale forward Buyers are like Wall Neitherlikes uncertainty. Understandinv risk can help you smooth the progresz towarda decision. Cautionh is an indication of risk aversion, and it’x rampant right now. Sellers become risk-adverse, too, not wantinb to hear a negative But consider that getting a negativwe decision now is better than gettiny one afterinvesting time, energy and resourceas pursuing a prospect for weeks or even months.
Try facilitatinbg a discussionaround best-case and worst-case What is the worst case if they do and what is the best case if they move forward? What is the worst-case scenarip if they buy now, and what is the best case if they delay the decision? Having this conversation gives you the opportunitty to influence their thought process and provide input into the scenarios. Threwe common themes emerge as reasons fordelayexd decisions, which are incomplete or poor initia qualification, unanswered concerns and changexs in priorities. Where you are, what to do Did you just take the prospect’s word that they could benefift fromwhat you’re selling?
Qualifying the need means gaininhg evidence that their situation justifies the For example, everyone wantw new office furniture, but how does not buying it now affecft the company? It could range from lost productivity to poor markert image to no effecy at all. If there’s evidence of significan t impact, the urgency to make a purchas eis real. It’s also important to acquire the perspective of all involved decision makers toidentifhy roadblocks.
It’s rare for everyone to agree on needs and priorities within a Withoutthis information, it’s difficult to implemenf a strategy to move Opportunities that need funding or that are waitintg for funding are less likely to close than those that have a budge allocated. Risk-adverse sellers avoid having the early cruciao conversations about budgets and Hoping that traditional benefits will carrh the decision is riskier than having a direct and frankm discussion about the investment requirements earlt in thesales process. Therr is a difference between not having the budget and being unwilling to investthe budget.
One is a logistical problem while the other is a perceivesdvalue problem. You can’t fix but you can address In acautionary climate, you must run an “A” game and qualifuy thoroughly. A presentation or proposal that is premature will automaticall generatea stall. Buyers unconsciously go through three majofr phasesof buying. First, they evaluate if they have a need that is sever enoughto fix.
Once a need is the assessment ofoptions
The challenge is determininy if the delay is adisguised objection, an unresolvef concern, an excuse or real. Most how can you get to the truth and move the sale forward Buyers are like Wall Neitherlikes uncertainty. Understandinv risk can help you smooth the progresz towarda decision. Cautionh is an indication of risk aversion, and it’x rampant right now. Sellers become risk-adverse, too, not wantinb to hear a negative But consider that getting a negativwe decision now is better than gettiny one afterinvesting time, energy and resourceas pursuing a prospect for weeks or even months.
Try facilitatinbg a discussionaround best-case and worst-case What is the worst case if they do and what is the best case if they move forward? What is the worst-case scenarip if they buy now, and what is the best case if they delay the decision? Having this conversation gives you the opportunitty to influence their thought process and provide input into the scenarios. Threwe common themes emerge as reasons fordelayexd decisions, which are incomplete or poor initia qualification, unanswered concerns and changexs in priorities. Where you are, what to do Did you just take the prospect’s word that they could benefift fromwhat you’re selling?
Qualifying the need means gaininhg evidence that their situation justifies the For example, everyone wantw new office furniture, but how does not buying it now affecft the company? It could range from lost productivity to poor markert image to no effecy at all. If there’s evidence of significan t impact, the urgency to make a purchas eis real. It’s also important to acquire the perspective of all involved decision makers toidentifhy roadblocks.
It’s rare for everyone to agree on needs and priorities within a Withoutthis information, it’s difficult to implemenf a strategy to move Opportunities that need funding or that are waitintg for funding are less likely to close than those that have a budge allocated. Risk-adverse sellers avoid having the early cruciao conversations about budgets and Hoping that traditional benefits will carrh the decision is riskier than having a direct and frankm discussion about the investment requirements earlt in thesales process. Therr is a difference between not having the budget and being unwilling to investthe budget.
One is a logistical problem while the other is a perceivesdvalue problem. You can’t fix but you can address In acautionary climate, you must run an “A” game and qualifuy thoroughly. A presentation or proposal that is premature will automaticall generatea stall. Buyers unconsciously go through three majofr phasesof buying. First, they evaluate if they have a need that is sever enoughto fix.
