Cambium Group, LLC, a leading web site development firm specializing in innovative web site designs and content management systems has developed a nationally recognized web site for Telephone Credit Union (TCU) of Manchester, New Hampshire. The Telephone Credit Union site, www.tcu.org(link is external), recently received two individual awards for web site design and production.The first award, from the CUNA Marketing and Business Development Council (CMC) recognizes TCU’s web site with the “Merit Award” in the Internet Marketing category. Entries in the CMC’s 2003 Diamond Awards were judged by nationally acclaimed credit union marketers, based on criteria such as strategy, creative concept, design, copy, and results. The CMC is a national network of Credit Union marketing and business development professionals.Telephone Credit Union also received the 2003 Silver Web Site Award from the Marketing Association of Credit Unions (MAC). Each year, during the MAC Annual Conference, members have the opportunity to compete for the coveted MAC Marketing Awards. Winners of these awards receive national recognition through credit union trade publications. MAC Marketing Award winners are selected by a panel of judges with extensive background in credit unions and marketing. Results, production quality, and creative design are considered in the selection process. Since 1986, the Marketing Association of Credit Unions has been recognized as the preferred trade association for credit union marketing professionals.”It’s an honor to have received these awards. We see the success of our site daily through the way our members and prospects use the site and conduct business. But it is always neat to have other marketers acknowledge the planning and thought that went into the development of the site.” stated Nathan Saller, TCU’s Vice President of Marketing.
I realized recently that I’ve become a bit of a dandy when it comes to beer. It’s one of the side effects of my job. I drink a lot of great beer for work, some of which just shows up on my doorstep. It’s an absurd situation, but it comes with certain drawbacks. Mainly, I’ve grown accustomed to the finer things. If a beer doesn’t have a well-thought out malt bill (preferably grown within a 100 miles of the brewery), and use experimental hops and pure spring water, I turn my nose up at it. There are days when I simply won’t touch anything that isn’t barrel aged. Other days when I just absolutely have to have a sour. It hurts to admit it, but I am what I hate the most: a beer snob. It wasn’t always this way. I came from humble roots, raised in the backwoods of Georgia on a steady diet of Busch Light and mystery keg beer. Those days were simpler. It was a game of volume, quantity over quality. Occasionally, I’d splurge and get a six pack of something really good, like MGD. Now look at me. I get offended when I travel to a town that doesn’t have a local brewery for me to try. Actually offended. What the hell is wrong with me? I was faced with this identity crisis last night when someone showed up with a suitcase of Milwaukee’s Best Ice to a backyard pump track session. At first, I shuddered. Not only was it “The Beast.” It was The Beast Ice. One of the worst beers on the planet. And yet, I had finished off my last session IPA. There were more laps on the track to be had. It was unlikely that I would just stop drinking, and going to the corner store for something that actually had hops seemed like a pain in the ass. All of these reasons stacked up in favor of me cracking open a can of The Beast. Logic dictated that I slum it, but honestly, I was just tired of over thinking my beer. For a minute, I just wanted to stop being a dandy and drink something shitty. It’s a strange situation to be in. Even the worst craft beer is better than The Beast Ice, so why would anyone choose to drink a lesser beer? But I’d argue that every beer snob should slum it once in a while. Consider it a palate cleanser. You’re washing away all of those thoughtfully crafted beers with their “rye spice” and “notes of mango,” and reestablishing a baseline. I was going back to my roots. Revisiting my heritage. So I did it. I indulged in several Beasts, and let me tell you something: that’s really crap beer. But it didn’t kill me. And it made me truly appreciate the thought, creativity and precision that goes into even your average craft IPA or lager. Eventually, someone showed up with some Dale’s Pale Ale, so I was saved. Taking a trip down memory lane with shitty beer is all fine and well, but you shouldn’t spend too much time there. One upside to my dalliance with crap beer—my palate was truly cleansed; Going from the Beast to Dale’s was like rediscovering good beer all over again. I was born again.
