Location, location, location

We all know there’s nothing more critical to the typical business than location. If you don’t get cars passing your stand-alone store or foot traffic in shopping centers, chances are your enterprise will struggle or fail.
Turns out location is just as important when it comes to rounding up financial backing for start-ups and early-stage companies.
That, in essence, is one of the driving forces behind the Southern Oregon Angel Investment Conference.
During a question and answer period, a panel of venture capitalists made the point that many investors won’t put their money into companies that are more than 50 miles from where they live. In other words, if you operate more than an hour away from a potential investor, you’ve got two strikes against you and the fellow on the mound throws nasty sliders.
“People want to invest locally,” says Greg Semler, of Pivotal Investment in Portland, and a member of a panel that picked apart the presentations delivered during the Wednesday conference at Rogue Valley Country Club.
Semler notes that economic connections are fare more likely to be made in the Bay Area than Portland and more likely on the banks of the Willamette River than in the Rogue Valley.
For the most part, the people with money in Southern Oregon haven’t connected with a generation or two of would-be entrepreneurs.
The role of such conferences is to bring investors and entrepreneurs under the same roof.
“There’s both a supply of capital and a demand,” Semler says.
He says there needs to be more entrepreneurs providing ideas that can be turned into going enterprises for baby-boomers that have capital to invest.
“Young people will be looking for capital sources,” he says. “It doesn’t take a lot of capital to create software. But if a young person can develop an app or service cheaper than General Electric can,
it’s got a huge advantage. You build from there, by developing an eco-system.”
If that doesn’t happen, Semler says, the money winds up elsewhere.
“If the options aren’t available here, they invest their money back in the Bay Area.”

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Rogue Valley Angel Investment Conference

So what did the Angel Investor Conference 10-minute pitches reveal?
There are multiple Southern Oregon start-up companies with ideas ready to capture market share, create jobs and return for investors.

If any of the four — RedCloud, Cascade Peak Spirits, Folium Partners or Yogi Tunes — gets the kind of funding they are looking for, they will be profitable ventures for years to come.
The wild card entrants have viable ideas, but it was hard to see what they will be able to do with a more indepth pitch.
It’s break time and momentarily the fifth finalist will be named and allowed to makie a 10-minute presentation.

Here are a few thoughts from Jim Teece of Project A:

Jim Teece REDcloud looks to have a great green solution for fleet vehicles. Ford Ranger makes up 60% of the national class 1 fleet. I love the idea of re-cycling vehicles and creating “Green Collar Jobs” in southern Oregon.

Cascade Peak Spirits is a cool artisan organic distillery with global competitive reach and a great exit strategy. They already have distribution in multiple states.

Folium Partners has a modern book factory with a smart management team and a great global potential for the mobile future.

Yogi Tunes music service for the yoga world. Very interesting how yoga has evolved. Technology driven team seems to have the contacts, connections and

ReadyBook looks to be the wildcard winner. They have a great analog approach to emergency management and a network for distribution nationally. Huge potential upside here.

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Oh, the power of the social media

Apparently the Twittersphere has an insatiable appetite for artisan bread.
Our esteemed web editor Anita Burke tracks such things, I discovered Monday. A simple Home Grown installment about Applegate Valley Artisan Breads touched off a flurry of retweets that made it to the far the side of the moon, or at least the Middle East.
The morning e-mail included a note from Rania Ayoub of Techno Bread Plus of Beirut, Lebanon who not only promoted me to Purchase Manager, but wanted to establish a business relationship with my “esteemed corporation.”
I guess it’s much more common to use “purchase manager” and “esteemed” in the same paragraph than “reporter” and “esteemed.”
Ms. Ayoub offered high quality bakery equipment and full automatic lines for Lebanese, Pita, Chapatti and Naan bread with competitive prices. But despite missing breakfast, I didn’t bite.
Now, I’m certain there are plenty of people who keep tabs on artisan baking developments, but the lesson learned on this day is that one man’s story is another’s sales lead.

