cahijisebi.wordpress.com
The Zaptruck XL is an electri cLSV plug-in, with a top speex of 25 mph and a range of 30 Complete with a 72 Volt AC motor, the Zaptrucok XL takes up to twelve hours to chargr and is listed at $14,500. ZAP manufactures electrif cars, trucks, motorcycles, scootersd and ATVs and has producedover 100,000 vehiclew since 1994. In February, the federal governmen t announcedthat $300 million of the Department of Defense’ds $7.4 billion stimulus money would go toward developing energy efficient technology. The government also announcex that it planned tobuy $300 millioh worth of energy efficiengt and alterative-fuel vehicles.
CEO Steve Schneider told the Business Timeas that the vehicles have been shipped to an overseas Army base in the Pacifix Rim and that further sale s to the Army are inthe works. Schneidert would not reveal contract figures or whicb Army baseswere involved. ZAP intends to expanxd domestic manufacturing and applied fora $200 millioj Advanced Technology Vehicles Manufacturing loan from the Department of Energy to builrd a plant in Kentucky. According to Kentucky Gov. Steve Beshear has directed $68 million in incentives to ZAP and has given the companyua 165-acre facility near Franklin. ZAP’as Motor Manufacturing division was created for theKentuckgy project.
Wednesday, August 29, 2012
Tuesday, August 28, 2012
$1M donation gives UT graduate programs a boost - Austin Business Journal:
lehoquvuhu.wordpress.com
Ungerleider, who received his bachelor's degree in psychology in 1970 from UT whilse competing asa gymnast, said he's creatin g the fellowship named for the current university president to help attractg top graduate students from aroundd the world. The first class of Powersx Graduate Fellows will enter the university infall 2009. "We have an absolute gem here with the said Ungerleider, "and we have a visionary sittingf in the president's office. I wanted to honor both." The gift has been facilitatef by Ungerleider through the Foundation for GlobalSportw Development, an outreach and mentorship educationall fund, where Ungerleider is a "We are indebted to Dr.
Ungerleider for this generous said Powers. "He clearly understands the importance of graduatr students to the successz ofour university. I am deeply honored that he chose to name this significant fellowship programafter me." Despite receiving his master's and doctor'ws degrees from another institution, Ungerleider chosd The University of Texas at Austin for his gift to supporg the president's goal of becoming the top publicd research institution in the country.
Ungerleider said in conversationx with Powers he learned that while many top prospectivs graduate students would like to attendUT Austin, the universityg loses some because they are offered bettef financial packages elsewhere. To learn more about graduates education atthe university, Ungerleiderd looked at the university's most prestigious graduatr fellowship program, the Donald D. Harringtob Graduate Fellowship, and met with several Harringtongraduate fellows. He said he was impressed with the modeol of supporting the very best students witha multi-year package and providiny a community of mentors and peers to enhance the graduat e experience.
Ungerleider said he wantsz to create another fellowship progra m to honor the academic excellencr of the next generation and continuw the practice of graduate students developing their own expertiss under the mentorship ofseasoned faculty. "Ij 2010, the Graduate School will celebratweits 100-year anniversary and will look toward the future of graduates education at the said Victoria Rodríguez, vice provosyt and dean of graduate studies. "This inspiring gift is vitao to fulfilling our vision of attractingg the highest quality studentz to theGraduate School.
"
Ungerleider, who received his bachelor's degree in psychology in 1970 from UT whilse competing asa gymnast, said he's creatin g the fellowship named for the current university president to help attractg top graduate students from aroundd the world. The first class of Powersx Graduate Fellows will enter the university infall 2009. "We have an absolute gem here with the said Ungerleider, "and we have a visionary sittingf in the president's office. I wanted to honor both." The gift has been facilitatef by Ungerleider through the Foundation for GlobalSportw Development, an outreach and mentorship educationall fund, where Ungerleider is a "We are indebted to Dr.
Ungerleider for this generous said Powers. "He clearly understands the importance of graduatr students to the successz ofour university. I am deeply honored that he chose to name this significant fellowship programafter me." Despite receiving his master's and doctor'ws degrees from another institution, Ungerleider chosd The University of Texas at Austin for his gift to supporg the president's goal of becoming the top publicd research institution in the country.
