Star Files View Comments Here’s a quick roundup of stories you may have missed today.Shailene Woodley Wants to Star in OnceShailene Woodley, who has been making a big name for herself in Tinseltown with stellar performances in films including Divergent, The Fault in Our Stars and The Descendants, wants to do a movie musical. “I think it’d be great to sing in a film. I love to sing,” the actress told Women’s Health. Along with playing Stevie Nicks, “another dream movie would be a movie like Once. It’s so romantic and sensual and musical but doesn’t feel like a musical necessarily.” We can totally see Woodley as Girl. Are you listening, Hollywood?Tony Winner Lillias White & More Will Appear in Billy Porter’s While I Yet Live Off-BroadwayThe previously reported Billy Porter penned While I Yet Live will star Tony winner Lillias White (The Life, Fela!), Emmy winner S. Epatha Merkerson (Come Back, Little Sheba), Elain Graham (Smash), Susan Heyward (The Trip to Bountiful), Kevyn Morrow (Dreamgirls) and Sharon Washington (The Scottsboro Boys). Helmed by Sheryl Kaller, the new work tells the tale of a young man’s coming of age in Pittsburgh amongst a bevy of strong-willed women. The show will run September 23 through October 31, with opening night set for October 12 at Primary Stages at the Duke.Cristin Milioti Returns to the New York Stage Tony nominee Cristin Milioti (Once), who recently wrapped her role as “the mother” on CBS’s hit comedy show How I Met Your Mother, is returning to her stage roots and appearing at Joe’s Pub on June 19. Worried you’ll miss her? Never fear, you’ll soon be able to catch the busy Wolf of Wall Street star in the new NBC comedy series A to Z.Fantasia Talks After Midnight’s Premature EndFormer After Midnight star Fantasia Barrino has opened up about the show’s premature shuttering on Broadway. “It makes me sad,” the Grammy winner revealed to Billboard. “Those young people I worked with became like family to me…I felt it was a much-needed play for people to know that jazz still lives.” You have until June 29 to catch the tuner, currently starring Patti LaBelle along with Adriane Lenox and Dule Hill, at the Brooks Atkinson.Watch Josh Groban & Boy George Channel John Travolta and Olivia Newton-JohnIf we didn’t have video footage of this, none of us would have quite believed it actually happened. Josh Groban, Boy George, David Byrne, Ezra Koenig, Steven Page and Rufus Wainwright, amongst others, recently got together for If I Loved You: Gentlemen Prefer Broadway at Toronto’s Luminato Festival and performed a number. And not just any number. Grease’s “Summer Nights.” Watch below to see who got into it, who looked embarrassed and who rocked, and we mean rocked, a falsetto. Josh Groban Billy Porter View All (4) Fantasia Barrino Cristin Milioti
Conlon to Head New England Market for U.S. CellularMarch 24, 2008-Young professionals may test several different career paths in their professional lives. U.S. Cellular’s Eric Conlon, began his leadership journey five years ago as a part-time associate in Waterloo, Iowa. Conlons focus on customer satisfaction has since led him to the top position for the company in New England, as director of sales. Conlons responsibilities include planning and directing all sales, customer service, and agent relation activities in Vermont, New Hampshire, and Maine. “Eric is focused and driven. He is a team player, approachable, passionate and supportive,” said Dana Dorcas, senior director of sales for the east region of U.S. Cellular. “His leadership and retail experience with U.S. Cellular demonstrate a solid track record of customer satisfaction and market growth. We have complete confidence in Eric’s leadership qualities to continue to make U.S. Cellular the most customer-focused company in the industry.”Conlon started out his career with U.S. Cellular in 2002 as a part-time retail wireless consultant in Waterloo, Iowa. He quickly took on additional opportunities and was promoted to assistant store manager in Omaha, Nebraska, sales manager in Iowa City, Iowa, and store manager in Cedar Rapids and Coralville, Iowa. Most recently, Conlon served as U.S. Cellular’s area sales manager in central Iowa, where he was responsible for the leadership and direction of the sales team in an effort to deliver the highest customer satisfaction for which U.S. Cellular is known.”We realize that U.S. Cellular’s success depends upon the satisfaction of our customers and providing that unparallel customer service is my main goal. Customer service has everything to do with relationship building, and that’s the part of my job that I get and really like,” Conlon said. “I don’t like to sit still for long, so I look forward to traveling extensively across the New England market to meet with customers and associates and to be engaged in our communities.”U.S. Cellular has created an atmosphere that places tremendous value on the bonds between associates and their leaders. The Dynamic Organization (or D.O.) created by CEO John E. Rooney, turns the traditional management hierarchy upside down.The concept behind the D.O. is simple: effective leaders build satisfied associates, who in turn deliver outstanding customer service, thus increasing customer loyalty and revenue. The D.O. starts with leaders who provide associates with the tools and training they need, while instilling a passion for serving customers and a culture of empowerment and pride.”U.S. Cellular aims to provide a vibrant work environment for its associates by offering the tools, training and leadership that empower associates to take ownership of the customer relationship on behalf of the company,” adds Dorcas. “Eric has embraced that empowerment and passion for serving customers and has been able to professionally and personally grow with the company. Through his commitment to U.S. Cellular customers, he has demonstrated the leadership skills and passion for the customer that defines our organization.””U.S. Cellular’s emphasis on customer satisfaction is more than just a model; it’s something we put into practice every day,” said Conlon. “I look forward to leading our New England team in delivering the ideal customer experience every time we interact with our customers.”Conlon, his wife, Amy, and daughter, Braylen are in the process of relocating to the greater Portland area.U.S. Cellular is the nation’s sixth-largest wireless service carrier, providing wireless service to six million customers in 26 states. The Chicago-based company employs 8,000 associates and operates on a customer satisfaction strategy, meeting customer needs by providing a comprehensive range of wireless products and services, superior customer support and a high-quality national network.For more information:Kelly WhalenJonathan GuerínPublic Relations CounselMedia Relations, U.S. CellularOffice: 603-436-2347, Cell: 207-441-5624 Office: 773-399-4379, Cell: 773-317-0113Kelly@whalenpr.com(link sends e-mail) firstname.lastname@example.org(link sends e-mail)
Greenpeace wants companies like Apple, Amazon and Microsoft to make smarter, cleaner energy choices now that “cloud computing” services have ratcheted up power consumption considerably. Photo cred: Wichary, FlickrDear EarthTalk: Why is Greenpeace upset with some leading tech companies for so-called “dirty cloud computing?” Can you explain?— Jeremy Wilkins, Waco, TXLeading tech companies like Google, Apple and Microsoft are now offering unprecedented amounts of data storage and access to “apps” on huge Internet-connected servers, saving consumers and businesses the hassle of installing and running programs and storing information on their own local computers.This emerging trend, dubbed “cloud computing,” means that these providers have had to scale up their power consumption considerably, as they are increasingly responsible for providing more and more of the computing horsepower required by the world’s two billion Internet users. No doubt, sharing such resources on centralized servers is more efficient than every individual and business running their own versions separately. In fact, the research firm Verdantix estimates that companies off-loading data and services to cloud servers could save $12 billion off their energy bills and reduce greenhouse gas emissions by 85 million metric tons within the next decade. But for the greenhouse gas savings to be realized, the companies offering cloud computing services need to make the right energy choices.Greenpeace has been tracking sustainability among tech companies for over a decade, and recently released a report, “How Green is Your Cloud?” assessing the green footprint of the move to cloud computing. According to the analysis, some of the major players (Google, Facebook and Yahoo) have gone to great lengths to ensure that significant amounts of the power they need come from clean, green sources like wind and solar. But Greenpeace chastises others (Apple, Amazon and Microsoft) for relying on so-called “dirtier” sources of power, such as coal and nuclear, to run their huge data centers.“When people around the world share their music or photos on the cloud, they want to know that the cloud is powered by clean, safe energy,” says Gary Cook, a Senior Policy Analyst with Greenpeace. “Yet highly innovative and profitable companies like Apple, Amazon and Microsoft are building data centers powered by coal and acting like their customers won’t know or won’t care. They’re wrong.”Greenpeace’s report evaluates 14 major tech firms and the electricity supply chains in use across more than 80 different data centers that power cloud-based services. Some of the largest data centers are in buildings so big they are visible from space and use as much power as 250,000 European homes. If the cloud were its own country, says Greenpeace, it would rank 5th in the world in electricity consumption.