Kaiha “Wild Card Ninja” Bertollini, began hiking the Appalachian Trail back in early August, and when she reached the summit of Springer Mountain just a few days ago she claimed to have broken every known speed record.Predictably, this sent the media into a whirlwind as several heavily-followed outlets put out stories about Bertolini and her almost inconceivable claim.Tell us what you think by voting and commenting below![totalpoll id=”67420″]
Sign up for our COVID-19 newsletter to stay up-to-date on the latest coronavirus news throughout New York Update, Nov. 12: On Tuesday, the bishops conference overwhelmingly voted to pursue a revision of the directives pertaining to mergers and partnerships. The vote was 213 to 2 with one abstention.“The medical field is advancing so rapidly, it’s very important for us to address these issues as well [as] for the sake of our people,” said Bishop John C. Wester of Salt Lake City, according to the Washington Times. “It’s not something that’s adversarial.”Bishop William Murphy of Rockville Centre, New York, said revisions were needed because Catholic health initiatives have expanded to include buying physicians’ practices and more. “It makes it really very important for us to do the best we can to illuminate Catholic principles in cooperation,” he said in the Times story.Original post below: The 2011 merger of the two remaining hospitals in Troy, N.Y., had many potential benefits—and one huge hurdle.Samaritan was secular, committed to providing the widest possible spectrum of reproductive and maternity care to its Albany-area patients. St. Mary’s was Catholic, limiting or banning many reproductive options—and any merger partner had to abide by the same rules.It took several years of negotiations among three different health systems, much back-and-forth with women’s advocates, and the sign-off of the local bishop. But in the end, the parties struck a deal that all of them could live with. The centerpiece was the brand-new Burdett Care Center, housed on Samaritan’s second floor.To all appearances, Burdett was a typical maternity ward. But in reality, it was a separately incorporated hospital-within-a-hospital, secular and thus free from the Catholic restrictions that Samaritan had agreed to follow. Burdett could provide birth control and perform tubal ligations; if a woman was having a miscarriage or ectopic pregnancy, doctors could treat her according to generally accepted standards of care.Complicated? Yes. Cumbersome? Very. Still, as a compromise to preserve access to care in Troy, “it’s worked very well,” said Lois Uttley of the nonprofit group MergerWatch, which helped broker the arrangement.Soon, though, compromises between Catholic health systems and their non-Catholic partners may be rarer and harder to achieve—and that could have profound implications for women’s access to reproductive services in hundreds of communities across the U.S.The U.S. Conference of Catholic Bishops is meeting in Baltimore this week, and members are considering whether to begin the process of revising—and likely tightening—its directives governing health care mergers and partnerships. The goal, according to a USCCB press release, would be to incorporate Vatican principles ensuring that Catholic institutions do not “cooperate immorally with the unacceptable procedures conducted in other health care entities with which they may be connected” or “cause scandal” as a result of such collaborations.The USCCB—whose members oversee Catholic health care systems in their individual dioceses—didn’t respond to a request for an interview about what the new directives might say or how the revision process might proceed. A spokesman for the Catholic Health Association of the United States, whose members control 1 in 6 hospital beds around the country, also declined to comment.But women’s groups and consumer advocates are worried. Stricter rules, they say, would probably doom workarounds like the Burdett center—and could affect everything from employment contracts for doctors and nurses at Catholic facilities to deals with third-party suppliers such as testing labs.