Once a need is the assessment ofoptions
Friday, September 7, 2012
Ohio U. OKs budget, plan B - Business First of Columbus:
sasutezew.blogspot.com
Trustees of the Athens school recentlyg signed off ona $684 millionj fiscal 2010 budget, but also laid the framework for potential tweaks as state legislatore hammer out a two-year budget by a Tuesdauy deadline. Included in the trustees’ budget resolution, the school is a provision giving President Roderick McDavis the poweer to make adjustmentsif higher-education funding cuts are made to help plug a projecte d $3.2 billion state budget gap.
Ohio University official s said that in the event of reduceedstate funding, the school could fill part of a budget gap with anticipate d revenue from enrollment and retention increases that haven’ been factored into the existing But other plans are on the including potential employee The school’s existing budget already includes adjustments in light of tougher times. Becausre of a shortfall in investment income, OU is usinv some cash from itsgeneral fund, intended for instructiom and administration, to suppory scholarships and financial aid.
The university’s Voinovich School of Leadership and Publix Affairs also is receivinga $500,000 boost in fundinvg amid lower state support.
Trustees of the Athens school recentlyg signed off ona $684 millionj fiscal 2010 budget, but also laid the framework for potential tweaks as state legislatore hammer out a two-year budget by a Tuesdauy deadline. Included in the trustees’ budget resolution, the school is a provision giving President Roderick McDavis the poweer to make adjustmentsif higher-education funding cuts are made to help plug a projecte d $3.2 billion state budget gap.
Ohio University official s said that in the event of reduceedstate funding, the school could fill part of a budget gap with anticipate d revenue from enrollment and retention increases that haven’ been factored into the existing But other plans are on the including potential employee The school’s existing budget already includes adjustments in light of tougher times. Becausre of a shortfall in investment income, OU is usinv some cash from itsgeneral fund, intended for instructiom and administration, to suppory scholarships and financial aid.
The university’s Voinovich School of Leadership and Publix Affairs also is receivinga $500,000 boost in fundinvg amid lower state support.
Thursday, September 6, 2012
Refi rally for TexasLending.com - Memphis Business Journal:
ethelbertdiya3334.blogspot.com
As many as 120 loan consultants, accounting professionals, loan loan closers and clerical positionas payingbetween $30,000 to more than $100,000 a year will be said Kevin Miller, president, CEO and founder of The jobs will be added beginninvg in August and will be phased in duringt the next six to nine he said. The company has 160 employees now, down from 180 at the peak of the Nortuh Texas housing boom twoyears ago. Low mortgagre rates and Miller’s expectation of climbing home salese are spurringthe company’s growth, he “We expect rates to be low for the next year and a then we expect home purchasing to be strong afterr that in Texas,” he said.
The local housing market certainl y has a lot of groundto recover. New-homw sales in the Dallas-Fort Wortyh area were down 40% for the first four monthw of the year compared to the same period in and salesof pre-owned single-family homes were down 24% duringh that period, according to housing market analyst Davidf Brown, director of the Dallas officw of Metrostudy. There were 4,191 new-homwe closings and 18,442 resales in the area throughu April, he said. Brown expects 2009 sales to traio year-ago numbers for the remaindet ofthe year.
“We do expect to begi to see some modest recovery in terms of transactiond beginningin 2010, assuming we see the nationak economy begin to turn around and we see the jobs picturwe begin to improve,” he said. About 70% of TexasLending.com’s businesxs today is refinancing, compared with 40% to 50% at this time last Miller said. TexasLending.com closes $60 million to $80 million in monthlu loan volume now, or about $850 million annually, Miller said. With the additional employees, Miller’z goal is to reach $3 billion to $4 billion in annuao loan volume in the next five he said.
The company provides residential mortgage loansin Oklahoma, Florida, Michigan, Missouri and Colorado, servicing all of them from the Dallasz office. For the week endinbg May 22, mortgage loan applicatio n volume nationwide wasup 28.5 compared with the same week one year according to a weekly survey by the Mortgage Banker s Association. Refinancings made up 69.3% of the mortgagw activity. Loan volume in Texas was $11.y7 billion in the first quarter of this down slightlyfrom $12.4 billion in 2008, accordingt to the Texas Mortgage Bankers Association statistics.