“Companies like Google, Yahoo and Facebook are beginning to lead the sector down a clean energy pathway through innovations in energy efficiency, prioritizing renewable energy access when siting their data centers, and demanding better energy options from utilities and government decision-makers,” reports Greenpeace. But unfortunately the majority of the industry is not marching in step. As such, Greenpeace is calling on all tech companies with cloud services to develop siting policies based on access to clean energy sources, invest in or directly purchase renewable energy, be transparent about their energy usage, share innovative solutions so the sector as a whole can improve, and demand that governments and utilities increase the percentage of clean, green power available on the grid.CONTACTS: Verdantix, www.verdantix.com; Greenpeace, www.greenpeace.org. EarthTalk® is written and edited by Roddy Scheer and Doug Moss and is a registered trademark of E – The Environmental Magazine ( www.emagazine.com). Send questions to: email@example.com. Subscribe: www.emagazine.com/subscribe. Free Trial Issue: www.emagazine.com/trial.
I have been paddling for quite some time now, but have only recently found myself totally immersed in the whitewater world. I resisted the sport from a young age until I was about 14. Last year, my dad told me about this place near Lexington, Virginia, called Goshen Pass. There are two different runs on Goshen, both pretty short, the upper and the lower. Goshen is on the Maury River and the upper section hosts class III-IV whitewater. I took one look, said “No thanks.” and proceeded to run laps on the lower section.In March, I heard tales of a race that was going to happen at the Pass, and I was interested in taking pictures. I hiked into the gorge from the side of the road with my camera and tripod and my dad threw our boats on top of the car, just in case we wanted to paddle a little after the race was over (yeah, right). Except that’s exactly what happened.I was peer pressured into running the upper section of Goshen post-race by one of my good friends who said something along the lines of “What can go wrong? You can totally do this, no problem!”. Of course, that meant I swam my first lap, but it also meant I was determined to return for more. Since last March, Goshen has been a key destination for me whenever it has been running, and I was stoked to race it this year.The annual Goshen Pass Race has been going on for the past eight years, beginning in 2007 when a group of local boaters were trash-talking each other about who could paddle the lap the fastest.“It was just a bunch of friends who decided we would get together on a certain day and see who could paddle to Indian Pool the fastest,” said Gordon Dalton, a Pyranha Kayaks team member and organizer of the race this year, “Since then it has grown. We have had between 30-50 racers over the past few years, depending on the level, the weather, and whatever else is going on that day.”I raced for the first time this year, with 30 boaters, including the class of three women. We put in at the swinging bridge, floating down all together to the start point. I heard the countdown from 10 seconds being shouted across the river and then we all took off, paddling down the Pass. All of my nerves vanished as I concentrated on staying on my lines – my goal did not lie in placing highly, but instead I was simply focused on maintaining speed and good lines. The previous day I had been out to Goshen and had completed two practice laps, my second lap had involved lots of banging on rocks through a rapid named Devil’s Kitchen as I flipped three times in the duration of the relatively short, but technical, rock garden. However, during the race I had the smoothest lines through both Devil’s Kitchen and the boof at Corner Rapid I had ever experienced.I finished 21st overall, second in women’s, 1st as a junior woman. Paddling up to the finish line, I was all smiles, happy with my lines and excited for another lap. The rest of the racers and crew cheered as people finished and the sense of community was prominent.“This race is special as a real down-home, grassroots gathering of the Virginia whitewater community,” Dalton said, “There is no racer fee, no snazzy T-shirts, and no ego or drama. Just folks getting together to celebrate Spring and this beautiful place we get to play within.”There are a few sponsors, including Pyranha Kayaks, Appomattox River Company, and Werner Paddles who donate prizes for the racers, and there are homemade trophies for First Place, Second Place, and the Carnage Award. But the coolest part of the race is how low-key the entire thing is. The whole community is really supportive and everyone is cheering on each other, making the day one I was happy to be a part of. I am excited for the rest of this season on Goshen and am already looking forward to next year’s annual race. More information about the race and final times can be found here and the slideshow of photos from Gordon Dalton and Emily Powell are available here.