“The scope of Catholic health care in this country is big,” said Sara Hutchinson Ratcliffe, domestic program director for Catholics for Choice in Washington, D.C. “The restrictions on reproductive healthcare that [the bishops] already place on Catholic health systems are far-reaching and growing. Any changes the bishops make to further limit [care] … should be very concerning to everyone.”The move to revise the rules, last updated in 2001, comes against a backdrop of unprecedented growth in Catholic health care over the past decade, especially since the passage of Obamacare. According to a report last year by MergerWatch and the American Civil Liberties Union, the number of Catholic-sponsored hospitals jumped 16 percent from 2001 to 2011, even as the overall number of hospitals dropped by 6 percent and the number of secular community hospitals plunged by 31 percent. Catholic hospital systems now make up four of the five largest nonprofit health-care networks in the U.S., Hutchinson Ratcliffe said.Meanwhile, the reach of Catholic health care is expanding in new and ever more complex ways, thanks to an explosion in networks—such as integrated delivery systems and accountable care organizations—in which regional providers come together to coordinate all the care for the local population. Catholic health systems have even begun purchasing insurance companies. These kinds of deals have created “a brave new world for Catholic health care,” Uttley said, increasing the potential for conflict between religious values and secular standards of medical care. “The question for the bishops,” she added, “is how are they going to respond to these changing dynamics.”Under longstanding USCCB policy, when Catholic and secular health organizations merge or affiliate, the non-Catholic one must agree to “respect church teaching and discipline.”Those teachings—along with the guidelines on mergers and partnerships—are laid out in a document called the Ethical and Religious Directives for Catholic Health Care Services, which governs every Catholic hospital, clinic, nursing home, and health-care business in the country. The 72 directives ban elective abortion, sterilization, and birth control. They also restrict fertility treatments, genetic testing, and end-of-life options.In some instances, the ERDs have been interpreted to limit crisis care for women suffering miscarriages or ectopic pregnancies, emergency contraception for sexual assault, and even the ability of doctors and nurses to discuss treatment options or make referrals. The impact of the directives is felt especially in communities—often in rural areas—served by just one hospital. In Bartlesville, Okla., for example, the only medical center in town tried to force all OB/GYNs with admitting privileges to stop prescribing birth control to female patients. (The hospital later backed down.)Yet many patients have no idea that the ERDs exist or that their hospital or clinic has begun partnering with a Catholic facility. “It’s a huge problem in terms of getting care or even getting information about your care,” said Louise Melling, the deputy legal director for the ACLU, which is suing the bishops conference over a botched miscarriage treatment at a Catholic hospital in Michigan.In Washington, which has seen more religious-secular partnerships than any other state in recent years, Seattle’s archbishop tried to force a Catholic hospital with the only lab in the area to cease running tests for Planned Parenthood. Catholic health systems also have pressured doctors with admitting privileges to stop helping terminally ill patients who want to make use of the state’s “death with dignity” law. This past summer, the ACLU stepped in to stop a deal involving Washington State University and a Catholic system that would have made a planned teaching clinic in Spokane subject to the ERDs (the clinic will be secular).“We are the canary in the coal mine when it comes to religious oversight of health care,” said Monica Harrington, a board member of the Center for Reproductive Rights and former senior policy analyst for the Bill and Melinda Gates Foundation in Seattle.The bishops’ proposal to review the merger and partnership rules was triggered by a memo this past February from the Vatican’s Congregation for the Doctrine of the Faith. If USCCB members vote this week to go along with the Vatican proposal, the conference’s Committee on Doctrine will draft a revision to the directives that will be voted on at a later meeting.Barbra Mann Wall, a nursing professor and historian of medicine at the University of Pennsylvania, has written several books about Catholic health care. She says that Pope Francis’ apparent openness on issues such as divorce and greater acceptance of gays and lesbians probably does not extend to the questions that the Vatican office and the bishops are grappling with. “These are basic issues of Catholic doctrine … I don’t think [Francis is] going to be more liberal on this.”Nor does Wall think the USCCB—which has been leading pitched battles to limit contraceptive coverage under Obamacare and weaken abortion rights in the states—is going to adopt more flexible rules on how Catholic health systems should deal with those issues. The Supreme Court’s decision last June in the Hobby Lobby case has left the bishops “more emboldened,” Wall said. “This is a time when I really think the church is going to move to get the things that they want.”ProPublica is a Pulitzer Prize-winning investigative newsroom. Sign up for their newsletter.
