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The challenge is determiningv if the delay is adisguised objection, an unresolveed concern, an excuse or real. Most how can you get to the trutn and move thesale forward? Buyers are like Wall Street: Neither likee uncertainty. Understanding risk can help you smootgh the progress towarda decision. Caution is an indicatiobn of risk aversion, and it’s rampantr right now. Sellers become risk-adverse, too, not wanting to hear a negativre decision. But consider that getting a negative decisiomn now is better than gettint one afterinvesting time, energy and resources pursuingt a prospect for weeks or even months.
Try facilitatinf a discussion around best-case and worst-case What is the worstf case if they do and what is the best case if theymove forward?? What is the worst-case scenario if they buy now, and what is the best case if they delayt the decision? Having this conversation gives you the opportunitg to influence their thought process and providwe input into the scenarios. Threw common themes emerge as reasons for delayed which are incomplete or poorinitial qualification, unansweresd concerns and changes in priorities. Where you are, what to do Did you just take the prospect’x word that they could benefit fromwhat you’rde selling?
Qualifying the need means gaining evidence that their situation justifiezs the purchase. For example, everyonre wants new office furniture, but how does not buying it now affectythe company? It could range from lost productivithy to poor market image to no effect at all. If there’ s evidence of significant impact, the urgency to make a purchaseis It’s also important to acquire the perspective of all involved decision makers to identify roadblocks. It’s rare for everyonwe to agree on needs and priorities within a Withoutthis information, it’s difficult to implement a strategt to move forward.
Opportunities that need fundinv or that are waiting for funding are less likelg to close than those that have abudgett allocated. Risk-adverse sellers avoid having the early cruciaol conversations about budgetsand money. Hopinbg that traditional benefits will carry the decisio is riskier than having a direct and frank discussio n about the investment requirements early in thesales process. Therwe is a difference between not having the budget and beintg unwilling to invest the One is a logistical problem whiled the other is a perceivedvalud problem. You can’t fix logistics, but you can address value.
In a cautionary climate, you must run an “A” game and qualif y thoroughly. A presentation or proposal that is prematurre will automatically generatea stall. Buyers unconsciouslhy go through three major phasesof buying. First, they evaluats if they have a need that is severe enoughto fix. Once a need is the assessment ofoptionzs occurs.
Sunday, March 3, 2013
Tuesday, February 26, 2013
Ingenix buys health payment company AIM - Minneapolis / St. Paul Business Journal:
grigoriynirim.blogspot.com
AIM Healthcare Services Inc. of Franklin, uses its Intellijet software and teamx of expertsto prevent, detect and correct errorsa in health claims. Ingenix’s purchase of AIM will help it offert a single source for payment accuracgy services for health plansand hospitals. Financiap terms of the deal were not Ingenix CEO Andy Slavitt said in a news releases that the acquisition will help Ingenixc focus on simplifying the healtupayments process. “AIM has unmatched capabilities for simplifyinhg the administration of health care so that hospitals and healt plans can operate more efficiently and focusz onpatient care.
Everyone including most importantly, the patient-consumer wins,” Slavitt said. Ingenix is a wholly-ownerd subsidiary of Minnetonka-based UnitedHealth Group Inc.
AIM Healthcare Services Inc. of Franklin, uses its Intellijet software and teamx of expertsto prevent, detect and correct errorsa in health claims. Ingenix’s purchase of AIM will help it offert a single source for payment accuracgy services for health plansand hospitals. Financiap terms of the deal were not Ingenix CEO Andy Slavitt said in a news releases that the acquisition will help Ingenixc focus on simplifying the healtupayments process. “AIM has unmatched capabilities for simplifyinhg the administration of health care so that hospitals and healt plans can operate more efficiently and focusz onpatient care.
Everyone including most importantly, the patient-consumer wins,” Slavitt said. Ingenix is a wholly-ownerd subsidiary of Minnetonka-based UnitedHealth Group Inc.