As the price of data analytics software continues to decline and the ease of use increases, it’s a good time for credit unions to begin developing strategies that monetize their member data. While the adoption by smaller institutions still lags behind their larger competitors; it is clearly beginning to pick up. For those credit unions looking to pilot a data project, marketing is the logical place to start. Marketing provides a data-rich environment, it’s exciting and the results can be significant. In fact, the incremental revenues from your data-marketing pilot can fund the expansion of your project beyond just the marketing function.Research recently conducted by the Filene Research Institute (see below) shows there is a lot of frustration on the part of credit union CEOs trying to build a data-marketing functionality. The research first asked CEOs to list their marketing priorities. The 5 marketing goals listed below are in priority order. Next, the CEOs were asked how well their organization was doing in achieving these goals; that percentage is in the SATISFACTION column.The GAP column is the difference between priority and satisfaction and it shows a large percentage of unhappy CEOs. For example; marketing goal #1, identifying members who are good cross-sell prospects is a top priority of 97% of CEOs and only 31% of them feel the organization is achieving the goal. From the research it looks like two out of three (66%) CEOs are unhappy with their organization’s data marketing efforts.Why are almost two thirds of credit unions not able to meet the challenge of using member data to drive marketing? Using member data is a new skill set for many financial institutions. It involves not only the mechanics of collecting data, data discovery and then creating marketing campaigns; but also the unintended organizational changes that occur. You can’t solve a new challenge using old paradigms. Credit union leadership has been successful for decades using a tried and true formula; the formula is changing. There are typically two ways to adapt to this new business model; build or buy. We believe the answer is unique to each organization…but that for most; it is somewhere in the middle.The days of getting to know your members across the desk are fading. Whether they know it or not, community focused institutions are in the process of “redefining” their community. Members in increasing numbers are using remote servicing; adopting online account opening, remote deposit, and online/mobile apps. All this makes it harder to really get to know your members.Why Data-Driven Marketing? Data-driven marketing provides a platform for credit unions to replace face to face data gathering with automated data gathering and analytics that match member account behaviors with demographics and other lifestyle characteristics. The basics of nuanced sales and product suitability that credit unions excel at, in a face to face environment, are exactly the same for data-driven marketing. When looking for a vendor to support their project, CEOs need to find a partner that looks to recreate the successful brand dynamics of their face to face selling, in a remote digital environment.Another motivation for CEOs to implement data-driven marketing; there is a good chance your competition is using their data to steal your members. This puts your members at risk (being targeted by competitor’s cross-sell campaigns) of losing them altogether. By running a targeted cross-sell program you can offer your members an appropriate next product, this increases their number of accounts, which increases their revenue and ultimately increases their lifetime value (because with more accounts/member they will be with you for a longer time).Data-marketing also provides the opportunity to expand your marketplace outside the traditional branch footprint. With the proliferation of remote servicing capabilities, many CEOs are considering expanding their market area outside their branch footprint with a remote product/service bundle. Data-driven marketing can be the engine to grow this new remote business.Generally, the process will target new “high likelihood” prospects outside your current branch footprint. These prospects match the characteristics of some of your “best” members and with predictive analytics identify the most suitable product to offer them. This new business strategy can usually be tested by configuring your existing capabilities into a “new” branded service offering. Many consumers are getting comfortable with using remote banking institutions like Ally Bank or Capital One.The last reason to get started using member data is really one of the