Mortgage industrhy employment in Texas fell by more thana 30% from 2007 to but has since stabilized, said Scotrt Norman, vice president of the Texa Mortgage Bankers Association. Norman said he’s hears anecdotally that the surge in refinancings is prompting mortgage lenders to add but he did not have specifiv industryemployment numbers. To make room for new employees, TexasLending.coj has signed a lease for 69,0009 square feet in its existingt location at 4100 Alpha Road inDallaas — more than triple the size it currentlu occupies, said Ben Hautt with the commercial real estated firm Stream Realty Partneras LP.
Hautt recently left Stream’s Dallas office to launch the company’ss office in Atlanta, where he is managing TexasLending.com will begin movinyg into its expanded spacein August, aftedr the completion of renovations that are now undet way. After expanding, TexasLending.com will occupy all of the fourth and fifth floor and part of the firsy floor inthe 11-story building, Hautt said. “It’sx an expansion, and today that’z not something you see a lot of,” Haut t said. “They’re thriving in the current economy.
” The 227,000-square-foogt building at 4100 Alphqa Road is part ofThe Centre, an 11-buildint office complex north of Interstate 635 off Midway The asking lease rate for the space is about $16.5p per square foot. Hauty and Stream Realty colleagues Ben Sumner and Chad Henningsrepresenteds TexasLending.com in the lease, and Buddy Tompkinw and Seth Thatcher of commercial real estate firm GVA Cawlety represented the landlord. Hautt said TexasLending.
com searched the marker before deciding to expane within itsexisting
As many as 120 loan consultants, accounting professionals, loan loan closers and clerical positionas payingbetween $30,000 to more than $100,000 a year will be said Kevin Miller, president, CEO and founder of The jobs will be added beginninvg in August and will be phased in duringt the next six to nine he said. The company has 160 employees now, down from 180 at the peak of the Nortuh Texas housing boom twoyears ago. Low mortgagre rates and Miller’s expectation of climbing home salese are spurringthe company’s growth, he “We expect rates to be low for the next year and a then we expect home purchasing to be strong afterr that in Texas,” he said.
The local housing market certainl y has a lot of groundto recover. New-homw sales in the Dallas-Fort Wortyh area were down 40% for the first four monthw of the year compared to the same period in and salesof pre-owned single-family homes were down 24% duringh that period, according to housing market analyst Davidf Brown, director of the Dallas officw of Metrostudy. There were 4,191 new-homwe closings and 18,442 resales in the area throughu April, he said. Brown expects 2009 sales to traio year-ago numbers for the remaindet ofthe year.
“We do expect to begi to see some modest recovery in terms of transactiond beginningin 2010, assuming we see the nationak economy begin to turn around and we see the jobs picturwe begin to improve,” he said. About 70% of TexasLending.com’s businesxs today is refinancing, compared with 40% to 50% at this time last Miller said. TexasLending.com closes $60 million to $80 million in monthlu loan volume now, or about $850 million annually, Miller said. With the additional employees, Miller’z goal is to reach $3 billion to $4 billion in annuao loan volume in the next five he said.
The company provides residential mortgage loansin Oklahoma, Florida, Michigan, Missouri and Colorado, servicing all of them from the Dallasz office. For the week endinbg May 22, mortgage loan applicatio n volume nationwide wasup 28.5 compared with the same week one year according to a weekly survey by the Mortgage Banker s Association. Refinancings made up 69.3% of the mortgagw activity. Loan volume in Texas was $11.y7 billion in the first quarter of this down slightlyfrom $12.4 billion in 2008, accordingt to the Texas Mortgage Bankers Association statistics.
Mortgage industrhy employment in Texas fell by more thana 30% from 2007 to but has since stabilized, said Scotrt Norman, vice president of the Texa Mortgage Bankers Association. Norman said he’s hears anecdotally that the surge in refinancings is prompting mortgage lenders to add but he did not have specifiv industryemployment numbers. To make room for new employees, TexasLending.coj has signed a lease for 69,0009 square feet in its existingt location at 4100 Alpha Road inDallaas — more than triple the size it currentlu occupies, said Ben Hautt with the commercial real estated firm Stream Realty Partneras LP.
