This year’s Major League Baseball trade-deadline fire sale mostly went to script, headlined by the Jon Lester/Yoenis Cespedes mega deal where the Oakland A’s and Boston Red Sox helped each other out in the usual fashion: One got to clear millions in salaries off the books while gaining a few parts, and the other obtained a high-impact starter for its championship run. The wrinkle in this case is that the team doing the dumping is big-market, big-payroll Boston, and the one gearing up for the post-season is small market, small-payroll Oakland.For a good breakdown of this trade, see Jonah Keri’s piece in Grantland. Here’s a quote that had me laughing at my desk:It’s hard to blame GM Ben Cherington for embracing the fire-sale approach. … Even if Lester leads the A’s to World Series glory, it still looks like the Sox made out like bandits in this deal.So one team may substantially increase its chances of winning the World Series, while the other makes out like bandits! Keri is absolutely right though: The reason these fire-sale deals are so common is because they benefit both sides. When a team’s competing for the playoffs, winning now is much more valuable, and when a team’s out of contention, money is more valuable.You know who understands this? Oakland General Manager Billy Beane. In competitive years under Beane’s tenure (when the A’s finished first or second in their division), the A’s have made July deals gaining them a net total of 9.61 wins above replacement (relative to the players they had to give away), while taking on an extra $16 million worth of salary for those years (of which, the A’s would pay a remainder, depending on the terms of the trade). Note: Yes, that is an pretty good money-to-WAR ratio, but it’s what would you expect. Conversely, in years when the A’s have not been in contention, Oakland has sold a net of 12.25 WAR, while shedding the remainder of $46 million worth of salary.For the small-payroll team to be the fire-sale buyer is rare, especially with as large a pay gap as exists between the Red Sox and Athletics (more than $79 million). Since 1996, just $21 million worth of salary obligations (or remainder thereof) have gone to the small side of a payroll gap that big (about 1.2 percent of contract value for all trades conducted in the period), and those were offset by those teams shedding $109 million. In other words, poor teams typically trade big contracts for little ones.Overall, since 1996, bigger payroll teams have sent $736 million in present-year salary to smaller payroll teams. The bigger payroll teams have taken on $1.02 billion, meaning the poorer teams netted close to $300 million.That said, the Oakland/Red Sox deal isn’t unusual if we ignore payroll and just look at the standings. Oakland currently holds the top spot in the AL, the Red Sox are in 13th. For trades between teams with at least a 12-spot gap between them in the standings, $161 million in salary shifted to the better teams in exchange for just $7 million going the other way. Overall, the team with the better position in the standings has taken on about $1.35 billion dollars in salary while shedding just $413 million. Meaning, the lower ranked teams have netted nearly $900 million in fire-sale trades (almost triple what poorer teams have done).Let’s look at this in chart form. I’ve plotted all the contracts traded in July from 1996 through 2013 (plus Lester’s) below, with the size of the players salary for the given season represented by area of the bubble:There are four quadrants representing the four basic types of trades. Quadrants kitty-corner from each other are essentially trade partners — e.g. when poor teams find themselves in the better competitive spot, they seem to be pretty willing to spend money to go after wins (435 million) and are even less willing to give away assets (112 million).For fun, I ran a regression from pay gap and standings gap to the size of contract changing hands and found that pay gap is actually borderline insignificant after you account for standings (for fellow nerds: t-Stat of 6.5 for standings gap, just 1.6 for payroll gap).In other words, while the A’s-Red Sox trade appears to be extremely unusual (a fairly large outlier on the chart above), it’s not because small payroll teams just don’t usually make trades like this. It’s because small payroll teams aren’t usually in position to make trades like this.