strongest. Member data is an asset of your organization and it has significant value if implemented correctly. Not using it, is like not bending down to pick up the $100 bill lying on the sidewalk.What is Data-Driven Marketing?Simply stated, it is the strategy of using member data to develop insights into your member’s behaviors. These insights improve your member’s experience through improved service delivery, product pricing/structure and more targeted CRM and new member acquisition marketing campaigns.Some of the benefits of data-driven marketing include:Being able to target the right members, with the right product. By targeting the right members you can achieve the same (or better) results with much less media expense. Cost per account goes down and revenue per member goes up.Creating more targeted creative/positioning. Because you are targeting specific member segments you can create more relevant messaging. These segmented groups are smaller and more homogeneous. This creates improved campaign results by producing more powerful copy and call to action.Structured correctly data-driven marketing not only generates an increase in the amount of new accounts and revenue/member, it creates opportunities to learn more about your member’s marketing, product and service delivery preferences. This learning is put into the member database after each campaign and it is used to design and implement the next campaign. This is called the “process of continuous improvement” When structured correctly, each new campaign makes you smarter.A Strategy Template to Implement Data-Driven Marketing In the New Marketing Analytics the authors articulate a process “Roadmap” for the development of a data analytics strategy (see diagram). The Roadmap can be used as the starting point for designing an implementation plan for your data-marketing pilot. Understanding this process is critical for credit union leadership as they begin making decisions on the budget and personnel resources required, as well as, the potential payoffs of the program.The process template is a closed loop that functions by taking member data from the database to design and implement marketing campaigns. At the end of each campaign all the activity generated (data) is put into the database. This helps improve our understanding of member behaviors; and makes us smarter with each campaign.Each step of the Roadmap is a functional part of your data-marketing platform. How you address each is dependent on your build/buy business philosophy, strategic plan, budget and available personnel resources. This can also be a useful checklist when talking to and evaluating potential vendors to support your project.Within the Roadmap there are eight “core” elements of your strategy that are critical for success. We break them down into two categories: “organizational” and “mechanical” success factors. Organizational factors are those that deal with challenges from your organization/culture and mechanical are those factors involving process and technology.Organizational Success Factors:Designating a project lead. Projects are successful when they have an advocate within the leadership team. A team leader who understands the technology, process, marketing and company politics of your new program is a definitely a critical success factor.A culture that supports data-driven decision making. There are many organizations where the conventional wisdom comes from the antidotal experiences of individuals on the leadership team. Introducing data that identifies “best” member segments, member preferences for marketing and service delivery will begin to challenge a lot of this previous “wisdom.” This can cause tension within the team. A culture that embraces these new insights will help smooth out this potential conflict.Dedicate adequate resources. Many smaller credit unions do not have a full time marketing department. They traditionally have responsibilities that are more tactical like collateral materials, managing events and branch signage. A project of this scope requires additional dedicated resources. Staffing this project with associates who already have a “day job” will not work.Establishing realistic goals. Many credit unions that have successfully implemented data-driven marketing have done so over a period of time. Typically the project starts with an outsourced pilot program. The pilot is low cost/low risk and validates the concept for management; providing the confidence to proceed. Growing your data analytics functionality over time so that your organization can catch-up and internalize the changes at each milestone helps create a long-term, custom built solution for