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The way we were, not so long ago

About this time every year, my wife and I clear out a year’s worth of receipts along with odds and ends kept for tax purposes to make room for current stuff.
While it’s not exactly an anthropological or historical exercise, revisiting where and how the money was spent in 2002 can prove instructive.
The $15 fill-up has jumped to $45, or more depending on the vehicle.
Schlotzsky’s Deli, once a favorite Sunday lunch stop, has disappeared from the corner of Stevens and Biddle, morphing into a bank. The Red Baron Restaurant has flown off into history along with the old airport terminal. The Texas Pitstop BBQ — arguably the best barbecue in Southern Oregon during its brief existence — is gone.
Frodsham Foto Finishing was a regular stop well into the digital photo age, but time marches on and left many a one-hour photo operation in the dust.
There is the final payment to CDS Internet for dial-up Internet service as well as a monthly Qwest Communications bill. Today, the Internet and telephone bill are bundled with InfoStructure, although I’m told Qwest ends up getting a cut indirectly.
GI Joe’s July tent sale was forever a summer highlight. Then there’s Circuit City, once the biggest electronic store for miles. Now the former Medford Center location is merely 20,000 empty square feet.
In the intervening years since 2002, new restaurants have popped up along with retailers such as Best Buy and Sports Authority
Doubtlessly, next year’s clean out will reveal more changes in our continually evolving Rogue Valley economy.

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Fuel prices, foreign growth boost Costco earnings

Whenever gas prices soar, the lines at Costco Wholesale’s fueling stations always seem to lengthen.

Not surprisingly, higher gas prices were a favorable component in Costco’s most recent fiscal quarter results announced today. The Issaquah, Wash.-based warehouse store chain reported a 16 percent advance in fiscal second-quarter earnings, boosted by continued gains overseas, growth in membership fees and those higher pump prices.

The country’s largest warehouse-style retailer by revenue notched earnings of $348 million, or 79 cents per share, for the quarter ending Feb. 13, compared with $299 million a year earlier, or 67 cents. Net sales increased to $20.45 billion from $18.36 billion.

The company also raised its the quarterly dividend 2.5 cents to 20.5 cents.

Costco said its U.S. same-store sales rose 5 percent during the quarter, while international sales jumped 12 percent. Membership fees, a major contributor to the company’s operating profit, rose 10.4 percent to $426 million from $386 million a year ago.

Costco operates 581 warehouses, including one on Crater Lake Highway in Medford. The company said it plans to add as many as 16 new stores during fiscal 2011, which ends Aug. 28.

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Construction spending still faltering

 Associated General Contractors of America reported the sagging construction industry deteriorated even more in January.

That trend has been a major component in Southern Oregon’s double-digit unemployment.

Construction spending slumped 0.7% from $798 billion in December to $792 billion in January, the lowest seasonally adjusted annual rate since July 2000. In analyzing new Census Bureau data, AGCA noted nearly every private nonresidential category plunged, offsetting pickups in some residential and public nonresidential segments. Since January 2010, construction spending has declined by 5.9%.

“These discouraging figures show that millions of construction workers and their firms are still suffering from the economic downturn, despite a year and a half of growth in the overall economy,” said Ken Simonson, the association’s chief economist. “Other than an uptick in the construction of truck terminals and railroad facilities, private sector demand for construction remains extremely low.”

AGCA reported private nonresidential construction sank 6.9% from December and 13.2% from January 2010 levels. Federal spending for stimulus, military base realignment projects and hurricane prevention and recovery work around New Orleans pushed the figures up 0.1% for the month and 2.9% for the year.

Simson said such temporary work would dry up later this year and predicted that public construction spending was likely to decline in 2012, if not sooner.

A possible silver lining emerged in private residential construction. However, Simonson cautioned that the figures may not be as positive as they first appear because the Census Bureau has begun breaking out single-family construction spending — up 0.8% percent for the month but down 4.8% year-over-year — and multifamily construction, which slumped 2.9% from December and 20.1% percent from a year earlier.

http://www.census.gov/const/C30/release.pdf

 

 

 

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Cable company suffers fourth-quarter loss

Charter Communications, the cable television provider for most of Southern Oregon’s larger communities, lost $85 million in the fourth quarter.

