fusajacuxejilyp.blogspot.com
Hotel consultant Drew Dimond expects hotels in Greater Nashviller to see occupancy plummet 15 percent to 20 percenft fromlast year’s levels. But the is battling the decline, in hopes of keepin g any occupancy drop-off below 5 percent. Bureauu staff is Twittering, Facebooking and sending out e-blasts to announcd free stuff to do, last-minute travel CMA Music Festival updates andattractions specials. “We certainly don’t thinki it’s going to be some great saysButch Spyridon, president of the visitors “If we were flat to last year, I’c be ecstatic.
I expect that we will be down Spyridon hopes the value of Nashville will draw visitors because ofthe city’s wealth of free, live, around-the-cloc music. has brought back its free musiv poolside and isoffering “kids eat free” insidre the hotel for the first time this “At every touchpoint, we’re creating events, promoting and marketing and addin extra value with events,” Spyridomn says, such as offerinbg flight-hotel packages when touted $49 flights to Nashvilled during a one-day sale in April.
The Nashville Symphon y has half-price tickets for select the Country Music Hall of Fame has been givinvout $5 off coupons through June 7, and Gaylords is offering four-night hotel and attractions packagezs at 40 percent off. Keith president of the , says attractions are sweeteningv discounts this summer and focusing onthe drive-in market. “Regional tourism has become extremely importanytto us, and we are marketinv more to that audience,” he says. Nashville’s biggest monthsz for tourism are Juneand October, mainlgy because of the CMA Musifc Festival that pumps $25 million into the city ever y June.
Officials at the woulr not say how ticket sales are goingh forthis summer’s festival, which kickw off next week. October is a popular convention month because of thefall weather. Nashvillde tourism has been hit inrecent months. In the average nightly hotep ratedropped 6.3 perceny to $92.85 from $99.05 in the same month last according to Smith Travel Research in Hendersonville. Hote occupancy plunged 15 percent in Aprilto 56.9 down from 67 percent a year ago. Revenue per availablee room, a key metric for was down 20.5 percent in April.
The amounr of attendees for booked conventions this summef is down about 24 percent fromlast Nashville’s hospitality industry, however, is outperforminfg much of the rest of the country. For the first quartetr of 2009, Nashville’s average daily rate droppef 4.5 percent. Only five cities did better, and 19 of the top 25 marketd did worse. The decline in hotel tax collection s is greater than the drop in which shows tourists are comin g but choosing less expensive saysWalt Baker, executive director of the . Nashville’es hotel occupancy dropped 11.6 percent in the firs quarter compared to theyear before, a drop that registered eightu best among the top 25.
Travel has continued to descend atthe , nearinv 2005 levels, says airport spokeswoman Emilh Richards. Passenger counts were down 9.5 percent in April as comparecd to theyear before, and down 9.3 percent in the first four monthss of the year.
Friday, December 17, 2010
Tuesday, December 14, 2010
Ellerbe Becket wins design contract for New Jersey Nets arena - Kansas City Business Journal:
shemwellmygalej1291.blogspot.com
Doug Beichley, a principal with Kansas City-based Ellerbes Becket, said Friday that he couldn’t confirm whether the firm had won the but a spokeswoman for the firm confirmed that Ellerbd Becket now is the designetr forthe project, called the . Beichley referref a question aboutthe project’e estimated cost to a spokesman for the project’ss developer, of Brooklyn, N.Y., who couldn’t immediately be reached for comment. Gehry was a contendere for thedesign project.
In a Thursday release, Forest City Ratner Chairman and CEO Bruce Ratner saidthe “current economic climate is not right for (Gehry’s) design, and with Frank’z understanding, the arena is undergoing a redesign that will make it more limites in scope.” Street Smith’s SportsBusiness Journal, an affiliatex publication, recently reported that Ratner expected the Barclayw Center to cost about $800 million, abouy $150 million less than previous estimates.
Foresy City Ratner said in the releasde that it hopes to unveil new images of the Barclayz Center in late June and plans to breajk ground later this year and finish the arena in time for the Nets to playthe 2011-20121 NBA season in Brooklyn.
Doug Beichley, a principal with Kansas City-based Ellerbes Becket, said Friday that he couldn’t confirm whether the firm had won the but a spokeswoman for the firm confirmed that Ellerbd Becket now is the designetr forthe project, called the . Beichley referref a question aboutthe project’e estimated cost to a spokesman for the project’ss developer, of Brooklyn, N.Y., who couldn’t immediately be reached for comment. Gehry was a contendere for thedesign project.