According to economists, the nation’s CFOs and every news report, all signs point to an economic downturn in 2020. The good news is that most experts are calling for a run-of-the-mill retraction, rather than the severe financial meltdown that marked the Great Recession of the late 2000s.Still, an economic correction of any size has a chilling effect on lending. After all, responsible underwriting and proactive financial management protect financial institution assets from losses. When that financial institution is a credit union, protecting those assets take on additional meaning because they don’t belong to the institution – they belong to members. However, credit unions also have a responsibility to provide financial services to the communities they serve, in good times and bad.In fact, one could argue that credit unions are countercyclical financial institutions that stimulate their local economies by responsibly increasing lending during an economic downturn. Countercyclical businesses aren’t just do-gooders – they see the potential for growth when others cut back. Think of how enrollment at universities increased during the Great Recession, as laid-off workers increased their education to qualify for better jobs. From 2006 to 2011, higher education enrollment increased by 3 million; in particular, enrollment at less expensive, two-year colleges increased by an astonishing 33%, according to Census.gov. Two other trades that do a brisk business when the economy tanks are liquor stores and pawn shops. They are a perfect segue to the importance of credit union lending during a recession.When banks and other for-profit lenders cut off access to capital during the Great Recession, credit unions gained members and significantly increased their loan portfolios, because they were the only game in town willing to lend to local businesses and families.It’s our cooperative structure that allows credit unions to grow during tough times. We all know that credit unions exist to lift up members, not take profits from working-class people and deliver them to the 1%. Because of that very significant difference in structure, an economic downturn allows credit unions to grow while doing the right thing.What can credit unions expect when the next downturn comes? Each economic retraction has different, unexpected implications, but they’re generally all pretty similar. Here are some opportunities for which credit unions should prepare in 2020.People will lose their jobsThe nation’s unemployment rate held steady in August at 3.7%, a near-record low. Record lows are unsustainable, so expect members to lose jobs or at least hours. If your credit union offers loan payment deferral and restructuring programs, you’ll minimize losses and build trust and goodwill that will pay off when prosperity returns.Today’s technology will make it easier for laid-off workers to launch home-based small businesses. In America, entrepreneurs are economic leaders, generating half of all private-sector jobs. Community financial institutions support small businesses, but they often do a poor job of serving start-up entrepreneurs who are one-person shops or operate with just a few part-time or contract workers. Remember, today’s largest and most successful companies – Apple, Microsoft, Google and Amazon – started in their founders’ garages.Spending slowsEntertainment, travel and eating out are always hit the hardest when families tighten their budgets. Sure, these behaviors may shrink your credit card portfolios, but if you provide member business lending, it’s an opportunity to help small businesses cover the difference until the slowdown ends. The average recession lasts just 17 months. Surely your credit union can find a way to reduce loan payments or create a new loan product that will help a successful owner-occupied business for a year and a half. Refinancing loans away from other lenders should be part of your credit union’s strategic plan during this time. Perhaps the small business owner would be willing to include some marketing or naming rights for the credit union investing in the community for the long term.Families sufferRemember when financial institutions lowered or shut down credit lines, tightened credit policies and stopped lending as contagion of fear spread throughout the United States and the globe? During a recession, there are fewer presents under the family Christmas tree, no fun family vacations and fewer kids go to college. Strains on family life during a recession not only present loan opportunities, they also give your credit union new ways to make a social impact while generating positive publicity. It is important to remember credit unions were formed during hard times when working class families were ignored by the banking system and did not have access to credit. Our members are more than a credit score, and we should always treat them with dignity and respect, especially when other financial institutions may have turned their backs on them. It takes courage to stand firm and be there for members when they need your help the most. But isn’t that why the members created credit unions and why we retain capital for hard times? With so many headlines warning of an economic slowdown, there’s no reason credit unions should be caught unprepared. With some basic planning, credit unions can not only help members, but also grow and thrive. It’s not just good business – it’s credit unions’ civic duty. 1SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Dwayne Naylor A passionate credit union advocate, Dwayne Naylor has worked in the credit union industry for more than 25 years. His focus on the “triple bottom line” — a sustainable enterprise that … Web: www.civicfcu.org Details
