FacebookTwitterLinkedInEmailPrint分享Colorado Public Radio:The unemployment rate is among the lowest in the nation and the population along the Front Range is booming. It’s easy to see the impact of a strong economy in Denver. Construction cranes are up all over the city and it’s harder than ever to find affordable housing.But it’s a different story in many parts of western Colorado.Many rural communities on Colorado’s Western Slope are struggling to survive. The loss of coal jobs is forcing many there to make tough choices.The shrinking started in the mid-1980s, when most of the uranium jobs went away. More recently, the New Horizon coal mine closed earlier this year, and the Tri-State Power Plant is set to shut down by 2022 at the latest. When that happens, Epright expects to lose another 100 students. It could also mean the loss of 70 percent of the area’s tax base.“It’s definitely one of those important things of trying to find something to stabilize our community,” he said.Case is also looking for stability. She works as a substitute teacher and her husband is a mechanic. But they expect his job to end next year and substitute teaching doesn’t pay well.“They can keep me busy, but you to raise a family, you can’t raise a family as a substitute teacher,” she said. “Everybody’s depressed. They know what’s going to happen but we don’t know exactly when, and I try not to think about it because I’ll just sit down and cry.”While Case has some time to figure things out, many other don’t. Changing industries in coal counties like Montrose and Delta have left a ticking timer behind.Some are looking at tourism and agriculture as possible ways to attract and keep people in the Western Slope. But will that be enough? More: Losing Jobs In Colorado’s Coal Country, What’s Next? As Colorado’s Coal Industry Fades, Small Towns Grasp for Hope
Mike Ashley is running Newcastle “from another planet” and should sell the club as soon as possible, according to former manager Kevin Keegan. “It’s not a difficult thing to work out unless you’re from another planet,” Keegan told BBC Radio 5 Live’s Sportsweek programme. “I think Mike Ashley runs that club from another planet.” Keegan accused Sports Direct billionaire Ashley of ‘disrespecting’ Newcastle fans with his decisions since buying the club in 2007. Keegan resigned the following September after a dispute over transfers. “It is almost as if Mike Ashley has said, ‘What is the worst thing I can do? Change St James’ Park and call it ‘Sports Direct’, and so he tried to do it. Incredible.” Keegan said. Fan protests have accelerated since March, when the club announced a record profit, with those protests coinciding with an alarming slide down the table which has culminated in their final-day relegation worries. Keegan said he sympathised with the frustrations of fans but said he was hoping for a solution to be found in the form of a new owner. “I don’t think boycotts are the answer. You get through this season, hopefully stay up, and then hopefully someone with a lot of money and who cares about Newcastle United Football Club, who wants a very special club, comes along and says ‘that’s for me’,” Keegan added. Ashley said in September he would not sell the club until at least 2016, but Keegan is hoping he can be persuaded otherwise. “It’s not just me who would urge him to go,” he said. “It’s everyone connected with the football club and even some of the people employed there… It’s time for a change.” With Newcastle facing a relegation showdown against West Ham on Sunday – they begin the final match two points above Hull who host Manchester United – Keegan delivered a passionate attack on Ashley’s regime, which was in place when Keegan resigned from his second spell as manager in 2008. Keegan said he was hoping Newcastle could find a way to survive and then be sold to “someone who cares” who could then map out a way to return excitement and optimism to St James’ Park. Press Association
The LPGA tournament will take place August 20-26 at the Vancouver Golf Club, located in Coquitlam, B.C.The tournament will run on a 72-hole format, with cuts taking place following 36 holes played. After 36 holes, the field will be reduced from 156 players to the lowest 70 scores and ties.It’s a significant tournament for Dreher to gain entrance into, as the event holds a prize purse of $2 million.- Advertisement -Along with Dreher, Samantha Richdale of Kelowna and Sue Kim of Langley were the other two British Columbian golfers to receive an exemption.