In a Thursday release, Forest City Ratner Chairman and CEO Bruce Ratner saidthe “current economic climate is not right for (Gehry’s) design, and with Frank’z understanding, the arena is undergoing a redesign that will make it more limites in scope.” Street Smith’s SportsBusiness Journal, an affiliatex publication, recently reported that Ratner expected the Barclayw Center to cost about $800 million, abouy $150 million less than previous estimates.
Foresy City Ratner said in the releasde that it hopes to unveil new images of the Barclayz Center in late June and plans to breajk ground later this year and finish the arena in time for the Nets to playthe 2011-20121 NBA season in Brooklyn.
Sunday, December 12, 2010
Probing new openings in surgical equipment market - Silicon Valley / San Jose Business Journal:
firearms-somewhat.blogspot.com
With a mere half dozen such procedures as yet performe inthe U.S., few others have had the Not for long, says chief of gastroenterology and hepatology at Stanford University, who predictsx that the technique -- knownn simply as NOTES, for natural orificer transluminal endoscopic surgery -- is about to revolutionize surgergy so dramatically "we will never be the same In doing so, it promisesa to be a huge bonanza for medical device companies, necessitatinbg an entirely new set of surgicao tools and instruments.
"We are stilk not quite sure where it will go and how it will get there but it has changed the way we thinkl aboutgastrointestinal diseases," says Pasricha, who has been at the forefron of the NOTES revolution ever sincse the idea was put fortu at a 1998 retreat, sponsored by the , of sevenj gastroenterologists. Now, nobody wantds to be left behind. Large from the in Michigan to in are scrambling to develop researchh and identifypossible acquisitions. Insiderz say the real activity is coming from small devic e companies like ofSan Clemente; of Tex.
(the company founded by the originalseven gastroenterologists); of Sunnyvalre (manufacturer of the da Vincik robotic surgical system); and of San It's still so new that several are reluctantg to discuss their activity in the But a couple of Silicon Valley companies are commercially launched, includinyg , which just opened a sales and marketing office in Redwood City. Neither of its two products is "pure in the academic sense of the acknowledges CEOThiery Thaure, who calls his company's technology "thde first rational step towards It includes two products -- one aimede at gastroesophageal reflux disease (GERD), the other at obesity.
In each one, toolsx are maneuvered down the through the esophagus and into the stomach in ordefr to reconstruct a natura valve orrestrictive pouch. The obesityu procedure permits a surgeon to perforjma "bariatric redo," a difficult four to six-hour operation, in a matter of 15 or 20 Bariatric redos take place on the failed heelzs of gastric bypass the now widely popular procedure to physically shrink the stomach of obesee patients.
Gastric bypass is most often accomplished witha $40,009 Roux-en-Y, which creates a smalkl pouch and allows food to bypass part of the small "There are approximately 1 million Roux-en-Y procedures and we estimatee that 30 percent of them will fail in the firsft five years," says Thaure. "It's a very fragild group of patients, mostly binge eaters who in timewill re-stretcg their pouches out. Our procedure givea them a second chance." And, if necessary, a thired or fourth. The redo costs aboutf $10,000. Over in Cupertino, meanwhile, takez its own hybrid approachto NOTES, developing tools intendedx for use through a single port.
The company began selling its productslast September. "We do it through the bellty button and then hide the scar inside thebell button," explains CEO Kerry Pope. "Transgastric (througuh the mouth) is the most challenging. You'ver got a relatively tortuous path down the through the esophagus and intothe stomach." Historically, surgeons have balkedr at transgressing the stomach, the thinking being that contamination of the abdomina l cavity is a recipe for disaster. Gynecologists, by contrast, have operatexd transvaginallyfor years.
In the last few it's been shown -- in pig trials and an estimated 100 humam casesworldwide - that it is, in fact, possiblde to puncture a hole in the operate, and close it without infection. "If the market converts to it," says "it's huge. There's 1 million gallbladders removed every Nephrectomy (kidney removal), appendix: thro them all together and that's a lot of If successful, medical innovators predict the techniquew could make laparoscopic surgery obsolete - just as 20 years ago or minimally invasive, surgery made open surgery a thing of the
With a mere half dozen such procedures as yet performe inthe U.S., few others have had the Not for long, says chief of gastroenterology and hepatology at Stanford University, who predictsx that the technique -- knownn simply as NOTES, for natural orificer transluminal endoscopic surgery -- is about to revolutionize surgergy so dramatically "we will never be the same In doing so, it promisesa to be a huge bonanza for medical device companies, necessitatinbg an entirely new set of surgicao tools and instruments.