As consumers, we like things to be easy. And once we’ve made up our minds, we want to take action immediately. It’s no wonder we seek out companies that are easy to work with and that have found clever ways to make the experience convenient.Think about the last time you were researching a solution and got frustrated because all of the information wasn’t easily accessible. Or, you were at the point of purchase and had to delay, or even select a different provider, because you were unable to complete the process.This friction is very costly and hurts the relationship with the member. It’s so damaging that 60% of consumers have stopped doing business with a company after they had one poor customer experience. (Microsoft)I recently switched internet providers (yes, a notoriously fraught task) and had a number of frustrations pop up that came down to friction. I was told the switch would happen seamlessly on a specific date and, surprise, it didn’t work that way. Troubleshooting with the available online information didn’t work. After a lengthy conversation with a representative, I bought a new router and had a technician come to complete the switch at the utility pole. A couple days and I was back online, but the whole experience reminded me why I dread doing this unless the price is worth it.That’s certainly not something we, as credit union leaders, want to hear – a member saying they’re grudgingly willing to deal with the pain of signing up because the price is good. That is not a good starting place for the relationship. Friction in the experience directly leads to bad reviews, a loss of loyalty and higher member churn.To make our experience shine and give members a reason to become, or stay, loyal, we can work towards reducing friction. Start by thinking about the member first and supporting their journey with effective back-end processes.Map out the journey for your member. Looking at the whole process through your member’s eyes can clue you in on current roadblocks. Think about the problems that your members are trying to solve: sending a child to college without burying them in debt, renovating a starter home in a cost-effective way, making the most of rewards programs while doing everyday shopping. That frame of reference gives you an easy place to start when you map out how your members research, select, and sign up for a product or service.While you lay out the experience, take note of places where things get clunky or inconvenient. Where does the member repeat themself, give information that you have in your system, switch channels to get an answer, or wait. These are prime places to ask how you can cut down on the friction. Some sources of friction you can eliminate and some are inevitable; we will always need to verify a member’s identity. However, there are options for doing this once and at the necessary time.Remember, you don’t have to always invest in sleek tech solutions to get things done. Be creative and keep the member’s experience in mind.Make the answers to questions easy to find. We invest a lot of time and money into our different communication channels. Make sure they are working smoothly and effectively by answering current and potential members’ questions in an accessible way.For example, is it easy to find complementary products or services with tutorials and walk-throughs that explain how to sign up and use them? Do you know what information is most sought-out on your website or through your contact center and have you made it easy to locate the answers to these frequently asked questions?Adding a chatbot to your website or in your mobile app can help answer questions even quicker and, ideally, help the user complete the next steps in making a transaction or adding a product or service. Ideally, the member has the option to stay on the channel they are using from the start and complete the entire buyer’s journey.Give your employees more complete information and power. When a member chooses to interact with someone on your team, does that staff member have all the tools to be successful? Many of us rely on multiple systems to support our various products and services. This can mean information about transactions, pending applications, appointments, email interactions, and previous staff conversations are all in different places.Having disjointed information makes it difficult, or impossible, for your team members to further a conversation and take the next best action. It can also lead to a member reaching out to remedy the same or similar issues multiple times, being made to wait while staff look for the correct information, and not being offered a product or service that would provide a lot of value. Make the member’s picture more complete for your team. Then, train your staff to provide a complete solution while they have the member’s attention.Additionally, we may have our roles and departments siloed so that front-line employees have to get approval or pass-off members when it would make more sense for them to take immediate action. For compliance, there are times we won’t be able to cut this step out. But as you look through your processes, really think about whether it’s necessary to add friction to the experience.Use automation whenever possible to cut down on wait time. We’ve gotten very used to having things available at all hours of the day. Companies are increasingly giving us instant access or confirmation to the stuff and information we seek out. This makes time a huge friction factor because of our expectations. Leveraging technology can help us provide answers sooner and give access to new accounts or services quicker.Take a good look at all the places where you still require a staff member to act on an application or request for service. Then, ask yourself if it is necessary or if there is a quicker alternative. You may find that you’ve