your institution.Mechanical/Process Success Factors:Data governance and administration. It is important to have a process and individual accountability for the security of your member data. A component part of this success factor is the implementation of processes to ensure the prudent use of your database. This means standards have to be set (and enforced) on the number of times members can be contacted, the types/sequence of offers and offering the opportunity for members to “opt-out.”Data Management. This success factor includes the collection, warehousing and analysis of your member data. For this to be successful, the IT and Marketing departments need to work well together. IT has the expertise to implement the technology; Marketing has responsibility for the output and to define the end user requirements. Data Discovery. This involves the analytics process to derive insights from your member data. These insights will drive new marketing, sales and service programs. The process needs to be consistent with your business plan and marketing objectives; although sometimes it is fruitful just go fishing and see what happens. The primary deliverable of this process is the identification and evaluation of potential marketing opportunities.Campaign Development/implementation. This process translates member insights into effective marketing. The marketing opportunities identified in your data discovery are now becoming marketing campaigns. A common mistake in this process is to propose creative that is appealing to you…or the boss. As we begin to use data, the big shift happens, moving your marketing orientation from selling products to selling members (needs based selling).It is important to remember that introducing a data-driven marketing program is not intended to change your brand or the way your members perceive your organization. In fact, it is just the opposite. In a marketplace where many of your members will only be in a branch one or two time a year it helps to reinforce the positive aspects of your brand and help them make informed banking decisions. 1SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Frank Koechlein Frank Koechlein is the President at Empower Your Analytics and coauthor of the marketing resource book “The New Marketing Analytics”. Frank has over 40 years of marketing experience in the … Web: empoweryouranalytics.com Details
ShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr Are you a military veteran?In honor of Veterans Day, CUNA News will share stories of people in the credit union movement who have served in the military and how those experiences have shaped their credit union careers.Using the form on this page, please tell us about your military experience, what you learned from it, and how your experience has influenced you and your credit union career. continue reading »
A new ADAC analysis shows where German tourists traveled by car on their summer trip. And just released new ADAC data confirmed that the announcements were correct – Istria has been declared the most popular region for summer travel during the covid crisis. As in previous years, Germany ranks first among the most popular holiday destinations: with 33,3 percent. Italy follows with 14,9 percent – albeit with big losses, while Croatia recorded the highest growth and ranked third with 14,3 percent. Spain no longer enters the top ten countries, up from seventh last year. Camping in Germany and Croatia is booming It was among the most popular holiday regions according to the ADAC this year Research i Dalmacija, which are in the first two places. However, regardless of the fact that a part of the passengers spent their summers in Germany, the data show that Croatia is at the very top, more precisely among the TOP 3 destinations, with the highest growth. ADAC is the largest German and European car club with more than 18 million members whose camping guide is the most important source of information for German guests. Croatian camps recorded the highest quality growth in Europe, Holidays at the camp have also experienced a boom this summer. For campers, Germany is also in first place with 35,1 percent and is also recording significant growth here. Croatia (15,4 percent) was second only to Italy (14,9 percent) compared to the previous year. For the first time, Switzerland also placed in the top ten. In the edition of the popular “camping bible” for 2020, Croatian camps recorded the highest growth in quality in Europe, among which Istrians have the highest average rating of 4,1 (the highest is 5). Otherwise, according to a recently published study TOMAS CROATIA 2019 “Attitudes and consumption of tourists in