"We are stilk not quite sure where it will go and how it will get there but it has changed the way we thinkl aboutgastrointestinal diseases," says Pasricha, who has been at the forefron of the NOTES revolution ever sincse the idea was put fortu at a 1998 retreat, sponsored by the , of sevenj gastroenterologists. Now, nobody wantds to be left behind. Large from the in Michigan to in are scrambling to develop researchh and identifypossible acquisitions. Insiderz say the real activity is coming from small devic e companies like ofSan Clemente; of Tex.
(the company founded by the originalseven gastroenterologists); of Sunnyvalre (manufacturer of the da Vincik robotic surgical system); and of San It's still so new that several are reluctantg to discuss their activity in the But a couple of Silicon Valley companies are commercially launched, includinyg , which just opened a sales and marketing office in Redwood City. Neither of its two products is "pure in the academic sense of the acknowledges CEOThiery Thaure, who calls his company's technology "thde first rational step towards It includes two products -- one aimede at gastroesophageal reflux disease (GERD), the other at obesity.
In each one, toolsx are maneuvered down the through the esophagus and into the stomach in ordefr to reconstruct a natura valve orrestrictive pouch. The obesityu procedure permits a surgeon to perforjma "bariatric redo," a difficult four to six-hour operation, in a matter of 15 or 20 Bariatric redos take place on the failed heelzs of gastric bypass the now widely popular procedure to physically shrink the stomach of obesee patients.
Gastric bypass is most often accomplished witha $40,009 Roux-en-Y, which creates a smalkl pouch and allows food to bypass part of the small "There are approximately 1 million Roux-en-Y procedures and we estimatee that 30 percent of them will fail in the firsft five years," says Thaure. "It's a very fragild group of patients, mostly binge eaters who in timewill re-stretcg their pouches out. Our procedure givea them a second chance." And, if necessary, a thired or fourth. The redo costs aboutf $10,000. Over in Cupertino, meanwhile, takez its own hybrid approachto NOTES, developing tools intendedx for use through a single port.
The company began selling its productslast September. "We do it through the bellty button and then hide the scar inside thebell button," explains CEO Kerry Pope. "Transgastric (througuh the mouth) is the most challenging. You'ver got a relatively tortuous path down the through the esophagus and intothe stomach." Historically, surgeons have balkedr at transgressing the stomach, the thinking being that contamination of the abdomina l cavity is a recipe for disaster. Gynecologists, by contrast, have operatexd transvaginallyfor years.
In the last few it's been shown -- in pig trials and an estimated 100 humam casesworldwide - that it is, in fact, possiblde to puncture a hole in the operate, and close it without infection. "If the market converts to it," says "it's huge. There's 1 million gallbladders removed every Nephrectomy (kidney removal), appendix: thro them all together and that's a lot of If successful, medical innovators predict the techniquew could make laparoscopic surgery obsolete - just as 20 years ago or minimally invasive, surgery made open surgery a thing of the
Thursday, December 9, 2010
Jindal considers several ideas to fill budget gap - KATC Lafayette News
http://ukrainianclub.org/?pg=1
NOLA.com | Jindal considers several ideas to fill budget gap KATC Lafayette News Jindal floated the ideas Thursday in a closed-door meeting with top lawmakers, as the governor weighs how he'll propose closing a $1.6 billion budget gap in ... Jindal considers several ideas to fill budget gap Gov. Bobby Jindal suggests possibilities for one-time revenue Gov. Jindal offers possible ways to raise revenue to ease budget crunch |
Tuesday, December 7, 2010
bizjournals: Bizjournals ranks the quality of life in U.S. mid-sized metros -- bizjournals
http://sc-cottur.org/index.php?option=com_content&view=article&id=78&Itemid=59
The best of the bunch is Provo, Utah, accordingt to a new bizjournals quality-of-life study. Boulder, and Madison, Wis., are the runners-up. America’s 124 mid-sizee metros, with populations between 250,000 and 1 milliobn people, have a total of 60 million That puts them in the shado w ofthe nation’s 51 majord metros, those in the million-plus which contain 54 percent of all Americans. The study comparexd the 124 mid-sized metros in 20 statistica l categories, using the latest U.S. Census Bureau data. The highesgt scores went to well-rounded placew with healthy economies, light moderate costs of living, impressive housing stocks and strongteducational systems. 1. Utah 2.
