One of Central Ohio’s largest technology companies has a new owner.
Columbus-based Sterling Commerce Inc. has been acquired by IBM Corp. in a $1.4 billion deal disclosed Monday.
Columbus Business First reported earlier this month that Armonk, N.Y.-based IBM was a likely suitor to buy Sterling from Dallas-based AT&T Inc. Sterling Commerce is a software and business-to-business technology company employing about 700 workers in Central Ohio.
IBM spokeswoman Nancy Kaplan said there will be no job cuts tied to the acquisition.
“The idea is not only to get the intellectual property, but also to get the smart people that know the products,” she said.
The deal lets IBM expand its ability to help clients create more intelligent and dynamic business networks by simplifying and automating communications, according to a release from the company.
“The broad global reach and additional capabilities IBM offers make this acquisition great news for our customers and partners,” Sterling Commerce CEO Bob Irwin said in the release. “The combination of IBM’s products, services and skills with the Sterling Commerce (business-to-business) integration and cross-channel capabilities resulting from this acquisition is unparalleled payday loans no faxing.”
IBM becomes the third corporation to take over the 35-year-old Columbus business. AT&T had inherited Sterling Commerce as part of its 2005 merger with San Antonio-based SBC Communications Inc., which had purchased Sterling five years earlier.
Sterling Commerce specializes in selling and hosting technology that helps companies manage customer orders and logistics. The company employs nearly 700 workers at its headquarters on Lakehurst Court, making it one of the 100 largest employers in Central Ohio, according to Business First research. The company employs nearly 2,500 workers at operations in 32 offices, many of them overseas.
The Sterling Commerce client list is a who’s who of blue-chip companies, including Borders Group Inc., Coca-Cola Bottling Co., Kimberly-Clark Corp., Scotts Miracle-Gro Co. and Target Corp.
Secrets of Louisville Chefs, a locally produced television program that features the work of some of Louisville’s most prominent chefs, will have a new home on WBNA-TV beginning June 1.
The show currently airs on WBKI-TV.
The program features hosts Kevin Harned, Kelly K, Cheryl Case and Tim Laird. They give viewers a behind-the-scenes look at Louisville-area restaurants and their chefs.
WBNA will air Secrets of Louisville Chefs Monday through Friday at 6 p.m., and Sundays at 4:30 p.m.
Secrets of Louisville Chefs is produced by Louisville-based BMB Productions LLC.
More information about the show can be found here.
WBNA-TV, Louisville’s Ion TV affiliate, operates seven full-powered television stations in the Louisville market. It is seen on Insight cable, DirecTV, Dish, ATT Uverse, and over the air on channel 21. It also operates digital channels 21.2 Qubo, 21.3 Ion Life, 21.4 Retro TV, 21.5 God TV and 21.6 The Light.
Additional information about WBNA can be found at www.wbna-21.com.
Gas prices in Denver slipped a bit over the last week, but remain well over mid-February levels, according to the American Automobile Association’s Daily Fuel Gauge Report.
Monday’s average price for regular-grade gasoline in Denver is $2.694, down 1.1 cents from the price a week ago but up 1.3 cents from a month ago, AAA says.
Regular gas in Denver cost $2.46 in mid-February, when prices began a slow rise.
As of Monday, mid-grade gas in Denver averages $2.882 a gallon, down 1.1 cents from a week ago, and premium gas is $3.011, down 1.2 cents in a week, while diesel is $3.017, down 0.2 cents.
The highest price ever recorded for regular gas in Denver was $4.006 a gallon on July 17, 2008. A year ago Monday, regular cost $2.211 a gallon.
Statewide Monday in Colorado, the average price of regular gas is $2.742, AAA says, while mid-grade is $2.933, premium is $3.064 and diesel $3.058.
Nationwide, regular gas costs an average of $2.867 Monday, down 4.1 cents from a week ago but up 0.3 cents from a month ago.
Colorado is again among the 10 states with the cheapest gas, AAA says. Pump prices are lowest this week in Colorado, Oklahoma, Missouri, Arkansas, Louisiana, Alabama, Mississippi, Tennessee, Ohio and South Carolina.