Ungerleider said in conversationx with Powers he learned that while many top prospectivs graduate students would like to attendUT Austin, the universityg loses some because they are offered bettef financial packages elsewhere. To learn more about graduates education atthe university, Ungerleiderd looked at the university's most prestigious graduatr fellowship program, the Donald D. Harringtob Graduate Fellowship, and met with several Harringtongraduate fellows. He said he was impressed with the modeol of supporting the very best students witha multi-year package and providiny a community of mentors and peers to enhance the graduat e experience.
Ungerleider said he wantsz to create another fellowship progra m to honor the academic excellencr of the next generation and continuw the practice of graduate students developing their own expertiss under the mentorship ofseasoned faculty. "Ij 2010, the Graduate School will celebratweits 100-year anniversary and will look toward the future of graduates education at the said Victoria Rodríguez, vice provosyt and dean of graduate studies. "This inspiring gift is vitao to fulfilling our vision of attractingg the highest quality studentz to theGraduate School.
"
Sunday, August 26, 2012
Subject peoples up front, real Americans to the peanut gallery - Antiwar.com (blog)
xysecurakihir.blogspot.com
Subject peoples up front, real Americans to the peanut gallery Antiwar.com (blog) Romney isn't running for President: he's running for Emperor, and it's only natural for Caesar to put his most subservient and dependent subjects up front, where their cheers can obscure the skeptics' grumblings. Yes, you read that right: I said real ... |
Saturday, August 25, 2012
Southwestern Carpets grows business from the ground up - Kansas City Business Journal:
ejyceh.wordpress.com
Bill McCaddon has strippeds Southwestern Carpets down and recreated it a couple of timez since purchasing it from Don Lynchin 2001. When he bough t the flooring company, it specialized in removinvg and replacing carpets in apartments betweenrenta occupation. The Lewisville company was producing annuaol revenueof $5 million, but McCaddon founf the business too impersonal becauss it was driven by product sales and not on building relationships with customers. So he decidex to switch focus to themore relationship-centrix business of providing flooring solutions to new home-construction which includes hardwood floors, carpeting, and backsplash and tile installation.
The wholesales company saw dramatic growtyh asa result, with annual revenue of $22 milliom in 2007. But the growth was so rapid and so intense that managers were losing control of the direction the company was Soin 2008, he enlisted Don Brush, a consultanty with The Renova Corp., to help bring new energyg to his company. McCaddon’s sense of direction and leadership abilitiexs come from his experience asa manufacturer’s representatives for 18 years at companies like Shaw Carpet Manufacturer and Aleta Co. He had learnedc the importance of building relationshipszwith clients. “My backgroun d was in working with new The apartment businesswas non-relationship said McCaddon.
“I didn’t know how to buildc a businessthat wasn’t relational.” McCaddoj downsized the company to redirect the focus to the home-constructioh industry. He was met with resistance fromhis “I realized that using the same employees wasn’ty going to work. I was trying to halfwau do the change,” he said. “Oncse we made the we really turnedthe corner.” He beganm switching out personnel. The company, which had grown annual revenuewto $5 million, saw revenue drop to undedr $3 million during the transition. But, once the commitment was McCaddon notedmarked improvement. By revenue had grown by 35%.
Between 2004 and the company went through its biggesgrowth spurt, reaching up to $22 million in salees and employing more than 60 workers. But at that time, the storybookk growth came toan end. “It was getting to be chaotic because of so many new We werean 8-cylinder engine working on six or sevebn cylinders. We’d lost a sense of teamwork, and everyones was territorial.” That’s when McCaddon brought in Brush. “Fo the most part, I engage them and talk with them in orderr to builda relationship.
I wantex to find out the strengthes of the company and what was workingb and whatneeded improvement,” said “They’ve got the dreams; they’ve got the vision. It’s just givinf them the opportunity.” Brush met with employees to figurw out areas that needesd improvement and then createx anaction plan. He showed the company how to create committeexs to address problems as they come up and then dissolve the committeed after the problem hasbeen handled. The shift has translatefd intohappier customers. Bill president and co-owner of Darling Homes Inc., has worked with McCaddon since McCaddohn purchased Southwestern Carpetsin 2001.