Despite coming close to analysts’ projections of $1.79 billion in revenue, Charter couldn’t make ends meet. Here’s a link to a Wall Street Journal report.

 

http://online.wsj.com/article/BT-CO-20110301-708552.html?mod=wsj_qt_latest_wsj

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Lithia reports solid end to turnaround 2010

Lithia Motors capped a strong 2010 comeback with net earnings of $5.6 million, or 21 cents per share, in the fourth quarter on sales of $555.6 million.

For all of 2010, the Medford-based auto retailer earned $13.72 million, nearly 50 percent more than its $9.15 million 2009 profit. Revenue for 2010 grew 19.7 percent to $2.13 billion from $1.78 billion 2009. Fourth quarter revenue grew 30.8 percent

Lithia said its new vehicle same store sales increased 34.4 percent, used vehicle retail same store sales increased 21.1 percent and service related revenue grew 5.4 percent.

“The economic recovery continued to accelerate through the fourth quarter,” said Sid DeBoer, Lithia Motors’ chairman and chief executive officer. “All states we operate in posted double digit increases in same store sales. For the full year, our adjusted earnings per share from continuing operations increased 71 percent. This improvement is a testament to the earnings potential Lithia can realize as we increase our market share in an improving economy.”

Lithia also announced it would pay a 5 cent per share dividend March 25 to shareholders of record March 11.

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SkyWest earnings report

SkyWest Inc., the St. George, Utah, regional airline that operates United Express and Delta Connection flights at the Medford airport, once again showed its ability to fly profitably in uncertain times.

SkyWest reported net income of $37.2 million during the final three months of 2010, compared to $19.5 million for the same period in 2009.

For all of 2010, SkyWest produced a $96.4 million profit, or $1.70 per share,  compared to $83.7 million, or $1.47 per share, in 2009.

Later today, Lithia Motors will post its 4th quarter and full year earnings for 2010.

The high points of SkyWest’s earnings release follow:

SkyWest, Inc.today reported operating revenues of $796.3 million for the quarter ended December 31, 2010, compared to $604.4 million for the same period last year.  SkyWest also reported net income of $37.2 million, or $0.67 per diluted share, for the quarter ended December 31, 2010, compared to $19.5 million of net income, or $0.34 per diluted share, for the same period last year. The results for the quarter ended December 31, 2010, includes $10.2 million in net earnings, or $0.18 per diluted share, of unusual items when compared to the historical results for the same period last year and are further explained below.

SkyWest also reported operating revenues of $2.77 billion for the twelve months ended December 31, 2010, compared to $2.61 billion for the same period last year.  SkyWest reported net income of $96.4 million, or $1.70 per diluted share, for the twelve months ended December 31, 2010, compared to $83.7 million or $1.47 per diluted share for the same period last year. The net income for the twelve months ended December 31, 2010, includes $10.2 million in net earnings, or $0.18 per diluted share, of unusual items when compared to the historical results for the same period last year and are further explained below.

The operating results reported above include the operating and financial results from the acquisition of ExpressJet from November 12, 2010 to December 31, 2010, or 50 days.

On November 12, 2010, SkyWest completed the acquisition of ExpressJet for a total cash purchase price of $136.5 million which includes the value of the shares previously owned by Atlantic Southeast Airlines, Inc., SkyWest’s wholly owned subsidiary. As a result of the acquisition, ExpressJet became a wholly-owned subsidiary of Atlantic Southeast and SkyWest’s consolidated operations and financial results for the periods subsequent to the acquisition reflect the addition of 244 regional jet aircraft operated by ExpressJet Airlines, Inc. the primary operating entity of ExpressJet. In conjunction with the acquisition, SkyWest recorded a purchase accounting gain of $15.6 million which is reflected in the Other Income (Expense) category in SkyWest’s Condensed Consolidated Statements of Income. This gain was the result of SkyWest acquiring ExpressJet for less than the net fair value of the assets acquired and liabilities assumed. Additionally, the purchase accounting gain was a non-taxable item as the tax basis in the net assets acquired did not change as a result of the transaction.