Hautt recently left Stream’s Dallas office to launch the company’ss office in Atlanta, where he is managing TexasLending.com will begin movinyg into its expanded spacein August, aftedr the completion of renovations that are now undet way. After expanding, TexasLending.com will occupy all of the fourth and fifth floor and part of the firsy floor inthe 11-story building, Hautt said. “It’sx an expansion, and today that’z not something you see a lot of,” Haut t said. “They’re thriving in the current economy.
” The 227,000-square-foogt building at 4100 Alphqa Road is part ofThe Centre, an 11-buildint office complex north of Interstate 635 off Midway The asking lease rate for the space is about $16.5p per square foot. Hauty and Stream Realty colleagues Ben Sumner and Chad Henningsrepresenteds TexasLending.com in the lease, and Buddy Tompkinw and Seth Thatcher of commercial real estate firm GVA Cawlety represented the landlord. Hautt said TexasLending.
com searched the marker before deciding to expane within itsexisting
Tuesday, September 4, 2012
Kjøper CO₂-ekspertise av AGR - Offshore.no
ejoxot.wordpress.com
Kjøper CO₂-ekspertise av AGR Offshore.no Dette er en anerkjennelse av vår brede tverrfaglige kompetanse og viser vår evne til å integrere flere fagfelt i våre leveranser, sier Morten og legger til at kontrakten muliggjør en fortsatt utvikling av AGRs kompetanse innenfor Co₂lagring og ... |
Monday, September 3, 2012
The economics of niche - The Business Review (Albany):
ernstiryastrov.blogspot.com
Now hammered by the residential slowdown, the architecturre firm has laid off about 20 percent of its workforcrein Oakland, Irvine and Hawaii offices, reducing stafft from 140 to 110. Domestid billings have dropped between 20 percentr and25 percent, said Ernesto a principal and founder of MVE. "We are seeingh a significant slowdown in domestic said Vasquez. "We have a few projectsd that just shut down in the middleof everything. Just stoppex construction and closed down sales and marketing MVE ishardly alone.
The widely reportesd housing troubles, coupled with fears of a recession, are hurting architecture firms acrossthe country, accordinf to the Kermit Baker, chief economistr for the American Institute of Architects. In the AIA's Architecture Billings Index -- an economicf indicator that provides an approximate nineto 12-month glimpse into the future of constructionj activity -- dropped to its lowest poin since the survey's inception in Baker said. He said the "prognosis for commerciall construction later this year is not favorablse atthis point." "The real test is going to come this summe and fall," he "Most firms have a four- to six-month backlog.
" The shifting economic climatwe is forcing housing-centric designers like MVE to chase internationa jobs and bulk up on institutional work. The firm recently won mixed-usre assignments in Dubai and Cairo and some student housin projectsin California. Vasquez expects the proportiobnof MVE's international billings to doubled from 15 percent to at least 30 Yet for all the national doom and many of San Francisco's most prominenr firms are already diversified and are reporting respectabler growth. San Francisco-based was recently namedd architect for thenew 180,000-square-foot AIA headquarterzs in Washington, D.C.
It has four Universith of California projects on thedrawing boards, including a policr station at UCLA, a neuroscienc building at UCSF and a health and science complex at The San Francisco office of Skidmore Owingas and Merrill, probably the most sought-after American firm workinfg in China, now does 60 percenty of its work abroad, up from abougt 50 percent last according to SOM Managing Partner Gene Most recently, SOM snagged a 3 million-square-fooy project in Hang Hou. Overall, Schnair expectzs SOM's billings to jump 10 percentrin 2008. "Things have not slowed down as you mighrhave expected," said Schnair. "Diversity has reallyg been paying offfor us.
" In additiohn to international diversification, several midsized San Francisco-based firms have benefitedx from having recently expandef into other U.S. markets. and , for both opened New York offices about twoyearsa ago, moves that paid off in a New York Already SMWM has been selected to draft a 20-yea r master plan for , a mastetr plan for Piers 7-12 on Brooklyn'se waterfront and a new Conservatoryt of Music at . And in picked SMWM to design a $100 million, 355,000-square-foot redevelopment on Pier 94 on the Hudsobn River that will be used as conventiomn and tradeshow venue.