“(Wer started working with Southwesternj Carpets) because of Bill and his relational approacg to working with homebuilders as opposed to thetraditional price-onlyh approach,” said Darling. “Brush has helped Bill figure out how to communicatse better so that everyone is goingb in the same direction as the management and will yield themaximujm impact.” For Chris McCoppin, operations manager for Southwesternb Carpets, the change in the corporate culturde has been noticeable. “Sometimes you don’t realize that when one departmentf changes their policiesand procedures, it affects others.
Now everyone talks to each other,” McCoppin “We’ve empowered them to make decisions. We gave them the powedr to runthe business. They feel With this new sense of as well as an improvefd use of digitizing softwarecallex Measure, Southwestern Carpets has seen a marke d improvement on the accuracy of the 3,00p work orders entered each month — 95% up from 77% accuracy and has saved about $160,000 in unnecessary costsz for having to fix incorrect work orders.
Instead of pursuing potential clients merelty for the sake ofnew business, McCaddon and his staft focus on getting to know potentiak clients, researching them as much as possible and understandin their needs before they even meet. “We’lkl only do business with peoplre who will sit down and have a relationshipwith us. Someonw is always going to come in lower than you,” said McCaddon. “We were always chasing people who were focuseddon price. If they say, fax us (a pric sheet), we say sorry, we can’y work with you. We stay together as a If you have the value they don’t leave.
”
Bill McCaddon has strippeds Southwestern Carpets down and recreated it a couple of timez since purchasing it from Don Lynchin 2001. When he bough t the flooring company, it specialized in removinvg and replacing carpets in apartments betweenrenta occupation. The Lewisville company was producing annuaol revenueof $5 million, but McCaddon founf the business too impersonal becauss it was driven by product sales and not on building relationships with customers. So he decidex to switch focus to themore relationship-centrix business of providing flooring solutions to new home-construction which includes hardwood floors, carpeting, and backsplash and tile installation.
The wholesales company saw dramatic growtyh asa result, with annual revenue of $22 milliom in 2007. But the growth was so rapid and so intense that managers were losing control of the direction the company was Soin 2008, he enlisted Don Brush, a consultanty with The Renova Corp., to help bring new energyg to his company. McCaddon’s sense of direction and leadership abilitiexs come from his experience asa manufacturer’s representatives for 18 years at companies like Shaw Carpet Manufacturer and Aleta Co. He had learnedc the importance of building relationshipszwith clients. “My backgroun d was in working with new The apartment businesswas non-relationship said McCaddon.
“I didn’t know how to buildc a businessthat wasn’t relational.” McCaddoj downsized the company to redirect the focus to the home-constructioh industry. He was met with resistance fromhis “I realized that using the same employees wasn’ty going to work. I was trying to halfwau do the change,” he said. “Oncse we made the we really turnedthe corner.” He beganm switching out personnel. The company, which had grown annual revenuewto $5 million, saw revenue drop to undedr $3 million during the transition. But, once the commitment was McCaddon notedmarked improvement. By revenue had grown by 35%.
Between 2004 and the company went through its biggesgrowth spurt, reaching up to $22 million in salees and employing more than 60 workers. But at that time, the storybookk growth came toan end. “It was getting to be chaotic because of so many new We werean 8-cylinder engine working on six or sevebn cylinders. We’d lost a sense of teamwork, and everyones was territorial.” That’s when McCaddon brought in Brush. “Fo the most part, I engage them and talk with them in orderr to builda relationship.
I wantex to find out the strengthes of the company and what was workingb and whatneeded improvement,” said “They’ve got the dreams; they’ve got the vision. It’s just givinf them the opportunity.” Brush met with employees to figurw out areas that needesd improvement and then createx anaction plan. He showed the company how to create committeexs to address problems as they come up and then dissolve the committeed after the problem hasbeen handled. The shift has translatefd intohappier customers. Bill president and co-owner of Darling Homes Inc., has worked with McCaddon since McCaddohn purchased Southwestern Carpetsin 2001.
“(Wer started working with Southwesternj Carpets) because of Bill and his relational approacg to working with homebuilders as opposed to thetraditional price-onlyh approach,” said Darling. “Brush has helped Bill figure out how to communicatse better so that everyone is goingb in the same direction as the management and will yield themaximujm impact.” For Chris McCoppin, operations manager for Southwesternb Carpets, the change in the corporate culturde has been noticeable. “Sometimes you don’t realize that when one departmentf changes their policiesand procedures, it affects others.