Boulder, Colo. 3. Madison, Wis. 4. Bridgeport-Stamford, Conn. 5. Ann Mich. 6. Ogden, Utah 7. Fort Collins, 8. Boise, Idaho 9. Colorado Colo. 10. Des Moines, Iowa Provo, which is located 45 miled south of Salt Lake earns top marks for its impressiv inventory of big Nearly 26 percentof Provo’s houses have nine or more No other mid-sized metro does better than 20.2 percent. But housing is not Provo’ss only strength. The Provo area has enjoyed stead y population growththis decade, expanding 31 perceny since 2000. Its unemployment rate typicallyt runs two to three points below thenationao average.
And it has a strong educational capped by the presence of BrighamYoung University. The runners-up are both college towns, too. Boulder and Madisom are respectively the homes of the Universithy of Colorado and the Universitygof Wisconsin. Almost 55 percent of Boulder’s adults have bachelor’s degrees, easily leading all mid-sizefd metros in that category. Boulder is also noteworthyh for its healthyentrepreneurial spirit. Seven percent of its adults are self-employed, twice the nationak average.
Madison not only has a major but also servesas Wisconsin’s state capital, giving it the benefit of a stablew and upscale employment Forty-four percent of Madison’s workerws hold management or professional jobs. The comparablde figure for a typical mid-range metro is 33 The other members of the top 10 took differen paths toget there. Profiles of the . Bridgeport-Stamforf is one of America’s most affluent metros. Its median householxd income of $80,241 is easily the highest in any mid-sizeed market. Ann Arbor, site of the University of hasthe nation’s strongest concentration of adults with doctoral and professional degrees, 27.7 percent.
Ogden, whichn is 40 miles north of Salt Lake is theonly mid-sizedd metro other than Provpo where at least 20 percent of all housesx have nine or more Fort Collins is another college the home of Colorado State It’s one of just six mid-sizexd metros where more than 40 percenf of all adults hold bachelor’s degrees. Boise is one of the fastest-growinh places in America, adding 123,0000 people since 2000, a growth rate of 26.4 The typical mid-sized metro grew 8.
4 percent over the same Colorado Springs has a sizable corps ofyounv adults, giving it a strong foundation for the Nearly 30 percent of Colorado Springs’ residents are betweeh the ages of 25 and 44, sixth-best in the mid-ranged study group. Des Moines is a joy for commuterz fed up with the hasslesof big-cit y traffic. The typical Des Moinesd adult takes 19.7 minutes to get from home to his or her compared to more than half an hour in majotr metros such as NewYork City, Chicago and Los All have been officially classified as metropolitan areaws by the U.S. Office of Managemengt and Budget. Each mid-sized metro is centereed on a city with atleast 50,00o0 residents.
Adjacent suburbs and nearbyg countryside are added to boost the total population into the rangerof 250,000 to 1 million. The largest mid-sized metro s are Tucson, Ariz., with 967,000 residents; Honolulu, with 906,000; and with 905,000, based on 2007 Census Bureau At the tail end areCedar Iowa, with 253,000 residents, and Santz Cruz, Calif., with
The best of the bunch is Provo, Utah, accordingt to a new bizjournals quality-of-life study. Boulder, and Madison, Wis., are the runners-up. America’s 124 mid-sizee metros, with populations between 250,000 and 1 milliobn people, have a total of 60 million That puts them in the shado w ofthe nation’s 51 majord metros, those in the million-plus which contain 54 percent of all Americans. The study comparexd the 124 mid-sized metros in 20 statistica l categories, using the latest U.S. Census Bureau data. The highesgt scores went to well-rounded placew with healthy economies, light moderate costs of living, impressive housing stocks and strongteducational systems. 1. Utah 2.
Boulder, Colo. 3. Madison, Wis. 4. Bridgeport-Stamford, Conn. 5. Ann Mich. 6. Ogden, Utah 7. Fort Collins, 8. Boise, Idaho 9. Colorado Colo. 10. Des Moines, Iowa Provo, which is located 45 miled south of Salt Lake earns top marks for its impressiv inventory of big Nearly 26 percentof Provo’s houses have nine or more No other mid-sized metro does better than 20.2 percent. But housing is not Provo’ss only strength. The Provo area has enjoyed stead y population growththis decade, expanding 31 perceny since 2000. Its unemployment rate typicallyt runs two to three points below thenationao average.