"Building a bi-coastal busineszs is something that can safeguard you in aneconomiv shift," said Liza Gregoruy Bass, SMWM's chief administrative officer. "It' s part of balancing operations and being wherw the opportunity andwork are. We want to have a broadr base of clients sothey don't grind to a halt at the same SMWM has also been taking on new internationao assignments, including large urbamn planning projects in Panamas and India. With banks cutting thousands of worker andSan Francisco's financial districtr suffering from negative absorption in the first quartedr of 2008, firms specializing in corporate interior s are also nervous.
's San Francisco office has seen a drop in new corporatdeinterior business, according to Jim Hannon, president of SmithGroup California. But the drop has been more than compensaterby health-care and biotech projects. SmithGroup was recently awarded a sciencd building at UC Merced and is working on the Instituts for Regenerative Medicineat UCSF, as well as on a new $400 millio polytrauma center for the Veterans Administration Hospital in Palo Alto. "Wer may have seen a little softeniny in that group in termsof leads, but we'rew very busy in the other areas," Hannobn said. "Every single work station is full, and we just orderesd two new ones.
Everybodt is worried, and we're no but we just haven't seen it Retail down, community centers up In additiomn to housing andoffice interiors, retailo is an area that typically slows down in Retail specialist Field Paoli has begun to see fewer retail developerds come through the door, according to principal Frank Fuller said already entitled projects are being stallec but "not absolutely stopped." The firm is wrappingh up Palladio at Broadstone in Folsom, a 770,000-square-foot open air mall set to open in the What comes next is hard to say, Fullef said.
"The biggest retail project in the officse is coming toa close, and there is nothing to replacew it," said Fuller. "There are other projectsx coming up, but not as But while the retail ebbs, Field Paoli has score a seriesof public-sectofr jobs, including a community center and schoopl being planned for Emeryville and the Mayfield Community Cented in San Jose. But with state economies like California's facing budgett deficits, it's only a matter of time beforew public-sector work slows down as well.
Kacey development director forField Paoli, said she has seen a 25 perceng drop in the number of requests for proposals issuedr in the western United In the Bay Area, an exception to this has been mixed-usse housing and retail projects built on or BART-owned "What we're all going to be seeing is more mixed-use the transit-oriented development," said Clagett. "Thatr is where institutional capital wants tomake investments.
" Architectas who have toiled through previous down cycles tend to be cautious and Field Paoli has loaned out two of its architects to othedr firms, a common practice among architecture firms as a way to cut costs without losingb valuable designers. SmithGroup's Hannon said the capitap markets are in such disarrauy that he feels any project coul d be postponed or junked atany "We do all very large projects, so if one goes sour you know he said. SOM, which has expandee from about 160 to 200 employeesx during the past few is cozy in its headquarters on the 24th floo of 1Front St. That probablyu won't change any time soon.
"We're a bit cramped rightr now," said Schnair. "Ift we felt really positive aboutt themarket opportunity, we would perhapsw consider taking more space. But we'rw not doing that -- we'rw squeezing people." Dan Huntsman, principal of Huntsman Architecturapl Group, said he is being cautious even thoughhis 70-personn San Francisco office and 20-persobn New York office are both busy enougg to be in hiringh mode. Huntsman said the only sign of a slowdown he is seeing is in the accountsreceivables department. "People are holding onto theitr money," he said. "It's the old adagr -- cash flow is bad, but business is good.
"
Now hammered by the residential slowdown, the architecturre firm has laid off about 20 percent of its workforcrein Oakland, Irvine and Hawaii offices, reducing stafft from 140 to 110. Domestid billings have dropped between 20 percentr and25 percent, said Ernesto a principal and founder of MVE. "We are seeingh a significant slowdown in domestic said Vasquez. "We have a few projectsd that just shut down in the middleof everything. Just stoppex construction and closed down sales and marketing MVE ishardly alone.
The widely reportesd housing troubles, coupled with fears of a recession, are hurting architecture firms acrossthe country, accordinf to the Kermit Baker, chief economistr for the American Institute of Architects. In the AIA's Architecture Billings Index -- an economicf indicator that provides an approximate nineto 12-month glimpse into the future of constructionj activity -- dropped to its lowest poin since the survey's inception in Baker said. He said the "prognosis for commerciall construction later this year is not favorablse atthis point." "The real test is going to come this summe and fall," he "Most firms have a four- to six-month backlog.