WILMINGTON, MA — According to Wilmington Police Logs, Wilmington Police issued the following arrests and summonses between June 21, 2019 and June 27, 2019.Friday, June 21, 2019Thais Dias (29, Malden) was arrested on a warrant for unlicensed operation of a motor vehicle and speeding. (5:16pm)Saturday, June 22, 2019Matthew Figucia (22, Wilmington) was arrested for OUI Liquor. (12:58am)Patrick C. Taylor (26, Wilmington) was issued a summons for Operating A Motor Vehicle with a Suspended License. (8:29am)Sunday, June 23, 2019NoneMonday, June 24, 2019NoneTuesday, June 25, 2019NoneWednesday, June 26, 2019NoneThursday, June 27, 2019None(DISCLAIMER: This information is public information. An arrest does not constitute a conviction. Any arrested person is innocent until proven guilty.)Like Wilmington Apple on Facebook. Follow Wilmington Apple on Twitter. Follow Wilmington Apple on Instagram. Subscribe to Wilmington Apple’s daily email newsletter HERE. Got a comment, question, photo, press release, or news tip? Email firstname.lastname@example.org.Share this:TwitterFacebookLike this:Like Loading… RelatedARREST LOG: Wilmington Police Make 2 Arrests & Issue 2 SummonsesIn “Police Log”ARREST LOG: Wilmington Police Make 1 Arrest & Issue 2 SummonsesIn “Police Log”ARREST LOG: Wilmington Police Make 5 Arrests & Issue 4 SummonsesIn “Police Log”
Lloyds raises rare smile – and dividend567 viewsLloyds raises rare smile – and dividend567 views00:00 / 00:00- 00:00:0000:00Lloyds raises rare smile – and dividend567 viewsBusinessSuccess has been hard to come by for banks of late. One though seems to have found a winning formula. Lloyds resuming dividend payments for the first time in 6 years. The UK lender was bailed outVentuno Web Player 4.50Success has been hard to come by for banks of late. One though seems to have found a winning formula. Lloyds resuming dividend payments for the first time in 6 years. The UK lender was bailed out
The Delhi High Court on Wednesday asked top officials of the Delhi Development Authority (DDA), the South Delhi Municipal Corporation (SDMC) and the Delhi Metro to be personally present in court to explain the work done by them to clean up Dwarka sub-city.A division bench of Justice B.D Ahmed and Justice Sanjeev Sachdeva summoned DDA’s chief engineer, Dwarka, SDMC’s chief engineer, DEMS, and Delhi Metro’s deputy general manager, civil, on February 25. Also Read – Company director arrested for swindling Rs 345 croreThe court’s direction came after noting that the agencies are not doing anything to make the area clear despite its directions.“We thought in this small area, you (various agencies) will so some work. But nothing is happening,” the bench observed. Ebbani Aggarwal, a law student and resident of Dwarka, who had filed a public interest litigation (PIL) told the court that the markets, roads, footpaths and open vacant land and other places in Dwarka sub-city were full of litter, filth, rubbish, solid waste and remains of construction material.
October 7, 2008 Growing a business sometimes requires thinking outside the box. Nilofer MerchantThese eight secrets will help any midlevel manager in this tough job move ahead and formulate the best possible strategy:1. Use A ProcessEvery strategy must follow a repeatable pattern — a process. These steps are the building blocks of strategy creation. They’re linked, but not rigidly sequential. When you use a process, it means you don’t have to reinvent the wheel. Take advantage of past learning and the experience your team has gained in the market — start your strategy off on the right foot by creating a process that you can use over and over again.2. Be Prepared To Get MessyStrategy isn’t neat and tidy — there is no bow wrapping it all up at the end and much that is unknown. Conversations will lead you into places you never thought you’d go. There are lots of ideas, and many of those will have to be killed off. And sometimes strategy creation is mind-boggling and disorienting. Take a compass with you — a North Star so you know where you are. But know it’s a journey that often involves the new. It’s a little like making sausage — the middle steps are often glossed over so no one knows the actual recipe.3. Follow The Leader(s)In any group, there’s a leader. In strategy formation, the operational leader makes sure the right conversation takes place. He or she determines which key conversations must occur, in what sequence, and with whom. This all moves the team toward development of the best ideas, the best single solution. The leader shepherds the process and insists that ideas are well vetted and considered. The leader also makes sure everyone in the group is participating. The operational leader makes the call. That’s the decision-maker. Without that sage wisdom, strategy development can stall. Keep in mind that members of a group may share leadership at various points in the strategy development.4. QuestionsStrategy without questions is like a car without gas. Questions that work for strategy development focus on the overall marketplace topography, capabilities, and weak points of the company, and the impact on current and new customers. If a team were strategizing ways to defend against a competitor, typical questions would include:What have we tried already?What happened when we did it?How did the market get to where it is today?What is our competitor good at?What are we good at?Where are our weaknesses?5. InterviewingIf you approach them right, interviews will glean important quantitative and qualitative information used in strategy formation. Great fact-gathering tools for data, interviews can also provide knowledge and insight. Perform interviews in person wherever possible. Read the look on the interviewee’s face. Notice which topics cause a flinch or a frown — dig deeper. You’ll find questions popping up in the middle of the session that you had no idea you’d be asking. Go with the impulse to ask “off the wall” questions — they can be the pathway that takes the interview to a new place or reveals something new and useful.6. Selecting IntervieweesOrganizations that hire my company typically will hand me a list of people they want us to speak with. Typically, the lists are limited in scope. We ask who else could be included because we want an extended range of data and issues. Hearing dissenting voices is important. We find people who may object, people who may be contrarian. Who you ask shapes what you learn. As information moves farther