Croatia” as many as 73% of guests come to Adriatic Croatia by car, 19% by air and 6% by bus. Istria is in July according to a study by ADAC, the largest German and European car club, in times of crisis caused by the pandemic, it was declared the most popular holiday region for German motorists, who have been showing their commitment to it for 10 years. As in previous years, the ADAC assessed the route requirements of its members and compared them with previous years. Due to Corona’s limitations, the travel period between May and September was specifically considered this year. Restrictions during that period had a noticeable impact on travel behavior, so many travelers opted for a vacation in their home country, the ADAC points out. The highest category ADAC Superplatz for 2020. Aminess Sirena and Aminess Maravea Camping Resort in Novigrad, Val Saline and FKK-Camping Valalta in Rovinj, Lanterna Premium Camping Resort near Tara and Istra Premium Camping Resort in Funtana, which also won a special award for innovation and development – ADAC Innovation & Progress Award 2020. Germany and Croatia at the top
Allen was insistent on a handshake from Wenger (Picture: AFP/Getty Images)‘I stuck out my hand to shake, but he just walked past me, because he’d lost. That’s the way he is. I chased after him down the tunnel,’ Allen wrote in his autobiography Up Front, published by the Evening Standard.‘“Come on Arsene!” I shouted. “Are you a man or a mouse? Shake my hand.” He wouldn’t.‘At that point, I lost it. The tunnel area was teeming with stewards, press and the players, who were beginning to make their way off the pitch. I couldn’t believe his attitude.More: FootballRio Ferdinand urges Ole Gunnar Solskjaer to drop Manchester United starChelsea defender Fikayo Tomori reveals why he made U-turn over transfer deadline day moveMikel Arteta rates Thomas Partey’s chances of making his Arsenal debut vs Man City‘“Where are you walking to? You’re a mouse!” I screamed at him. I was ready to blow. “Just because we’ve won for once!”‘I called him a few choice names. He kept looking at me, edging away. I was ready to punch him.‘Just as I went to swing for him, reserve goalkeeper Carlo Cudicini saved the day. He threw his arm over my shoulder. “Clive, what was the score?” he said, smiling. He dragged me away and into our dressing room.’ Arsene Wenger narrowly avoided an assault from Clive Allen (Picture: Getty Images)Former Tottenham coach Clive Allen has admitted that he came close to punching former Arsenal manager Arsene Wenger, before Carlo Cudicini intervened.Allen, a start striker for Spurs in the 1980s, says that bad blood began bubbling between him and Wenger when the Frenchman labelled Tottenham ‘cheats’ after a match in April 2006 which ended 1-1.Wenger famously reacted badly to the ball not being put out of play when two Arsenal players were injured, arguing with then Spurs manager Martin Jol on the touchline and later accusing the Tottenham coaching staff of cheating.Allen was far from impressed by this accusation and vowed to ‘shake Wenger’s hand as a winner’ as soon as possible.AdvertisementAdvertisementADVERTISEMENTWhile not the next time Spurs would beat their north London rivals, Allen made the bid for the handshake, after a 2-1 win in the Premier League in October 2011, and Wenger was not interested. Former Tottenham coach Clive Allen recalls almost punching Arsene Wenger before Carlo Cudicini stepped in Wenger ignored Allen’s bid for a shake (Picture: AFP/Getty Images)Allen signed for Arsenal before he moved to Spurs, but never played a league game for the Gunners despite arriving from QPR for £1.25m in 1980.The forward did not fit into the formation being used by Arsenal at the time and was moved on to Crystal Palace before turning out in the league, with Kenny Samson going the other way and going on to become a Gunners legend.MORE: Arsenal issue Alexandre Lacazette injury update ahead of Sheffield United clashMORE: Mesut Ozil insists he’ll see out Arsenal contract despite struggles under Unai Emery Metro Sport ReporterThursday 17 Oct 2019 11:25 amShare this article via facebookShare this article via twitterShare this article via messengerShare this with Share this article via emailShare this article via flipboardCopy link270Shares Advertisement Comment Advertisement