The following discussion of the primary items of significance for SkyWest includes the operating activity of ExpressJet during the period between the acquisition date and December 31, 2010.

During the quarter ended December 31, 2010, SkyWest recorded a purchase accounting gain of $15.6 million, which was not tax affected, and was related to the acquisition of ExpressJet. Additionally, SkyWest incurred approximately $8.8 million of acquisition related costs which includes professional fees and employee severance costs.

Also, during the quarter ended December 31, 2010, SkyWest Airlines and Atlantic Southeast reached agreement with Delta Air Lines, Inc. on several open rate issues under the Connection agreements.  As a result of the settlement of the open issues, SkyWest received and recorded $17.2 million (pre-tax) of additional revenue which is reflected in operating revenues.

Additionally, under United Express agreements for SkyWest Airlines and Atlantic Southeast, SkyWest recognizes revenue at a fixed hourly rate for mature engine maintenance on regional jet engines and SkyWest recognizes engine maintenance expense on its CRJ200 regional jet engines on an as-incurred basis as maintenance expense.  During the quarter ended December 31, 2010, CRJ200 engine expense under these agreements increased $11.4 million  compared to the quarter ended December 31, 2009, as a result of increased engine overhaul expense principally due to the timing of scheduled engine maintenance events.

During the quarter ended December 31, 2010, block hours increased 8.3%, excluding the block hours produced by ExpressJet, compared to the same period last year which contributed to the increase in net income quarter over quarter.

At the end of 2010, SkyWest’s fleet totaled 704 aircraft, consisting of 656 regional jets (236 assigned to Delta, 416 assigned to United and Continental, four assigned to AirTran Airways, Inc. and 48 EMB-120 turbo prop aircraft (38 assigned to United and 10 assigned to Delta). SkyWest has approximately, 3,950 daily departures and a fleet of approximately 704 regional aircraft.

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Harry & David

Every time the powers that be at Harry & David roll the dice, shuffle the deck or declare a new day, I can count on phone calls, e-mails and even an old-fashioned post card or two.

Inevitably, callers will have the inside scoop on what’s going down. They will rant at what management has or hasn’t done and rattle off amazing lists of real and perceived peccadilloes by Harry & David executives or managers. They remind us of how many people are hurt by layoffs, reduced hours and benefits, not to mention all those retirement plans that went away.

The angst is real, the bitterness biting. Doubtlessly, such corporate decisions ripple across the Bear Creek drainage, hitting retailers, real estate brokers and everyone in between.

When the five-minute diatribe abates, I simply ask for a name and phone number so I can verify who I’m talking to so that I can move from simple rumor to a bonafide source. At that point, whether it’s a caller or e-mailer, the response takes an ever-familiar tack.

It goes something along the lines of: “I can’t tell you who I am, I’ve got friends and family working there and they might lose their jobs.”

Even former managers or well-connected Harry & David alumni, who left the company for another job or were handed pink slips years ago, are skittish when being linked by name to a story about H&D. The company, by most accounts generous with severance packages, makes not talking with the media part of the deal.

What that means is a story about the men and women who have worked — sometimes for generations — for the company essentially becomes a non-story. Without brave souls willing to step forward and saying who they are, we don’t have a story.

The bottom line is this: When people are willing to talk on the record, we’re all ears and most likely something penetrating beneath the corporate surface. When callers or e-mailers simply tell us information that can neither be verified or attributed, we have nothing.

There is plenty more to be told as Harry & David enters into what assuredly will be a trying year or two, followed by a new day potentially as enthralling as the arrival of new business venture to the Rogue Valley. The more we are told on the record the more informed our readers will be.

 

 

 

 

 

 

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