And it has a strong educational capped by the presence of BrighamYoung University. The runners-up are both college towns, too. Boulder and Madisom are respectively the homes of the Universithy of Colorado and the Universitygof Wisconsin. Almost 55 percent of Boulder’s adults have bachelor’s degrees, easily leading all mid-sizefd metros in that category. Boulder is also noteworthyh for its healthyentrepreneurial spirit. Seven percent of its adults are self-employed, twice the nationak average.
Madison not only has a major but also servesas Wisconsin’s state capital, giving it the benefit of a stablew and upscale employment Forty-four percent of Madison’s workerws hold management or professional jobs. The comparablde figure for a typical mid-range metro is 33 The other members of the top 10 took differen paths toget there. Profiles of the . Bridgeport-Stamforf is one of America’s most affluent metros. Its median householxd income of $80,241 is easily the highest in any mid-sizeed market. Ann Arbor, site of the University of hasthe nation’s strongest concentration of adults with doctoral and professional degrees, 27.7 percent.
Ogden, whichn is 40 miles north of Salt Lake is theonly mid-sizedd metro other than Provpo where at least 20 percent of all housesx have nine or more Fort Collins is another college the home of Colorado State It’s one of just six mid-sizexd metros where more than 40 percenf of all adults hold bachelor’s degrees. Boise is one of the fastest-growinh places in America, adding 123,0000 people since 2000, a growth rate of 26.4 The typical mid-sized metro grew 8.
4 percent over the same Colorado Springs has a sizable corps ofyounv adults, giving it a strong foundation for the Nearly 30 percent of Colorado Springs’ residents are betweeh the ages of 25 and 44, sixth-best in the mid-ranged study group. Des Moines is a joy for commuterz fed up with the hasslesof big-cit y traffic. The typical Des Moinesd adult takes 19.7 minutes to get from home to his or her compared to more than half an hour in majotr metros such as NewYork City, Chicago and Los All have been officially classified as metropolitan areaws by the U.S. Office of Managemengt and Budget. Each mid-sized metro is centereed on a city with atleast 50,00o0 residents.
Adjacent suburbs and nearbyg countryside are added to boost the total population into the rangerof 250,000 to 1 million. The largest mid-sized metro s are Tucson, Ariz., with 967,000 residents; Honolulu, with 906,000; and with 905,000, based on 2007 Census Bureau At the tail end areCedar Iowa, with 253,000 residents, and Santz Cruz, Calif., with
Saturday, December 4, 2010
Sinclair deans request salary freeze - Washington Business Journal:
nautical-different.blogspot.com
The move will effec five deans and save thecollege $18,00p in salary and benefits this as well as another $200,000 over ten years. The boardc has since said it would comply with the Salary decisions have not yet been made for the rest of theSinclai workforce. Those decisions are pendinf further clarification on state higher education fundintg and mandatorytuition freezes, officialsz said. Sinclair President Steven Johnson said preserving jobs at Sinclai to serve the rapidly growing student enrollment has becomse an extraordinarilyhigh priority.
This latesy announcement comes on the heel of Johnson and top senior staft at Sinclair Community Colleger choosing to take their own voluntaryt pay freezeMay 22. The freeze is expectede to save thecollege $45,00 0 in the next year and a totakl of $500,000 as the savings add up over the coming 10-year financial planning cycle. The latest pay freeze of the deans, will brinv the college’s total savings to a totall of $700,000 in the next 10 recently made a similar move in responsesto as-of-yet unfinalized state by announcing it will offer buyouts to 700 employeez at the university.
The move, whicbh is expected to release abourt130 employees, should save the university $3 millio n initially. Sinclair has 2,377 locapl full-time employees and $137 million operating budget, according to Dayton BusinessJournal research.
The move will effec five deans and save thecollege $18,00p in salary and benefits this as well as another $200,000 over ten years. The boardc has since said it would comply with the Salary decisions have not yet been made for the rest of theSinclai workforce. Those decisions are pendinf further clarification on state higher education fundintg and mandatorytuition freezes, officialsz said. Sinclair President Steven Johnson said preserving jobs at Sinclai to serve the rapidly growing student enrollment has becomse an extraordinarilyhigh priority.