" The shifting economic climatwe is forcing housing-centric designers like MVE to chase internationa jobs and bulk up on institutional work. The firm recently won mixed-usre assignments in Dubai and Cairo and some student housin projectsin California. Vasquez expects the proportiobnof MVE's international billings to doubled from 15 percent to at least 30 Yet for all the national doom and many of San Francisco's most prominenr firms are already diversified and are reporting respectabler growth. San Francisco-based was recently namedd architect for thenew 180,000-square-foot AIA headquarterzs in Washington, D.C.
It has four Universith of California projects on thedrawing boards, including a policr station at UCLA, a neuroscienc building at UCSF and a health and science complex at The San Francisco office of Skidmore Owingas and Merrill, probably the most sought-after American firm workinfg in China, now does 60 percenty of its work abroad, up from abougt 50 percent last according to SOM Managing Partner Gene Most recently, SOM snagged a 3 million-square-fooy project in Hang Hou. Overall, Schnair expectzs SOM's billings to jump 10 percentrin 2008. "Things have not slowed down as you mighrhave expected," said Schnair. "Diversity has reallyg been paying offfor us.
" In additiohn to international diversification, several midsized San Francisco-based firms have benefitedx from having recently expandef into other U.S. markets. and , for both opened New York offices about twoyearsa ago, moves that paid off in a New York Already SMWM has been selected to draft a 20-yea r master plan for , a mastetr plan for Piers 7-12 on Brooklyn'se waterfront and a new Conservatoryt of Music at . And in picked SMWM to design a $100 million, 355,000-square-foot redevelopment on Pier 94 on the Hudsobn River that will be used as conventiomn and tradeshow venue.
"Building a bi-coastal busineszs is something that can safeguard you in aneconomiv shift," said Liza Gregoruy Bass, SMWM's chief administrative officer. "It' s part of balancing operations and being wherw the opportunity andwork are. We want to have a broadr base of clients sothey don't grind to a halt at the same SMWM has also been taking on new internationao assignments, including large urbamn planning projects in Panamas and India. With banks cutting thousands of worker andSan Francisco's financial districtr suffering from negative absorption in the first quartedr of 2008, firms specializing in corporate interior s are also nervous.
's San Francisco office has seen a drop in new corporatdeinterior business, according to Jim Hannon, president of SmithGroup California. But the drop has been more than compensaterby health-care and biotech projects. SmithGroup was recently awarded a sciencd building at UC Merced and is working on the Instituts for Regenerative Medicineat UCSF, as well as on a new $400 millio polytrauma center for the Veterans Administration Hospital in Palo Alto. "Wer may have seen a little softeniny in that group in termsof leads, but we'rew very busy in the other areas," Hannobn said. "Every single work station is full, and we just orderesd two new ones.
Everybodt is worried, and we're no but we just haven't seen it Retail down, community centers up In additiomn to housing andoffice interiors, retailo is an area that typically slows down in Retail specialist Field Paoli has begun to see fewer retail developerds come through the door, according to principal Frank Fuller said already entitled projects are being stallec but "not absolutely stopped." The firm is wrappingh up Palladio at Broadstone in Folsom, a 770,000-square-foot open air mall set to open in the What comes next is hard to say, Fullef said.
"The biggest retail project in the officse is coming toa close, and there is nothing to replacew it," said Fuller. "There are other projectsx coming up, but not as But while the retail ebbs, Field Paoli has score a seriesof public-sectofr jobs, including a community center and schoopl being planned for Emeryville and the Mayfield Community Cented in San Jose. But with state economies like California's facing budgett deficits, it's only a matter of time beforew public-sector work slows down as well.
Kacey development director forField Paoli, said she has seen a 25 perceng drop in the number of requests for proposals issuedr in the western United In the Bay Area, an exception to this has been mixed-usse housing and retail projects built on or BART-owned "What we're all going to be seeing is more mixed-use the transit-oriented development," said Clagett. "Thatr is where institutional capital wants tomake investments.
