воскресенье, 26 февраля 2012 г.

Tide of online messages 'is harming our family life'.(News)

Byline: Simon Neville

FAMILY life is being disrupted because parents and children are overwhelmed by the tide of online messages they are receiving each day, claim researchers.

As a result one in three of us is now trying to cut down our use of Twitter, Facebook and email.

Surprisingly the Cambridge University study found children as well as adults preferred communicating face to face.

More than half of all families said it was important to keep some time 'technology-free', and a third of parents said technology had disrupted family life.

Among 25 to 34-year-olds, some 34 per cent admitted to feeling overcome by the volume of messages.

Perhaps surprisingly, the problem was more common among those aged ten to 18, who have grown up with social networking technology, with 38 per cent feeling overwhelmed.

The survey also discovered that 43 per cent of children and 33 per cent of adults are taking steps to reduce their reliance on social media. Professor John Clarkson, director of the Engineering Design Centre at Cambridge University, who conducted the survey, said: 'Communications technology is seen by most as a positive tool but there are examples where people are not managing usage as well as they could be - it is not necessarily the amount but the way in which it is used.' More than 1,250 adults were questioned in the study, which was paid for by BT - the country's biggest broadband provider.

The company recommended that parents limit family internet usage and ensure they know what their children are viewing online.

Justine Roberts, founder of parenting website Mumsnet, warned: 'Social media is something we have to keep a watch on because it can eat into your life.

'We encourage our members to switch off because otherwise you can't give your kids and husband the time they need.'

Altcharge.com is Proud to Announce a new E-signature System for Online Check Payments.

(PRWEB) May 26, 2011

In the payment industry, checks can be processed as electronic items and transmitted via the ACH (Automated Clearing House) network or through paper items (check21). Altcharge is one of the leading paper conversion processing companies in the payments industry. Typically, companies such as altcharge, rely on check21, which has a no signature required rule. However, Altcharge has decided to change this model for the convenience of its clients, and offer an electronic based signature system. Consumers in the past have been used to purchasing products over the internet and signing their signature with a pen, their finger, and more increasingly with a mouse.

Altcharge has created an improved method for digitally signing checks online. Using Altcharge's newest feature, clients will be guided to an online store checkout page where they will safely enter their standard checking account routing number as well as their checking account number. The client will then be prompted to sign their name on the order page. All of this data is transmitted to Altcharge's state of the art gateway product and converted into a regular paper check which will then be ready for submission to a bank.

No signature required checks are often rejected by smaller banking institutions. By depositing signed checks, the merchant has a lower risk of the check being returned before they ship the product or fulfill the service to the customer. This is due to the signature that has been added to the check.

Altcharge is a payment processing company that specializes in processing checks for internet and telephone based businesses. Altcharge is the first company to offer this feature. Altcharge was founded in 2008 and is currently signing up over 150 small to large sized merchants per week.

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Read the full story at http://www.prweb.com/releases/E-signature/Altcharge/prweb8494297.htm

Associated Materials, LLC To Hold First Quarter Earnings Conference Call.

CUYAHOGA FALLS, Ohio, May 9, 2011 /PRNewswire/ -- Associated Materials, LLC (the "Company") today announced that its first quarter earnings conference call will be held on Monday, May 16, 2011 at 11 a.m. Eastern Time. You are invited to listen to the call, which is available for telephone dial-in and will be broadcast live over the Internet. Company President and Chief Executive Officer, Thomas N. Chieffe, and Chief Financial Officer, Stephen E. Graham, will participate.

What:

Associated Materials, LLC First Quarter Earnings Conference Call

When:

May 16, 2011 at 11 a.m. Eastern Time

Where:

Live over the Internet: www.associatedmaterials.com

Simply log on to www.associatedmaterials.com, click on Investor Information, and then click on the Conference Call icon, which will appear at the top of the Overview page and at the top of the Calendar of Events page.