Thursday, February 21, 2013
EPA settles with TS Trim of Canal Winchester - Business First of Columbus:
ekaterinaiuvo.blogspot.com
The EPA on Monday disclosexd details ofan $82,500 settlement with that will see $68,169 headed to state and locap pollution control programs and $17,040 earmarke for a school bus retrofit program. TS Trim coatds interior plastic parts and is a majof supplierto Marysville-based and , according to its Web TS Trim has permits to spray its productsx while keeping in compliance with pollution but according to the settlement, the EPA between 2006 and last year identified a number of problems at TS Trim’s two Canal Winchester plants.
The EPA said the company failed to keep regular recordsx of instances when it exceeded federal emissions standards and also jumpexd the gun on a construction project before the statd had issued akey permit. The EPA said TS Trim’z pollution controls didn’t hit the mark during a 2007 compliancre test, but new equipment installed since then should put the compan backinto compliance. Under the settlement, the company has a mont to show that its plants meetemissionzs standards. A company representative wasn’t available Monday as TS Trim is under aseasonakl shutdown.
The EPA on Monday disclosexd details ofan $82,500 settlement with that will see $68,169 headed to state and locap pollution control programs and $17,040 earmarke for a school bus retrofit program. TS Trim coatds interior plastic parts and is a majof supplierto Marysville-based and , according to its Web TS Trim has permits to spray its productsx while keeping in compliance with pollution but according to the settlement, the EPA between 2006 and last year identified a number of problems at TS Trim’s two Canal Winchester plants.
The EPA said the company failed to keep regular recordsx of instances when it exceeded federal emissions standards and also jumpexd the gun on a construction project before the statd had issued akey permit. The EPA said TS Trim’z pollution controls didn’t hit the mark during a 2007 compliancre test, but new equipment installed since then should put the compan backinto compliance. Under the settlement, the company has a mont to show that its plants meetemissionzs standards. A company representative wasn’t available Monday as TS Trim is under aseasonakl shutdown.
Friday, February 15, 2013
Hollman adds space, expects to hire 150 - Dallas Business Journal:
grearqakususi1426.blogspot.com
The company, Hollman Inc., is now one of the largesf that buildswood lockers. After a $15 million investment in new technologt and a move primarilyinto cabinet-making, Hollman said he hopes to at least double the size of the “You’ve got to offer people somethinyg a little bit new and Hollman said. “You can’t just offer them the same thinh you’ve been offering for the past 10 yearw and expect them totake it.” Last Hollman Inc. brought in $32 million in revenue. He expects this year to be abourtthe same, with the help of a contracf worth about $1 million to providde lockers at the new Cowboys Stadiuk in Arlington.
But next Hollman expects the cabinet business to brint in revenueof $70 million to $80 The company has expanded its headquarterd from 30,000 square feet to abouty 300,000. Currently, Hollman Inc. has about 150 In two years, Hollman plans to employ at least 300. Hollmah Inc. offers four lines of cabinets: a valuwe line, an “essential” line, a luxury line and a greenj line. With the value cabinets in an entire house can be donefor $5,0000 to $7,000, Hollman Cabinets for a house built with the luxury line could cost up to Hollman started his company in 1976, usinf European technology to build lockers for athleticf facilities.
The concept of using “Europeahn technology” for cabinet-making has been around for more than 25 saidDick Titus, executive vice president of the Va.-based Kitchen Cabinet Manufacturers Association, a trade European-style cabinets typically have concealed hinges and are builrt without frames, while traditional framed cabinets have visiblee frames around the box where the hinges “Many of our members have adopted various parts of Europeanh manufacturing,” Titus said. “The overridint majority of cabinets in the Uniter States are made withframef construction. European is well under 50% of the total U.S. market.
” According to a survey of KCMA cabinet sales for Januargy 2009decreased 34.2% compared to salex for January 2008.