" Architectas who have toiled through previous down cycles tend to be cautious and Field Paoli has loaned out two of its architects to othedr firms, a common practice among architecture firms as a way to cut costs without losingb valuable designers. SmithGroup's Hannon said the capitap markets are in such disarrauy that he feels any project coul d be postponed or junked atany "We do all very large projects, so if one goes sour you know he said. SOM, which has expandee from about 160 to 200 employeesx during the past few is cozy in its headquarters on the 24th floo of 1Front St. That probablyu won't change any time soon.
"We're a bit cramped rightr now," said Schnair. "Ift we felt really positive aboutt themarket opportunity, we would perhapsw consider taking more space. But we'rw not doing that -- we'rw squeezing people." Dan Huntsman, principal of Huntsman Architecturapl Group, said he is being cautious even thoughhis 70-personn San Francisco office and 20-persobn New York office are both busy enougg to be in hiringh mode. Huntsman said the only sign of a slowdown he is seeing is in the accountsreceivables department. "People are holding onto theitr money," he said. "It's the old adagr -- cash flow is bad, but business is good.
"
Sunday, September 2, 2012
Nuti: NCR to save millions with Georgia move - Business First of Buffalo:
ethelbertdiya3334.blogspot.com
was as much abouty consolidation and cost saving as it wasabouy Georgia’s $60 million incentive package, its demographics, infrastructurs and skilled workforce. The relocation will save the Fortund 500company “tens of millions of over the next NCR chief Bill Nuti told Atlanta Business Chronicler on Tuesday. NCR’s decision to locate in will bring morethan 2,100 jobs including nearlyt 900 to a manufacturing operation in Columbus. That facility, will be NCR’d first manufacturing plant in the United State s sincethe 1970s. NCR is consolidating corporate jobs from not just but from severalother U.S. locations, Nuti said, declining to disclose the cities.
NCR will continue to emploh less than 50in Dayton, whers it will maintain a data centere and sales and service operations. Atlanta’s academic institutions also helped win the NCR The company views schoole like as a potential labor pool and a partner for jointt innovationand development. The region’s relativeluy robust economy, its supply chain logisticss infrastructure andcorporate base, also helped win NCR “We looked at all of thes e factors and Georgia scored amongs the highest of all states,” Nuti Atlanta also got a little help from the economicallyu depressed Midwest. “Recruitment has been difficult in Nuti said.
NCR’s move to the Southeast was also promptedby “At the end of the day we really were a compant that was widely dispersed.” Nuti Since NCR’s 1997 spin-off from AT&T, “the company was everywhere and The company needed to consolidate into a single campuss to improve collaboration and he said. NCR’s executive offices, however, will remain in Nuti confirmed. “That center surrounds our largest and most majo r customers in the worlcd in thebanking industry,” he said. “That’xs where we host many of our customers in the financialkservices base.
”
was as much abouty consolidation and cost saving as it wasabouy Georgia’s $60 million incentive package, its demographics, infrastructurs and skilled workforce. The relocation will save the Fortund 500company “tens of millions of over the next NCR chief Bill Nuti told Atlanta Business Chronicler on Tuesday. NCR’s decision to locate in will bring morethan 2,100 jobs including nearlyt 900 to a manufacturing operation in Columbus. That facility, will be NCR’d first manufacturing plant in the United State s sincethe 1970s. NCR is consolidating corporate jobs from not just but from severalother U.S. locations, Nuti said, declining to disclose the cities.
NCR will continue to emploh less than 50in Dayton, whers it will maintain a data centere and sales and service operations. Atlanta’s academic institutions also helped win the NCR The company views schoole like as a potential labor pool and a partner for jointt innovationand development. The region’s relativeluy robust economy, its supply chain logisticss infrastructure andcorporate base, also helped win NCR “We looked at all of thes e factors and Georgia scored amongs the highest of all states,” Nuti Atlanta also got a little help from the economicallyu depressed Midwest. “Recruitment has been difficult in Nuti said.
NCR’s move to the Southeast was also promptedby “At the end of the day we really were a compant that was widely dispersed.” Nuti Since NCR’s 1997 spin-off from AT&T, “the company was everywhere and The company needed to consolidate into a single campuss to improve collaboration and he said. NCR’s executive offices, however, will remain in Nuti confirmed. “That center surrounds our largest and most majo r customers in the worlcd in thebanking industry,” he said. “That’xs where we host many of our customers in the financialkservices base.
”
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