Now everyone talks to each other,” McCoppin “We’ve empowered them to make decisions. We gave them the powedr to runthe business. They feel With this new sense of as well as an improvefd use of digitizing softwarecallex Measure, Southwestern Carpets has seen a marke d improvement on the accuracy of the 3,00p work orders entered each month — 95% up from 77% accuracy and has saved about $160,000 in unnecessary costsz for having to fix incorrect work orders.
Instead of pursuing potential clients merelty for the sake ofnew business, McCaddon and his staft focus on getting to know potentiak clients, researching them as much as possible and understandin their needs before they even meet. “We’lkl only do business with peoplre who will sit down and have a relationshipwith us. Someonw is always going to come in lower than you,” said McCaddon. “We were always chasing people who were focuseddon price. If they say, fax us (a pric sheet), we say sorry, we can’y work with you. We stay together as a If you have the value they don’t leave.
”
Friday, August 24, 2012
BFC Financial, Woodbridge to merge - Sacramento Business Journal:
sasutezew.blogspot.com
In a joint press release the Fort Lauderdale-based companies said they enterecd into a merger agreement whereinWoodbridges (Pink Sheets: WDGH) would become a wholly ownedf subsidiary of BFC (Pink Sheets: BFCF). BFC currentlg controls majority voting stakes in both Woodbridgeand BBX). BFC lost $58.9 million on revenur of $487.5 million in 2008. Woodbridgee owns , which is building Tradition Florida inPort St. Lucie, and has investments in variouz companies includingand . Woodbridge lost $140.3 million on revenus of $25.5 million in 2008.
In its first quarter earningds report, Woodbridge warned that Core Communities coulr default on the loans for Tradition Floridwa if its lenders demand that it put more equitycapitalk down. Under the merger deal, all shareholders of Woodbridge Classz A common stock except BFC wouldreceive 3.47 shares of BFC’s Class A common stock per share. With shares of BFC opening at 40cent Monday, it equals nearly $1.39 a share for each share of which opened at $1.10 Monday. Levan and Abdo are chairma n andvice chairman, respectively, of both The merger would save between $1 millionj and $2 million in professionao fees and SEC reporting costz for the companies, Levan said.
It woul d also reduce the taxes Woodbridge woulfd pay on its earnings once it returns to he said. Currently, Woodbridge pays taxes on its and then BFC pays taxes on the portiobof Woodbridge’s earnings that it counts on its balancs sheet. The move will not cause any staff reductions, Levamn noted. Woodbridge will continue operate The agreement would include all current board members of Woodbridgeon BFC’s new board and add Woodbridgew President Seth Wise and BankAtlanti c Bancorp President Jarett Levan to BFC’sw 12-member board, as well. Wise would also become executivre vice presidentof BFC. The deal is expecterd to close before the endof 2009.
BFC shareds closed unchanged at40 cents. The 52-week high was 95 centx on Sept. 2. The 52-weeo low was 6 cents on Feb. 5. Woodbridgre shares closed down 2 cents to The 52-week high was $6.60 on Aug. 21. The 52-weekk low was 2 cents on Oct. 24.
In a joint press release the Fort Lauderdale-based companies said they enterecd into a merger agreement whereinWoodbridges (Pink Sheets: WDGH) would become a wholly ownedf subsidiary of BFC (Pink Sheets: BFCF). BFC currentlg controls majority voting stakes in both Woodbridgeand BBX). BFC lost $58.9 million on revenur of $487.5 million in 2008. Woodbridgee owns , which is building Tradition Florida inPort St. Lucie, and has investments in variouz companies includingand . Woodbridge lost $140.3 million on revenus of $25.5 million in 2008.
In its first quarter earningds report, Woodbridge warned that Core Communities coulr default on the loans for Tradition Floridwa if its lenders demand that it put more equitycapitalk down. Under the merger deal, all shareholders of Woodbridge Classz A common stock except BFC wouldreceive 3.47 shares of BFC’s Class A common stock per share. With shares of BFC opening at 40cent Monday, it equals nearly $1.39 a share for each share of which opened at $1.10 Monday. Levan and Abdo are chairma n andvice chairman, respectively, of both The merger would save between $1 millionj and $2 million in professionao fees and SEC reporting costz for the companies, Levan said.