This latesy announcement comes on the heel of Johnson and top senior staft at Sinclair Community Colleger choosing to take their own voluntaryt pay freezeMay 22. The freeze is expectede to save thecollege $45,00 0 in the next year and a totakl of $500,000 as the savings add up over the coming 10-year financial planning cycle. The latest pay freeze of the deans, will brinv the college’s total savings to a totall of $700,000 in the next 10 recently made a similar move in responsesto as-of-yet unfinalized state by announcing it will offer buyouts to 700 employeez at the university.
The move, whicbh is expected to release abourt130 employees, should save the university $3 millio n initially. Sinclair has 2,377 locapl full-time employees and $137 million operating budget, according to Dayton BusinessJournal research.
Thursday, December 2, 2010
Most Eddie Bauer stores to stay open - Silicon Valley / San Jose Business Journal:
http://www.vanessaatkinson.com/new-page-11.htm
The company announced that it struck an agreemenft withNew York–based private equity firm LLC to buy Eddi e Bauer’s assets, subject to an auction and bankruptcy court CCMP Capital intends to operate the business as a goinb concern with little or no long-terkm debt. According to Eddie Bauer, CCMP Capital has agreed to keep a majoritg of the 371 stores open and retain a majority of the CCMP Capital specializes in buyouts and looks for investmenrt opportunities in retail andother sectors, and have made investmentsd in the outdoors specialty retailer Cabela’s, whichy sells hunting, fishing and camping gear.
Eddie Baued said it hopes to operate business as usual during bankruptcy court proceedings and has asked for court approvapl to continue paying vendorsand workers. The company also said it intendds to honor customer gift returns and loyalty program The company also announced that it has securexd a commitment from its existing revolvingcredif lenders, Bank of America, N.A., and /Busines Credit, Inc. for so-callesd debtor-in-possession (DIP) financing of $90 millio on an interim basis and $100 millionn based on the finalcoury order. The move, the company said, should providre it with ample cash flow to continure payingits bills.
“Eddie Bauer is a good compangy with a great brand and a badbalancer sheet. This process will allow the business to emerge with farless debt, positioned for growth as the economt recovers and as our new products gain said Neil Fiske, Eddie Bauer president and chieft executive officer, in a statement. “Wd expect this process to be completed very protecting our employees and critical vendor partneres every step ofthe way. “We have made good progress on our turnarouns strategy of returning Eddie Bauer to its heritagw as an active outdoort brand and have exciting new product launches on the way to includingFirst Ascent, our return to expedition-gradse outerwear and gear.
Unfortunately, a crushinfg debt burden placed on the company from the Spiegepl reorganizationin 2005, combined with the severe, prolonged have left us with no choice but to use this process to reduce the debt load on the business.”
The company announced that it struck an agreemenft withNew York–based private equity firm LLC to buy Eddi e Bauer’s assets, subject to an auction and bankruptcy court CCMP Capital intends to operate the business as a goinb concern with little or no long-terkm debt. According to Eddie Bauer, CCMP Capital has agreed to keep a majoritg of the 371 stores open and retain a majority of the CCMP Capital specializes in buyouts and looks for investmenrt opportunities in retail andother sectors, and have made investmentsd in the outdoors specialty retailer Cabela’s, whichy sells hunting, fishing and camping gear.
Eddie Baued said it hopes to operate business as usual during bankruptcy court proceedings and has asked for court approvapl to continue paying vendorsand workers. The company also said it intendds to honor customer gift returns and loyalty program The company also announced that it has securexd a commitment from its existing revolvingcredif lenders, Bank of America, N.A., and /Busines Credit, Inc. for so-callesd debtor-in-possession (DIP) financing of $90 millio on an interim basis and $100 millionn based on the finalcoury order. The move, the company said, should providre it with ample cash flow to continure payingits bills.
“Eddie Bauer is a good compangy with a great brand and a badbalancer sheet. This process will allow the business to emerge with farless debt, positioned for growth as the economt recovers and as our new products gain said Neil Fiske, Eddie Bauer president and chieft executive officer, in a statement. “Wd expect this process to be completed very protecting our employees and critical vendor partneres every step ofthe way. “We have made good progress on our turnarouns strategy of returning Eddie Bauer to its heritagw as an active outdoort brand and have exciting new product launches on the way to includingFirst Ascent, our return to expedition-gradse outerwear and gear.
Unfortunately, a crushinfg debt burden placed on the company from the Spiegepl reorganizationin 2005, combined with the severe, prolonged have left us with no choice but to use this process to reduce the debt load on the business.”
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