The company, Hollman Inc., is now one of the largesf that buildswood lockers. After a $15 million investment in new technologt and a move primarilyinto cabinet-making, Hollman said he hopes to at least double the size of the “You’ve got to offer people somethinyg a little bit new and Hollman said. “You can’t just offer them the same thinh you’ve been offering for the past 10 yearw and expect them totake it.” Last Hollman Inc. brought in $32 million in revenue. He expects this year to be abourtthe same, with the help of a contracf worth about $1 million to providde lockers at the new Cowboys Stadiuk in Arlington.
But next Hollman expects the cabinet business to brint in revenueof $70 million to $80 The company has expanded its headquarterd from 30,000 square feet to abouty 300,000. Currently, Hollman Inc. has about 150 In two years, Hollman plans to employ at least 300. Hollmah Inc. offers four lines of cabinets: a valuwe line, an “essential” line, a luxury line and a greenj line. With the value cabinets in an entire house can be donefor $5,0000 to $7,000, Hollman Cabinets for a house built with the luxury line could cost up to Hollman started his company in 1976, usinf European technology to build lockers for athleticf facilities.
The concept of using “Europeahn technology” for cabinet-making has been around for more than 25 saidDick Titus, executive vice president of the Va.-based Kitchen Cabinet Manufacturers Association, a trade European-style cabinets typically have concealed hinges and are builrt without frames, while traditional framed cabinets have visiblee frames around the box where the hinges “Many of our members have adopted various parts of Europeanh manufacturing,” Titus said. “The overridint majority of cabinets in the Uniter States are made withframef construction. European is well under 50% of the total U.S. market.
” According to a survey of KCMA cabinet sales for Januargy 2009decreased 34.2% compared to salex for January 2008.
Sunday, February 10, 2013
Apple experiments with devices similar to watches: NYT - Yahoo! News (blog)
ogarawo.wordpress.com
Yahoo! News (blog) | Apple experiments with devices similar to watches: NYT Yahoo! News (blog) NEW YORK (Reuters) - Apple Inc. is experimenting with the design of a device similar to a wristwatch that would operate on the same platform as the iPhone and would be made with curved glass, the New York Times reported on Sunday. The article cited ... |
Tuesday, February 5, 2013
Sara Lee will open Kansas City, Kan., plant, employ 250 - Houston Business Journal:
sucujovide.wordpress.com
and open a sliced meat manufacturing plant there in 2011 that it expectws to employ more than250 people. Sara Lee SLE), based in the Chicago suburbh ofDowners Grove, Ill., said in a Friday releaswe that it expects the plant at 4612 Speaker Road to becomd fully operational by 2011. Brent Miles, president of the , said Fridat that Sara Lee was granted a 75 percent property tax abatementon $31 million of planneed improvements at the plant. The abatement’ws value is $9.67 million, he In return, the company agreedr hire 55 percent ofthe plant’s workers from Wyandotte County.
“This industry-leading facility will reinforcew our competitive advantagein value-added one of Sara Lee’s top strategic categories and long-ter growth drivers,” CJ Fraleigh, executivw vice president and CEO of Sara Lee’s Nortj American Retail & Foodservice division, said in the “It will help us further builc our Hillshire Farm and Sara Lee both leaders in the fast-growing category of premium lunchmeat.” Omaha-based ConAgra Foods (NYSE: CAG) that it had agreeed to sell its refrigerated meat business, including the Kansass City, Kan., plant, to (NYSE: SFD) of Smithfield, Va.
, ownedr of Kansas City-based , for $575 million in cash and Sara Lee’s brands include Ambi Pur, Ball Douwe Egberts, Hillshire Jimmy Dean, Kiwi, Sanex, Sara Lee and Combined, the brands generate more than $13 billioj in annual net sales covering abougt 200 countries. Sara Lee has 44,000 employeew worldwide.
and open a sliced meat manufacturing plant there in 2011 that it expectws to employ more than250 people. Sara Lee SLE), based in the Chicago suburbh ofDowners Grove, Ill., said in a Friday releaswe that it expects the plant at 4612 Speaker Road to becomd fully operational by 2011. Brent Miles, president of the , said Fridat that Sara Lee was granted a 75 percent property tax abatementon $31 million of planneed improvements at the plant. The abatement’ws value is $9.67 million, he In return, the company agreedr hire 55 percent ofthe plant’s workers from Wyandotte County.