Great things are expected of the Kippa-Ring property market in 2019 with large blocks close to the water attracting families.TWO houses have broken the suburban house price record in Kippa-Ring within the last month, confirming the suburb’s spot on an elite list of Australian suburbs to watch in 2019.In a stunning end to the year, the near new 66 Centaur Street broke the record by $22,000 when it sold privately for $697,000 on November 19. Inside 66 Centaur St, Kippa-Ring, that sold for $697,000.“The property itself offered the complete package for a new homebuyer,” agent Rebecca Matthews said.“It’s a six month old property, and the vendors designed the home quite well.”Mr Reid said the image of Kippa-Ring as only a great place for investors needed to change, with the suburb’s proximity to quality schools, retail and infrastructure, making it attractive to families.The most recent Australian Bureau of Statistic census figures from 2016 show there are more rental properties in Kippa-Ring than the state or national average, with 35.2 per cent of homes rented.A total of 159 properties have sold in the 12 months to September, representing a growth of 3.6 per cent, compared to 95 sales in Newport which is a drop of 6.1 per cent in 12 months. SEE WHAT ELSE IS FOR SALE IN KIPPA-RING MAP: Kippa-Ring in light green just beside the canals of Newport. on the Redcliffe Peninsula.The median house price in Kippa-Ring is currently $435,000 compared to Newport’s $770,000, according to CoreLogic property data.But in November, increased sales demand saw the Price Predictor Index put Kippa-Ring on the national list of hottest suburbs to watch in 2019.Only two other Brisbane suburbs made the list, Graceville and Indooroopilly.The completion of the Redcliffe Peninsula railway line in 2016 has been credited with raising Kippa-Ring’s suburban profile.More from newsLand grab sees 12 Sandstone Lakes homesites sell in a week21 Jun 2020Tropical haven walking distance from the surf9 Oct 2019 Kippa-Ring is the retail and transport heart of the Redcliffe Peninsula while only a short drive to beaches.The suburb is also home to two of the peninsula’s main shopping centres.Crown Properties sales associate Cameron Reid sold 38 Kurumba St, and said buyers were missing out on a great opportunity by refusing to look in Kippa-Ring. The new suburb house price record is now held by this property at 38 Kurumba St, Kippa-Ring.The Redcliffe Peninsula suburb has been seen as a poor cousin to neighbouring Newport since part of Kippa-Ring was excised to help create Newport in 2008. >>>FOLLOW THE COURIER-MAIL REAL ESTATE TEAM ON FACEBOOK<<< “I’m a big fan of Kippa-Ring,” he said.“People are paying big dollars for Newport homes and 150m away we have sea breezes and water views and big parcels of land.”He said 38 Kurumba St on 625sq m was sold before its first open home to a family with three children who had been looking at Newport properties.“It went on the market on a Thursday, the buyers came through on Friday and an offer was made on the Saturday.”The property had been subdivided from a 1232sq m allotment that was bought for $670,000 earlier this year. The original block at 38 Kurumba St, Kippa-Ring, that was subdivided into two allotments.The original house was moved to one block and a new house built on the subdivision.It was a first offer that also bought the five-bedroom house at 66 Centaur St after its second open house. NVRE estate agent Rebecca Matthews said the buyers had been renting in the area after moving to Queensland from interstate. This house at 66 Centaur St, held the Kippa-Ring house price record for just under a month.This week, the brand new five-bedroom house at 38 Kurumba Street sold before it’s first open home for $710,000.
Proserv, an energy services company, has completed financial restructuring with aim to strengthen the long-term plans of the company.Through a debt-for-equity exchange and injection of a $50 million investment, the company’s two largest lenders – KKR and funds managed by Oaktree Capital Management – will become owners of the company.As part of the restructuring, David Lamont is stepping down as CEO.KKR and Oaktree representatives Lauren Krueger and Colin Smith, jointly said: “Now that the restructuring process is complete, we look forward to the next stage of the company’s evolution which we believe is very bright. At this time, we would also like to thank David Lamont for his leadership at Proserv for the last several years and for all he’s done to position the company for future success.”David Currie, who previously held positions as CEO of JDR Cable Systems and UK President for Aker Solutions, will assume the role of CEO.He said: “I am delighted to join the Proserv team and embark on this exciting next chapter for the company. With committed shareholders, a strong balance sheet, and a more positive evolving outlook in our sector, we are well positioned to drive significant growth across our business by providing superior value to our customers.”