Gas is most expensive in California, Washington state, Alaska, Hawaii, Idaho, Montana, Utah, Illinois, New York and Connecticut.
The Fuel Gauge Report is compiled for the AAA by the Oil Price Information Service with the help of Wright Express.
It is not the kind of view you expect these days in downtrodden Michigan. From this rooftop plaza on the 17th floor of Bridgewater Place, evidence of urban renewal spreads in every direction. Directly to the south is the modern campus of Grand Valley State University, home to 11,000 students. Across the Grand River lies the sprawl of the redeveloped entertainment district, with its new arena and convention center, steps away from downtown business and government office buildings. Atop a hill to the east is the city’s crown jewel: a $1 billion (and growing) medical complex that includes a cancer research center, specialized treatment facilities, and a medical school.
This is Grand Rapids, a small city (pop. 200,000) in western Michigan with a redevelopment plan that has lessons for other cities looking to engineer new growth after the decline of old-economy industries. That this plan has taken hold in, of all places, the Rustbelt of Michigan makes it all the more remarkable. Two decades ago the city could have been headed the way of Flint, Pontiac, and, yes, Detroit. But instead its fortunes have steadily improved, thanks to a remarkable combination of business leadership, public-private cooperation, and the deep pockets of local philanthropists.
Grand Rapids is much smaller than that city on Michigan’s eastern coast, Detroit (pop. 800,000). Its populace is a bit more diverse, its suburban leaders were willing to work with city government, and its issues were much less complex. But at a moment when corporate, philanthropic, and political leaders in Detroit are just beginning the process of working together to help revive the city (see "Downsizing Detroit" on time.com), the Grand Rapids reinvention is worth examining. For years Detroiters were promised that one master project after another would solve their woes. None did. But in Grand Rapids, business leaders painstakingly set goals, aligned with government officials, generated support, and empowered key players. "Every community has a culture, and you have to pick out what works in your own town," says Birgit Klohs, the energetic head of Right Place, a local economic development group. "You have to figure out who the leaders are, get them onto a team, create the vision, and get everybody headed in the same direction."
During the dismal recession of the early 1990s, things were not going well in a town some still call "Bland Rapids." Sure, the city had the Gerald R. Ford Museum, honoring its most famous citizen. But its signature furniture-making industry had long since given way to more anonymous auto parts and steel office furniture, businesses that were both hit hard by the economy. And while Grand Rapids was suffering from statewide and national economic trends, the pain was local: high unemployment, a lifeless downtown, and little to build upon for the future, given its dependence on cyclical industries with scant growth potential.
But Grand Rapids had an unusual set of assets. "The wealth in this city in proportion to its size is extraordinary," says John Canepa, who retired as chairman and CEO of Old Kent Bank. Much of that wealth is in companies, many closely held, like Amway, the direct seller of health and beauty products; Meijer’s, a supermarket chain; and Steelcase (SCS), the office furniture giant. The founders of those companies or their descendants still reside in the Grand Rapids area, and match their deep roots with deep pockets of philanthropic dollars. Says David Van Andel, son of Amway co-founder Jay Van Andel: "If you want to be a player in this community, it is give first and get later."
Back in 1991, the community needed lots of giving. So Dick DeVos, son of Amway’s other founder, Rich DeVos, convened a group of more than 50 community and civic leaders to begin the process of revitalizing downtown. The group, which at first called itself Grand Vision, began making plans for an entertainment and sports arena and the expansion of local convention facilities. Rather than tackle the project on its own, the group conducted a feasibility and economic-impact analysis and studied the project for two years. Then DeVos got together with Canepa and David Frey, another local banker, to make the plan a reality. "We decided," says Frey, "that we were not going to let the economic vagaries of the state define our city." They built community support and went to work.
The group, renamed Grand Action, was able to do so courtesy of $21 million from a group of private donors led by Jay Van Andel, who was awarded the privilege of having the arena named after him. (As you’ll see, the city is awash in buildings named for its wealthy patrons.) The arena had reasonable goals and was an immediate success.