“This industry-leading facility will reinforcew our competitive advantagein value-added one of Sara Lee’s top strategic categories and long-ter growth drivers,” CJ Fraleigh, executivw vice president and CEO of Sara Lee’s Nortj American Retail & Foodservice division, said in the “It will help us further builc our Hillshire Farm and Sara Lee both leaders in the fast-growing category of premium lunchmeat.” Omaha-based ConAgra Foods (NYSE: CAG) that it had agreeed to sell its refrigerated meat business, including the Kansass City, Kan., plant, to (NYSE: SFD) of Smithfield, Va.
, ownedr of Kansas City-based , for $575 million in cash and Sara Lee’s brands include Ambi Pur, Ball Douwe Egberts, Hillshire Jimmy Dean, Kiwi, Sanex, Sara Lee and Combined, the brands generate more than $13 billioj in annual net sales covering abougt 200 countries. Sara Lee has 44,000 employeew worldwide.
Thursday, January 31, 2013
Underhill Associates is leading a fund to target apartment bargains - Business First of Louisville:
ogarawo.wordpress.com
Brothers Todd Underhill and Jeff Underhill andTodd Underhill’s son, Colin Underhill, owners of , are general partners in the new . The Underhille are joined by Louis “Andy” Willinger, whose famil y owned , a regional engine and his sonMatthewa Willinger. Pluris’ managing partners are Colin Underhill andAndy Willinger. Andy an accountant, manages several real estate investment including , which was formefd to handle the family’s investments. The limiter partnership plans touse $10 million it is raisinfg from investors to leverage purchases of multi-unit residentiak properties.
Those purchases are expected to begin with two apartmeny complexes for a total ofabout $30 They would be acquiredx in a partnership with , a Louisville-basef real estate developer. The concept is said Colin Underhill, who manages Westpor Village shopping center forhis family’sw firm. The partners plan to buy apartment complexes with high cash flows from owners who need toraiss cash. With the long-running real estate there are opportunities tobuy high-cash-flow, multi-familuy units from firms that invested at the top of the Underhill said. “There are value playw no one has ever and there is no one totake advantage.
” Underhilo said his family began preparing last year to go aftef these opportunities, reorganizing the property-management side of Underhill Associatexs in anticipation of adding staff to manage more units. Since the members of the Underhill family have boughty and renovated distressed apartment buildings and othetreal estate, and they have about 1 million square feet under management. In addition to residential and commercialproperth development, Underhill Associates manages aboutg 800 units in 12 apartment complexee in or near Louisville.
But becaused they invested heavily inthe $40 million transformationn of Camelot Shopping Center into Westport Village, they have been held back from makinf further acquisitions by a lack of liquidity “like 99 percent of the othefr (developers) out there,” Colin Underhill said. In 2004, the Underhillsw bought the 14-acre Camelot site, which then had a 40-percentf vacancy rate, for $7.4 million. That was abou $1.1 million less than the $8.5 milliobn the previous owner paid — a 13 perceng discount. Westport Village now is about 80 percent Underhill said. “We want to build on the momentumk of a project that no one else thoughwas possible,” he said.
After creating the venture fund earlietrthis year, the partnerxs have secured contracts on two Orlando, Fla., properties in a partnership with NTS, with Pluris owninb 49 percent of the real and NTS owning 51 percent. Pluris wouled manage the properties. The properties are Sabal Park a 162-unit development on 13 acres, and Golf Broo Apartments, a 195-unit development on 20 The developments are about a half-mile aparg and are what Underhill describes as “A-class” properties in desirable areas with access to The average apartment size at both developments is about 1,500 square feet.