from its source, it is distilled, distorted, and the nuances are removed. Talk to people who are familiar with the basics of day-to-day operations. Go into the mailroom or the security back office for a viewpoint entirely different from that of the executive VP.7. Organize Facts In A FrameworkInterviews give you facts, but to get the meaning you’ve got to organize the facts in a framework. Use four categories: What you regard as confirmed, what you believe but don’t have enough facts to confirm, what you doubt, and what the relevant outliers are. Items that are confirmed may include hard numbers from validated sources. If you don’t have enough facts for a confirmation, you may be looking at something you know or sense from your experience — it could also be something you’ve heard several others say they believe. Things you doubt might include research that originates from an unreliable source. Outliers would be defined as information only a few people hold or a topic with a surface that’s barely been researched.8. Developing CriteriaNow generate and sort ideas. In this phase, it’s important to know what matters most to the organization — and this is a huge strength for most middle managers. Choose the best idea from among the many. Ask yourself the following questions:Where do we want to be?How will we know when we’re winning?What does success look like?Imagine what the change will look like when it’s successfully implemented. Use concrete language to describe it. “We will be aligned and operating to hit our stretch goal of $132M for fiscal 2010.” Create a detailed picture of exactly what type of success is most desired and what, specifically, it will look like.Middle managers are the hub of any business. They hold the power to make or break the success of the organization. Add these strategy development skills to their already-tremendous knowledge and you’ll reap the benefits.Nilofer Merchant, CEO of Rubicon Consulting, is a global high-tech industry thought leader and trusted strategic adviser for companies such as Adobe, Symantec, and VMware. She publishes and speaks frequently on strategy, innovation, and leadership. Free Webinar | Sept. 9: The Entrepreneur’s Playbook for Going Global 5 min read Opinions expressed by Entrepreneur contributors are their own. Register Now »
Laptops, smartphones, tablets and web-based apps let groups collaborate from virtually anywhere around the globe. But in-person collaboration has largely remained tech-resistant. Until now, that is.Say goodbye to disengaged team members who zone out when asked to stare at non-interactive presentation tools. A growing number of collaborative display devices are being designed to help promote teamwork and more productive meetings.Here are four tools to help you transform your conference room into a true collaborative space:The Steelcase media:scape table and teleconferencing tool1. Build an interactive environment.For some entrepreneurs, the traditional conference room setup of a big table and projector is no longer the best way to manage a team of employees and their mobile devices. Another option is to create a collaborative environment that lets you work more comfortably and conveniently from a variety of locations.For screen sharing, consider using a large display that everyone can see clearly and that can be easily connected to a variety of devices. Grand Rapids, Mich.-based Steelcase specializes in tech and team-friendly office arrangements. The company’s collaborative table and teleconferencing tool called media:scape lets up to four users plug in and share their own device screens — and audio — on a central display simply by pushing a button.Related: Five Ways to Boost Productivity with New Tech ToolsIn addition to the full-size conference style version, Steelcase comes in mini and mobile versions. Prices vary by configuration. How Success Happens The 3M Multi-Touch Display2. Get more hands-on.Large format touchscreens can be useful collaboration tools for side-by-side computer work. Touch displays, including the Multi-Touch Display from St. Paul, Minn.-based 3M, can turn any computer session into a shareable iPad-like experience. Touch-enabled monitors such as the 18.5-inch 3M Multi-Touch Display (about $1,175) allow multiple users to manipulate content on the screen without surrendering the mouse or keyboard.While it’s probably not practical for two or more people to work on one screen all the time, touch functions can be useful for graphic designers and other creative workers when they’re brainstorming on the same document.Related: Why Next-Gen Displays Might Be Your Next Point-of-Sale Marketing ToolA SMART interactive whiteboard system3. Try an interactive white board.Interactive whiteboards from companies such as Calgary, Canada-based SMART are similar to touch-based monitors, but large enough to allow groups to collaborate on digital content, including web pages and PDF files.These tools take the traditional white board up several notches. Groups can write directly on the display — mark up documents, make highlights or take notes — and the smart board will capture the changes.Basic interactive whiteboards from SMART start at about $1,000.The Samsung SUR40 ‘smart’ table4. Turn your conference table into a computer.Technology companies have transformed staid conference room tables into “smart” tables that can act as giant tablet computers. Simply pull up documents, images and other content directly to the table’s screen, and people can manipulate the items with their hands.Take for instance the Samsung SUR40, developed in collaboration with Microsoft. This device was designed as a customer engagement and marketing tool, but it also has potential as a next-generation collaboration platform.Related: Three Wild Tools from Tech EntrepreneursWhile smart conference tables can be useful for group review of content or face-to-face presentations in small groups, they aren’t inexpensive. The Samsung SUR40 retails for about $9,000.Bottom line: For businesses looking to fundamentally change the way they collaborate, these tools now make that possible. If any of them can turn just one good idea into a great one, the benefits can more than offset the initial cost. Listen Now 4 min read February 29, 2012 Opinions expressed by Entrepreneur contributors are their own. Hear from Polar Explorers, ultra marathoners, authors, artists and a range of other unique personalities to better understand the traits that make excellence possible.