The arena was the start of a 20-year effort that hasn’t stopped. In cooperation with city officials, business leaders revamped downtown. One strand of the plan was designed to woo and satisfy visitors. A gift from Amway’s Rich DeVos led a $33 million fundraising effort toward construction of a $212 million convention center that bears his name. To comfortably house all those conventioneers, DeVos and Van Andel sponsored the building of a new J.W. Marriott Hotel downtown. And to entertain them, other givers added even more. After watching a play from the balcony of the aging Civic Theatre, supermarket magnate Fred Meijer decided to help finance a $10 million renovation — which was then rechristened the Meijer Majestic Theater. Steelcase heir Peter Wege gave $20 million to help fund the creation of an art museum (which for some reason does not bear his name). And the 132-acre Frederik Meijer Gardens and Sculpture Park … well, you can figure out who helped fund that beauty.
But the plan was more far-reaching than simply a play for tourists. Grand Action knew it had to lead the city into growing businesses, and plunged into two areas that have grown quite nicely in the past couple of decades: education and health care. With the help of local businessmen — Rich DeVos, Ford adviser William Seidman, banker Dick Gillett, and Steelcase executive Bob Pew — Grand Valley State University built a satellite campus on the Grand’s west bank, with Steelcase donating much of the land. And Frederik Meijer donated more land for yet another campus to the west of Grand Rapids, in a suburb called Holland, a name that reflects the region’s deep Dutch roots.
In health care, the catalyst was once again a private donor — this one with a very personal reason for the investment. In 1996, Jay Van Andel decided to fund a new institute for biomedical research, with an emphasis on cancer and Parkinson’s — the disease that contributed to his death in 2004 at the age of 80. Outsiders urged him to erect it on a greenfield site outside the city or, more sensibly yet, to connect it to the University of Michigan medical school across the state in Ann Arbor. Van Andel decided his institute belonged in Grand Rapids. "They told us we were nuts," recalls his son David, who heads the institute. "We had no affiliation with any medical school, no history of medical research. But our family had a big stake in the community."
The result of all this hard work? Exactly what Grand Action had hoped for: a more stable economy, one that can better withstand the ups and downs of economic trends. Now, manufacturing ranks as the region’s second leading employer, replaced at No. 1 by those sectors poised for the demographics of the early 21st century: education and health services.
Despite its intensive redevelopment, Grand Rapids has not solved all its problems. Unemployment is still high. Michigan’s manufacturing decline, which has emptied thousands of square feet of factory space in the city, has disproportionately hit minorities. But 20 years of reinvention have seeped into the city’s blood. Grand Rapids is now trying to redefine itself as the greenest city in the U.S. It claims more LEED-certified buildings per capita, a measurement of environmentally friendly design, than any city in the U.S.
It’s this kind of planning, a continual reinvention with clear goals, that has been lacking in Detroit. For years city leaders failed to deliver a long-term vision of an economic future that could alleviate the impact of a declining auto industry. Now, with a businessman mayor, Dave Bing, who imagines a reinvention driven by private and public capital, the city is trying to embark on such a plan. In Grand Rapids they’re rooting for their bigger neighbor to the east. "We cannot afford to see Detroit fail," says Mayor George Heartwell. But if Grand Rapids’ recovery took two decades, how long will it take Detroit?
Big news for the 2010 Dodge Ram's 3500 heavy-duty picky. And I do mean big. For the first time this behemoth of a workhorse is available with a crew cab. That means a full four doors rather than the previous generation's quad-cab mini back doors.
Both the 2500 and 3500 Rams get a complete makeover for this model year with an upgraded interior, revised exterior styling, improved suspension and brakes, increased towing capacity, and new standard features.
Typical of pickups, the new Ram 3500 comes in myriad configurations, starting from $35,630 and shooting up to $51,595. First off, you'll have to select a cab style: regular, crew and mega cab. The latter at 111 inches is longer than a Smart Fortwo stretching interior cargo room, legroom and allowing for reclining rear seats. Dodge is redoing its commercial-grade chassis cab models for the 2011 model year.
Eight-foot and 6-foot-four cargo box sizes are available as are single and dual rear-wheel combinations, rear-wheel and four-wheel drive and five trim levels.
Standard fare under the hood is a 5.7-liter Hemi V-8 gasoline engine, redesigned for 2009 and rated at 383 horsepower and 400 pound-feet of torque.