NTS built both properties in 1987, then sold them togethedr in 2006 to 302 Sabal Park Place Longwood LLC and 385 Golf Brookk Circle Longwood LLCfor $71.5 according to documents filed by NTS. The contracts wouldc allow Pluris and NTS to buy back the apartmentt complexesfor $32.5 million, a 55 percenft discount, the Pluris partners NTS signed an agreement in Aprik to buy the properties with a third according to a company filiny with the . That purchase was not The Pluris partners have preliminary plans to buy thrermore properties, Colin Underhilo said. He declined to give details, citin g negotiations with the sellers.
Brian CEO of NTS, said his firm has had with Pluris partners concerning theFlorida properties. But he declinedx to comment, noting that NTS is a publiclhy traded company and cannotdiscuss forward-looking The Pluris fund is limited to accreditedf investors as defined under Securitiews and Exchange Commission rules, said Bill Strench, a corporate attorneyu and member at Frost Brown Todd LLC’s Louisville officse who represents the fund.
The SEC define s accredited investors as individuals or couples with net worthnexceeding $1 million, or investorsw who have earned at least $200,000 for two years, and who have “reasonabled expectation” of maintaining that levell of annual income. Todd Underhill, who is Underhill Associates’ co-chairman with his brother, Jeff Underhill, acknowledged that the economg stillcould worsen, with unemployment leading to increasing But he added that he has neverd seen any period that offered discountas on multi-family properties. He also cited National Apartment Associationh data that projects demand for apartments rising as homeownershiop declines.
Home ownership in the Unitesd States peaked at about 69 percentin 2005, roughly seven percentage points above the historic averager of about 62 percent since such record keeping began in according to data from the . Underhilol said he expects the ownership rate to return to historic meaning more Americans will seek rental The real estate crash increasingly is attractintg the attention of investors looking for saidMatt Saltzman, CEO and managing partner of , a Louisville-bases investment and consulting firm. Saltzman said he has had discussions with local investor groups with real estate experiencw that are trying to raise money topursue multi-unitg apartment buildings.
“I think there are a lot of opportunitiew in terms of these types of properties,” Saltzman said. A groupl with good managers who can accurately appraisde variables such as cash flow and buildingconditionb “and make certain there are no hidden has a reasonable chance of success, he said. “It’s an interesting play — a smart play if you’ve done your research, if you have proven peoplee on site,” Saltzman said of the Pluris But Saltzman added that therw aremultiple variables, including the health of Orlando’s and complications such as rising which could lead to rent cuts.
“Ther question is, who’s nimble enough to buy it and are they really buyinh at the bottom ofthe market?”
Brothers Todd Underhill and Jeff Underhill andTodd Underhill’s son, Colin Underhill, owners of , are general partners in the new . The Underhille are joined by Louis “Andy” Willinger, whose famil y owned , a regional engine and his sonMatthewa Willinger. Pluris’ managing partners are Colin Underhill andAndy Willinger. Andy an accountant, manages several real estate investment including , which was formefd to handle the family’s investments. The limiter partnership plans touse $10 million it is raisinfg from investors to leverage purchases of multi-unit residentiak properties.
Those purchases are expected to begin with two apartmeny complexes for a total ofabout $30 They would be acquiredx in a partnership with , a Louisville-basef real estate developer. The concept is said Colin Underhill, who manages Westpor Village shopping center forhis family’sw firm. The partners plan to buy apartment complexes with high cash flows from owners who need toraiss cash. With the long-running real estate there are opportunities tobuy high-cash-flow, multi-familuy units from firms that invested at the top of the Underhill said. “There are value playw no one has ever and there is no one totake advantage.