This guest post was submitted by Jason Jacobs, CEO of Channeltivity. He can be reached at email@example.com.For most CEOs of startup technology companies, effective channel strategy and execution is the X factor, the home run, hockey stick, or otherwise the path to that little glass statue to adorn the offices of their VC’sTo set the stage, my experience and thus comments and opinions herein are applicable to technology sales in a B2B market. I have been the founder and CEO of multiple high growth technology startups. I have both built channel programs and been a channel partner. I have succeeded and more importantly failed at both. Today I am the CEO of a company called Channeltivity, a leading Partner Relationship Management platform for emerging and mid size enterprises.So, if you are a CEO of a technology company who’s last round was predicated on the launch of a B2B channel or you think you are going to substantially scale your channel, here are some lessons from the edge.1. Premature anything is rarely a good thing!The first mode of channel failure is premature launch. The channel will not figure out, what you have not, when it comes to selling and implementing your product. Some key indicators that you are not ready for channel:a. Your customer base looks like Noah’s Ark. You have two of every kind and the deals are slightly different and require some modification or enhancement to the core of the product. In short you haven’t really found a scalable niche.b. Your Price List is like an Escher drawing: If your internal people cant follow your pricing or clients find it confusing and it requires explanation by someone with an advanced degree, your not ready for the channel.c. Your proposals are one of a kind masterpieces of sales art: This occurs when you haven’t really dialed in pricing to what the market will bear and your customers are helping you refine your model. Maybe you are still selling to the first 15% of the market (innovators and early adopters) or maybe your VP of Sales is just A.D.D. Either way, your not ready for the Channel until creating proposals is an administrative task. 2. A zero dollar investment will get you a predictable result!Too many times I hear from Channel people with no budget. Its pretty clear, they were the budget. This is just a waste of 6 months of someone’s life. So don’t bother hiring the poor bastard. You’re not ready for channel. Some key indicators that you may be about to do this or are currently doing this:a. Magic Hockey Stick: If you have a revenue line called “Partner Revenue” and it is the cause of your hockey stick growth curve, but you don’t have a separate matching expense department. Hopefully your investors caught this early. If they didn’t catch it and you still haven’t done the deal, RUN!b. Magic Partners: If you do have expenses tied to your partner revenue line but your cost of customer acquisition is less than your historic direct sales, out of the gate. You are likely underestimating the investment. Your cost of customer acquisition in the channel should be higher than direct for the first 2 years. Beyond that point you, if you continue to ramp up new partners you should have a good feel for the investment to revenue lag. Remember, economies of scale first require scale. Building that requires investment.c. No Tools for You!!! 50% of my sales leads at Channeltivity are from what I would call the User Buyer. The poor bastard tasked with building the channel with no budget. I’ll keep this short since it is not an ad for Channeltivity. You didn’t tell your CFO or controller to make due with spreadsheets or have IT build them an accounting system. You didn’t tell your VP of Sales to prove the ROI of a CRM system. You just took it as axiomatic that they were needed to conduct business effectively and in a measurable way. Partner Relationship Management is no different. Don’t deny your channel people tools to recruit, enable and manage the programs. Don’t tell them to get revenue going first to justify the tools they need. That’s like saying, “show me you can build a house first then I’ll buy you the tools.”3. People, People, People!!!Most people don’t know how to hire a good channel person to launch a channel. The wrong hire will kill your program and you wont likely get a chance to recover. Here are some common mistakes in selecting and managing channel leaders.a. That dog don’t hunt: You know the guy in sales that everyone likes. He knows your product really well and all of his prospects just love him, but he can’t close. Don’t fail him laterally to run the Channel. If the dog don’t hunt, get rid of it, or you’ll be cleaning up piles.b. Virtual Channel Chief: Along the lines of point two, under investing, companies will distribute the accountabilities to the VP of Sales or Marketing. When there is no single champion driving the program it will falter.c. Seat at the big kids table: All to often I hear channel people that are struggling to be heard by the executive team. There is conflict with sales and they always seem to prevail in order to get the short dollar. If you don’t treat your channel people as equals, they wont perform as equals. Level the playing field internally. If there is not channel representation in your Top Management Team Meetings then you are not serious about channel success.Clearly there is more to channel success than avoiding these three pitfalls but I know that entrepreneurs tend to want to hear about the landmines and will make decisions accordingly. I’m a CEO and have been guilty of just about everything above and have applied these lessons to create success for a growing number of emerging companies.If you focus on these three areas you will shift the odds of success in your favor.1. Ensure your product offering and implementation process is channel ready2. Ensure your investment aligns with the revenue you expect to derive3. Get serious about hiring the right person and supporting them AddThis Sharing ButtonsShare to FacebookFacebookShare to TwitterTwitterShare to PrintPrintShare to EmailEmailShare to MoreAddThis