More heft is available with the 6.7-liter Cummins turbodiesel engine, rated at 350 horsepower and 650 pound-feet of torque. Equipped with the big Cummins, the Ram 3500 can tow up to 17,600 pounds. While you do notice the diesel sound, it's not terribly intrusive.
A six-speed manual is standard with both engines, with five- and six-speed automatics available. The new transmissions feature Electronic Range Select, which enables the driver to limit the highest available transmission gear, allowing manual upshifts and downshifts based on road speed and engine speed.
A tow/haul mode is standard on both five-speed and six-speed automatic transmissions.
EPA fuel usage stats are not available for the heavy duty rig.
Improved suspension tuning and C-pillar hydra mounts help improve ride on the 2010 3500, but absent going over bumpy surfaces, you might be surprised at the Ram's comfortable ride.
Beyond its grunt, the new Ram shines with a revamped interior. Not only are seats super comfy, but door panels, arm rests and such feel soft and easy like those in a family sedan - rather than part of a workaholic truck quick pay day loan.
Pertinent data is displayed for quick assessment on the six-ring dash readout and the center stack keeps other controls handy. Storage bins and pockets are abundant. Options include a giant center console with an upper bin large enough for a laptop and a lower been that can house hanging file folders.
Dodge describes exterior changes as giving the heavy duty Ram "a tougher more capable look with improved aerodynamics." Without old and new side by side, I wasn't wowed by those changes, but Ram has always turned a bolder profile than pickups from Ford and General Motors.
Standard features run from the basic ST with air conditioning, cruise control and CD player to the loaded Laramie. The Ram Power Wagon model is equipped with electric-locking
front and rear differentials, electronic disconnecting sway bar, Bilstein shocks, 32-inch BF Goodrich off-road tires, underbody skid-plate protection, 4.56 axle ratio for hill climbing, a 12,000-pound winch, two-tone paint scheme and graphics.
Luxuries available include heated and cooled seats, Sirius backseat TV, 10-speaker surround sound, 30-gigabyte hard drive and navigation. On the safety front, antilock brakes, side air curtains and tire-pressure monitors are standard.
There isn't much competition when it comes to heavy-duty trucks, it's an all-American show with Ford, GM and Chevy the only other choices.
Heavy duty pickup
The Federal Trade Commission is expected to vote Wednesday on approval of Google Inc.'s proposed $750 million acquisition of AdMob Inc.
TechCrunch cited an unnamed source it said has been briefed on the matter that the vote is coming on Wednesday and that Google (NASDAQ:GOOG) is prepared to fight in court if the deal is blocked by the FTC.
The Wall Street Journal and Bloomberg have reported that the FTC was seen leaning towards such action. On Tuesday night the Journal reported that the agency is concerned that the deal will reduce the mobile in-application advertising market from three to just two key players: Google and rival Apple Inc. (NASDAQ:AAPL).
The FTC last month said it was seeking sworn declarations from Google’s competitors and advertisers, a sign taken to mean that it was lining up opposition to the sale.
The Journal said some of its unnamed sources complain that analysis of the mobile ad network is too narrow, not including players such as Millennial Media Inc., Greystripe Inc., Jumptap Inc., or on a broader level Yahoo Inc. (NASDAQ:YHOO) and Microsoft Corp. (NASDAQ:MSFT).
HealthPartners members are able to price shop for even more health procedures under an expanded Web tool the health insurer offers its members.
The secure website, available only to HealthPartners members, recently added prices for 32 previously unlisted procedures, including various lab tests, MRI/CT scans, immunizations and complex surgeries and outpatient procedures such as gall bladder surgery, hysterectomy, colonoscopy, hip replacement and hernia repair surgery.
“Providing more specific prices for our members is another way we can be as transparent as possible,” said Scott Aebischer, HealthPartners’ senior vice president of customer service and product innovation.
“If you’re paying out-of-pocket fees, seeing the actual price really helps you determine if the care provider is right for you.”
The Bloomington-based health provider and insurer’s members can now check the price of 126 procedures, including several major surgeries and outpatient procedures.
HealthPartners launched its Web price tool in the fall of 2008.
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