added roadblocks where you can strip things down and simplify.Automated decisioning for members who can immediately qualify cuts down on time for them, plus frees up staff to dig into more complex cases. You can have digital communications automatically triggered to send when members browse your various web pages, read a blog post or otherwise show they are in the market for a new solution. This can provide them with timely information and nudge them along to make a decision. Going back to chatbots, adding chat and text services with the ability to answer questions, complete transactions and assist with setting up new products and services makes your credit union easier to work and more efficient.Credit unions have traditionally been known for their stellar service and member-first attitude. Let’s keep up that trend by making sure we remove roadblocks and friction in the member experience. Look at things with some fresh eyes and don’t be afraid to rethink how you operate so that members are excited to interact with you and tell their friends and family about how great it is to work with your credit union. 1SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Jennifer Laud Jennifer is a credit union marketing consultant and the owner of Jennifer Laud Consulting. She has a background in strategy and a passion for positioning credit unions to find their … Web: www.jlaud.com Details
Welcome to the CUInsight Minute, sixty seconds from our Publisher & CEO Lauren Culp with the top three of our favorite things from the week.Mentioned this week:What will the new normal at credit unions look like?by ANTHONY DEMANGONE, NAFCUIn a crisis like COVID-19, it can be tempting to sit back and wait for the dust to settle before making any decisions on how to proceed. But now more than ever, it’s important to focus on the hard data and build a plan for how your credit union will thrive in the new normal. (read more)Why your 2020 data transformation could fail, before you even get startedby MARK WEBER, STRUMWhen the first wave of the pandemic hit in March, it accelerated a massive shift in digital technologies, forcing organizations overnight to move millions of employees to work at home. Microsoft CEO Satya Nadella suggested recently that “Microsoft just saw two years of digital transformation in two months.” How will this sudden and rapid acceleration among consumers of adopting digital technologies impact your organization’s data analytics journey ahead? (read more)How credit unions should deliver financial education during COVID-19by BOLUN LI, ZOGOPicture this: you’re in high school, and the teacher rolls an old-fashioned tube TV into the classroom. She flicks the lights off, and an outdated video about checking accounts and credit cards starts to play. Most of your classmates are falling asleep, or texting their friends under their desks. When class is over, you can’t really remember anything from the video — or how you were supposed to use it. (read more)How to Be a Better Ally to Your Black Colleaguesby STEPHANIE CREARY, HBRThe late singer and songwriter Sam Cooke appropriately summed up the desires of many Black Americans in 1963 when he penned the song, “A Change is Gonna Come.” Well, it’s been a long time coming, but corporate America — and the world — has finally woken up to the idea that systemic racism still surrounds us. (read more) ShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Lauren Culp Lauren Culp is the Publisher & CEO at CUInsight.com.She leads the growing team at CUInsight, works with organizations serving credit unions to maximize their brand and exposure, connects … Web: https://www.cuinsight.com Details
“Being a rural farming community we do have a lot of people producing local goods and so I really wanted to build this up as a venue for local people to get their products out there,” she said. Dozens came out for the event on the Village Green which included a farmer’s market, crafts and a pork barbeque sponsored by the Windsor Fire Department. The village holds a farmers market on the Green each Saturday from 9 a.m til 2 p.m. There was also live music performances throughout the day. Organizer Francine Urda said despite the pandemic, it was important for the village that the event go forward. WINDSOR (WBNG) — The COVID-19 pandemic didn’t stop the annual Windsor Craft Fair and Market from going off without a hitch on Saturday.
During the observed period (cross-section 2003-2007-2012-2017), the number of entrepreneurs in the activity of providing accommodation and food preparation and serving is the highest in 2017, according to FINA data.At the beginning of the observed period, in 2003, this number was significantly lower, 2771 entrepreneurs, and by 2007 their number increased by 50%, to 4153 entrepreneurs, and by 2012 the growth was slightly lower, 43%, while the highest growth was achieved in the last period of five years, from close to 75%, and the total number of entrepreneurs increased to 10.The analysis of entrepreneurs in 2017 in the activity of providing accommodation and food preparation and serving, according to the seat of business, showed the highest concentration of entrepreneurs in the County of Zagreb (2433), followed by Split-Dalmatia (1660), Primorje-Gorski Kotar (1124) and Istria County (1055). The lowest number of entrepreneurs in this activity is based in Virovitica-Podravina (50) and Požega-Slavonia County (63).Entrepreneurs based in the County of Istria are the first in terms of total revenues of entrepreneurs in the observed area of activity in 2017 (HRK 6,3 billion).Source: FINAA comparison of the number of employees in entrepreneurs in the activity of providing accommodation and food preparation and serving, through the observed period, showed that compared to 2003, the number of