Conference call dial-in number: (866) 469-0038

Conference call identification number to join the call: 65633387

Contact: Sherry Wharton (330) 922-2033

If you are unable to listen to the live webcast, the call will be available for replay on both the above website and at the following number: (800) 642-1687 with the above conference call identification number through May 23, 2011.

Associated Materials, LLC is a leading, vertically integrated manufacturer and distributor of exterior residential building products in the United States and Canada. The Company produces a comprehensive offering of exterior building products, including vinyl windows, vinyl siding, aluminum trim coil, and aluminum and steel siding and accessories, which are produced at the Company's 11 manufacturing facilities. The Company also sells complementary products that are manufactured by third parties, such as roofing materials, insulation, exterior doors, vinyl siding in a shake and scallop design and installation equipment and tools that are primarily distributed through its company-operated supply centers.

SOURCE Associated Materials, LLC

суббота, 25 февраля 2012 г.

WE HAVE TO RAISE THE DEBT CEILING BECAUSE BUSH LOWERED TAXES?

COLUMBIA, SC -- The following information was released by the South Carolina Republican Party:

By John Cox

I constantly hear the president blaming the Bush tax cuts (and everything else besides his own actions) for our current deficits today. Is there any truth to that? The media will have you believe that the Bush tax cuts were mostly for the wealthy and that because of them, the rich aren't paying their fair share. That sounds plausible, doesn't it? Let's examine a few facts first.

The Bush tax cuts were enacted in 2001 and 2003. Together they lowered the effective individual income tax rates for most taxpayers and were phased in over three years 2001, 2002 and 2003. Since 2003, the individual income taxes rates have remained the same, which consists of six tax brackets having rates of 10%, 15%, 25%, 28%, 33% and 35%. Before 2002, there were only 5 brackets, with the lowest being 15%.

So how did these tax cuts affect individuals? Well, if you had a summer job and earned $8,000 dollars in 2000, your tax rate was 15%. In 2009, it would have only been 10%. Your rate would have been reduced by 1/3.

Suppose you earn $30,000. In 2000 you paid 28% and in 2009 you only paid 15%. That's almost cut in half (46%). For an $80,000/yr earner, the rate dropped from 31% to 25%. The table below shows some examples of how taxpayers at different income levels have benefited from the Bush tax cuts.

You should be able see from this table that the tax cuts weren't just for the rich, they were for almost everyone. In fact, those making under $34,000 had the largest reductions percentage-wise.

What was the purpose of the tax cuts anyway? The idea was that in 2000, the government had overtaxed Americans. In that year, the IRS collected more taxes than the government actually spent. What? How did that happen with a democrat (Clinton) in the white house? Aren't democrats supposed to be big spenders? Well, I'd argue that the reason we had a surplus was two-fold. First, the republicans took control of the US House of Representative for the first time since 1953, which, in my opinion, curtailed spending growth. Second, and more importantly, income tax revenues were at an all time high due largely to the internet bubble of the late 1990's. The economic impact of the Internet was tremendous. It created thousands of new companies and jobs, provided new markets for others, and gave individuals easier access to investment (online stock brokers), which flooded capital into the markets causing stocks to soar.

Much debate was given over what to do with the tax surplus for 2000. Bush and most republicans decided that since the tax money came from taxpayers in the first place, then they would give it back to them by gradually lowering the tax rates such that future tax collections would be on par with spending.

It was a sound plan, despite the controversy. But then a few unexpected things happened, which were not related to the tax cuts at all. The dot-com bubble burst. The investment fury into new technology companies lead to overvalued stock prices which ultimately collapsed. Many companies and investors went broke. The Nasdaq fell from a record high of $5,132 in March 2000 to just $1,720 a year later. Even today, the Nasdaq still hasn't recovered at only $2,800.

As if the dot com bubble bursting wasn't enough, something else happened. American was attacked on September 11, 2001. This also had a devastating impact on our economy. Ten days after the attack, the Dow Jones Industrial Average hit a 12 year low at $8,235 on September 21, 2001.