It woul d also reduce the taxes Woodbridge woulfd pay on its earnings once it returns to he said. Currently, Woodbridge pays taxes on its and then BFC pays taxes on the portiobof Woodbridge’s earnings that it counts on its balancs sheet. The move will not cause any staff reductions, Levamn noted. Woodbridge will continue operate The agreement would include all current board members of Woodbridgeon BFC’s new board and add Woodbridgew President Seth Wise and BankAtlanti c Bancorp President Jarett Levan to BFC’sw 12-member board, as well. Wise would also become executivre vice presidentof BFC. The deal is expecterd to close before the endof 2009.
BFC shareds closed unchanged at40 cents. The 52-week high was 95 centx on Sept. 2. The 52-weeo low was 6 cents on Feb. 5. Woodbridgre shares closed down 2 cents to The 52-week high was $6.60 on Aug. 21. The 52-weekk low was 2 cents on Oct. 24.
Wednesday, August 22, 2012
UGA pioneers biological fuel cell research - Atlanta Business Chronicle:
tenamup.wordpress.com
UGA chemist Jason Locklin and graduatwe students Nicholas Marshall and Kyle Sontag developee a way to grow molecular wire brushes that conductfelectrical charges. The brushes are made up of chains of thiophener and benzene attached to metal surfacesxas ultra-thin films. “The molecular wirea are actually polymer chains that have been grown from a metall surface at veryhigh density,” Locklin “The structure of the film resembles a toothbrush, wheree the chains of conjugated polymers are like the We call these types of coatinge polymer brushes.
To get chains to pack tightly inextendeds conformations, they must be grown from the a method we call the ‘grafting from’ approach.” UGA said the scientistsd laid down a single layer of thiophene as the film’s initiaol coating, then built up chains of thiophene or benzenwe using a controlled polymerization technique. “This technique givesa us the control to systematically vary polymer opening up the possibility for variousd uses in electronic devices such as transistorsand diodes,” Locklin The ultra-thin films are betweejn 5 and 50 nanometers -- too small to see, even undet a high-powered optical microscope.
While “flexiblwe electronics” is a large and growing area of it’s still in its infancy, Locklijn said. “For example, we don’t yet understand all of the fundamental physics involved in how electricao charges move throughorganif materials.” The next step for Locklin is to develop appropriatde applications. For example, the polymeer brush technique might be used in a range of devicezs that interface with living such asbiochemical sensors, prosthetivc limbs, pacemakers or bionic ears.
UGA chemist Jason Locklin and graduatwe students Nicholas Marshall and Kyle Sontag developee a way to grow molecular wire brushes that conductfelectrical charges. The brushes are made up of chains of thiophener and benzene attached to metal surfacesxas ultra-thin films. “The molecular wirea are actually polymer chains that have been grown from a metall surface at veryhigh density,” Locklin “The structure of the film resembles a toothbrush, wheree the chains of conjugated polymers are like the We call these types of coatinge polymer brushes.
To get chains to pack tightly inextendeds conformations, they must be grown from the a method we call the ‘grafting from’ approach.” UGA said the scientistsd laid down a single layer of thiophene as the film’s initiaol coating, then built up chains of thiophene or benzenwe using a controlled polymerization technique. “This technique givesa us the control to systematically vary polymer opening up the possibility for variousd uses in electronic devices such as transistorsand diodes,” Locklin The ultra-thin films are betweejn 5 and 50 nanometers -- too small to see, even undet a high-powered optical microscope.
While “flexiblwe electronics” is a large and growing area of it’s still in its infancy, Locklijn said. “For example, we don’t yet understand all of the fundamental physics involved in how electricao charges move throughorganif materials.” The next step for Locklin is to develop appropriatde applications. For example, the polymeer brush technique might be used in a range of devicezs that interface with living such asbiochemical sensors, prosthetivc limbs, pacemakers or bionic ears.
Tuesday, August 21, 2012
Hawaii's Ohana - Honolulu Star-Advertiser
a-ee85aqa.blogspot.com
Hawaii's Ohana Honolulu Star-Advertiser Cari Julia Arakawa Balisacan was born May 8 at Kapiolani Medical Center for Women & Children to Landri Lou Arakawa Balisacan and Jojo Balisacan of Ewa Beach. Peyton Michael De Leon Bautista was born July 14 at Kapiolani Medical Center for Women ... |
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