employees in 2017 was higher by 32 (749%). The largest increase in employees, as in the case of growth in the number of entrepreneurs, occurred in the period from 91,5 to 2012, when the number of employees increased by 2017%.Entrepreneurs whose predominant activity is the provision of accommodation and food preparation and serving achieved the highest profit for the period of 2017 in the amount of HRK 2,6 billion, which is 163,4% more than in 2003. The biggest winner in 2017 was the company VALAMAR RIVIERA dd with a profit of HRK 232,0 million. The loss for the period was the largest in 2012 and amounted to HRK 1,7 billion (59,2% more than in 2017). The biggest loser in 2017 was company DVADESET OSAM doo with HRK 126,3 million. Entrepreneurs in the activity of providing accommodation and food preparation and serving performed negatively in 2007 and 2012, with the largest net loss in 2012, in the amount of HRK 723,1 million. Society GRAND HOTEL LAV DOO the first is according to the amount of the realized loss in 2012, which amounted to HRK 176,2 million. In 2017, the company achieved a positive financial result in the amount of HRK 12,2 million. The largest investments in new fixed assets were realized in 2007 and amounted to HRK 4,5 billion, while in 2017 they amounted to HRK 2,5 billion, which is 44,6% less than in 2007. The largest investor in 2007 was the company SUNČANI HVAR dd with HRK 300,0 million investment in new fixed assets, while in 2017 the leading company was MAISTRA dd, with HRK 480,6 million.Source: FINAAccording to the productivity indicator measured by the average income per employee, which in 2003 amounted to slightly less than HRK 269 thousand, 2017 was more successful because this indicator increased by 41% and amounted to HRK 379,6 thousand of income per employee. Profit for the period per employee in 2003 amounted to HRK 27,2 thousand, and in 2017 it increased to HRK 37,3 thousand (38%).The profitability of entrepreneurs whose predominant activity is the provision of accommodation and food preparation and serving in 2003 amounted to 101,0 kuna and in the next decade decreased to 67,4 kuna (2012), and then in 2017 increased to 98,4 kuna, which is still less (97%) compared to 2003. The efficiency of total operations (ratio of total revenues / total expenditures) in 2003 amounted to 104,1%, but in 2007 it dropped to 100,2%, and in 2012 it was even lower, 95,9% to be the largest in 2017, 107,4%.The average monthly calculated net earning of persons in paid employment in entrepreneurs in the activity of providing accommodation and food preparation and serving in 2017 amounted to 4.653 kuna and was by 1.562 kuna or 50,5% higher compared to the salary calculated in 2003 (3.091 kuna) and by 13,4% lower compared to the average monthly net salary of Croatian entrepreneurs (HRK 5.372). For comparison, the average monthly net salary of employees in 2003 at the level of all entrepreneurs amounted to HRK 3.462, which in the meantime increased by 55,2%, which is slightly higher than the growth at the level of entrepreneurs in the tourism and hospitality industry. Attachment: Basic business data of entrepreneurs by counties for 2017Related news:IN THE PERIOD OF TEN YEARS IN THE TOURIST AND CATERING ACTIVITY THE NUMBER OF ENTREPRENEURS MORE THAN DOUBLE
Arsene Wenger admits stress of Arsenal job was affecting his health Wenger is yet to return to football (Picture: Getty)‘So it was both a break-up but also a relief for me, because carrying that responsibility for so long, with all the obligations that come with it, it wears you out.‘It’s extraordinarily difficult. And last year I felt I was beginning to pay the price health-wise.’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 CityEmery has struggled to make major improvements at Arsenal since taking over from Wenger, but has the firm backing of the board and club hierarchy.And Arsenal are now in pole position to qualify for the Champions League after Manchester United were beaten by Wolves on Tuesday night.Winning a spot in the Champions League would serve as a major boost to Emery and substantially increase his transfer kitty for the summer. Wenger left Arsenal last summer (Picture: Getty)Arsene Wenger has admitted the pressure of being Arsenal manager was taking a toll on his health in the final year of his reign.The Frenchman was in charge at Arsenal for 22 years before eventually being ushered out the door last summer.Wenger, who won the Premier League three times as Arsenal boss, stepped aside and was replaced by Unai Emery. LONDON, ENGLAND – MAY 06: Arsenal manager Arsene Wenger removes his Arsenal tie at the end of the Premier League match between Arsenal and Burnley at Emirates Stadium on May 6, 2018 in London, England. (Photo by Mike Hewitt/Getty Images)More: FootballBruno Fernandes responds to Man Utd bust-up rumours with Ole Gunnar SolskjaerNew Manchester United signing Facundo Pellistri responds to Edinson Cavani praiseArsenal flop Denis Suarez delivers verdict on Thomas Partey and Lucas Torreira moves There were some difficult times at Arsenal (Picture: Getty)The 69-year-old is yet to return to work, but revealed the stress of managing Arsenal was beginning to negatively affect his health.ADVERTISEMENT‘In life there are some splits that you choose and some that are imposed on you,’ Wenger said speaking at an event in France.AdvertisementAdvertisement‘In this case it was a bit of a mix of the two, because at a certain point, the fans need a change. In my last year it was becoming difficult. Coral BarryWednesday 3 Apr 2019 12:15 pmShare this article via facebookShare this article via twitterShare this article via messengerShare this with Share this article via emailShare this article via flipboardCopy link689Shares Advertisement Comment Advertisement