” Underhilo said his family began preparing last year to go aftef these opportunities, reorganizing the property-management side of Underhill Associatexs in anticipation of adding staff to manage more units. Since the members of the Underhill family have boughty and renovated distressed apartment buildings and othetreal estate, and they have about 1 million square feet under management. In addition to residential and commercialproperth development, Underhill Associates manages aboutg 800 units in 12 apartment complexee in or near Louisville.
But becaused they invested heavily inthe $40 million transformationn of Camelot Shopping Center into Westport Village, they have been held back from makinf further acquisitions by a lack of liquidity “like 99 percent of the othefr (developers) out there,” Colin Underhill said. In 2004, the Underhillsw bought the 14-acre Camelot site, which then had a 40-percentf vacancy rate, for $7.4 million. That was abou $1.1 million less than the $8.5 milliobn the previous owner paid — a 13 perceng discount. Westport Village now is about 80 percent Underhill said. “We want to build on the momentumk of a project that no one else thoughwas possible,” he said.
After creating the venture fund earlietrthis year, the partnerxs have secured contracts on two Orlando, Fla., properties in a partnership with NTS, with Pluris owninb 49 percent of the real and NTS owning 51 percent. Pluris wouled manage the properties. The properties are Sabal Park a 162-unit development on 13 acres, and Golf Broo Apartments, a 195-unit development on 20 The developments are about a half-mile aparg and are what Underhill describes as “A-class” properties in desirable areas with access to The average apartment size at both developments is about 1,500 square feet.
NTS built both properties in 1987, then sold them togethedr in 2006 to 302 Sabal Park Place Longwood LLC and 385 Golf Brookk Circle Longwood LLCfor $71.5 according to documents filed by NTS. The contracts wouldc allow Pluris and NTS to buy back the apartmentt complexesfor $32.5 million, a 55 percenft discount, the Pluris partners NTS signed an agreement in Aprik to buy the properties with a third according to a company filiny with the . That purchase was not The Pluris partners have preliminary plans to buy thrermore properties, Colin Underhilo said. He declined to give details, citin g negotiations with the sellers.
Brian CEO of NTS, said his firm has had with Pluris partners concerning theFlorida properties. But he declinedx to comment, noting that NTS is a publiclhy traded company and cannotdiscuss forward-looking The Pluris fund is limited to accreditedf investors as defined under Securitiews and Exchange Commission rules, said Bill Strench, a corporate attorneyu and member at Frost Brown Todd LLC’s Louisville officse who represents the fund.
The SEC define s accredited investors as individuals or couples with net worthnexceeding $1 million, or investorsw who have earned at least $200,000 for two years, and who have “reasonabled expectation” of maintaining that levell of annual income. Todd Underhill, who is Underhill Associates’ co-chairman with his brother, Jeff Underhill, acknowledged that the economg stillcould worsen, with unemployment leading to increasing But he added that he has neverd seen any period that offered discountas on multi-family properties. He also cited National Apartment Associationh data that projects demand for apartments rising as homeownershiop declines.
Home ownership in the Unitesd States peaked at about 69 percentin 2005, roughly seven percentage points above the historic averager of about 62 percent since such record keeping began in according to data from the . Underhilol said he expects the ownership rate to return to historic meaning more Americans will seek rental The real estate crash increasingly is attractintg the attention of investors looking for saidMatt Saltzman, CEO and managing partner of , a Louisville-bases investment and consulting firm. Saltzman said he has had discussions with local investor groups with real estate experiencw that are trying to raise money topursue multi-unitg apartment buildings.
“I think there are a lot of opportunitiew in terms of these types of properties,” Saltzman said. A groupl with good managers who can accurately appraisde variables such as cash flow and buildingconditionb “and make certain there are no hidden has a reasonable chance of success, he said. “It’s an interesting play — a smart play if you’ve done your research, if you have proven peoplee on site,” Saltzman said of the Pluris But Saltzman added that therw aremultiple variables, including the health of Orlando’s and complications such as rising which could lead to rent cuts.
“Ther question is, who’s nimble enough to buy it and are they really buyinh at the bottom ofthe market?”
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