Ok, so our income tax collections were hit by three major factors in the first few years of the Bush term: the lower tax rates, the internet bubble, and the 9/11 attacks. In fact, with the economy slumping, the Bush tax cuts were accelerated. Originally, they were supposed to the phased in over a longer period but were enacted in full in 2003 due to the downturn in the economy. Why? Well, the idea behind this strategy is highly debated. As I understand it, the philosophy was that a lower tax burden would encourage businesses to invest (instead of paying higher taxes) and individuals would have more money to spend, thus creating more economic activity. In short, the result was to be more people paying tax on higher incomes, thus offsetting the reduced rates. If this were true, then our government would receive more tax, not less.

Did it work? Despite the dot com collapse and 9/11, yes it did. Huh? By 2006, our income receipts were MORE than they were in 2000, before the tax cuts. America had record setting tax years in 2006 and 2007. In fact, 2006, 2007 and 2008 all had higher income tax revenues than in 2000. But I thought Obama said the tax cuts were bad?

Source: Table 2.1, Historical Tables, FY2012 Budget

http://www.whitehouse.gov/sites/default/files/omb/budget/fy2012/assets/hist.pdf

Did the Bush tax cuts favor the rich? If that was true, then wouldn't it be fair to say that the rich are paying less now than they did before the tax cuts?

In 2000, the US population was 281,421,906. According to the IRS, only 37.4% of those people actually paid any income taxes at all. That's right, 62.6% of all Americans didn't pay ANY income taxes...zero. Of course, this number includes children, but still. So what about the 105 million people who did pay? Let's call the top 1% of earners the "super-rich" as Obama likes to say. There were about 1 million people in this category, which was only about 0.37% of the total population. That group paid a whopping 1/3 of the total income taxes reported that year.

If you expand that group to the top 5%, let's just call them "rich". Now we're talking about 2% of the total population. This group paid about half of the total taxes reported. That's leaves the other 95% of taxpayers to pay the rest.

Now let's look at the lower earners, say the bottom 50% of taxpayers. This accounted for about 81% of the total US population. This huge group only paid less than 8% of the total tax bill.

Ok, so that was in 2000. What about 2008, after the Bush tax cuts were in full effect? If these were so skewed towards rich people, shouldn't these numbers be drastically different?

Let's see. In 2008, the US population had grown by about 20 million to 301,621,157. The IRS reports that only 35.8% of Americans paid any income tax that year. That's a smaller percentage than in 2000. The top 1% of those taxpayers (about 0.36% of the population) again paid about 1/3 of the total tax bill. That's right; the "super rich" paid the same share as they did in 2000. What about the top 5%? In 2008, they paid... wait for it... 51%. Huh? Under the Bush tax cuts the richest 5% had to pay MORE? The Top 5% paid 50% in 2000 and 51% in 2008.

This can't be right. Surely, somebody got screwed. How about the bottom 50%? Remember, the bottom 50% of taxpayers, represented 82% of the total population in 2008. The group again paid just under 8% of the bill, slightly smaller than they did in 2000. (7.9% vs. 7.6%)

Source: IRS.gov Statistical Tables for 2000 and 2008

http://www.irs.gov/pub/irs-soi/00in02mt.xls

http://www.irs.gov/pub/irs-soi/08in02tr.xls

Ok, so if the tax cuts aren't to blame for the current deficits, what is? Well, something rather significant happened in 2008 (besides electing Obama). The nation had been experiencing a housing boom. By 2006, the average price of a home was more than double (124%) the price it was just ten years earlier. The cause of this boom is also controversial. Interest rates being too low, banks lending to risky borrowers with little or no down payment, and increased foreign investments are just some of the common causes being thrown about today. However, the eventual bust of this housing bubble has a much clearer culprit - defaults.

As the Federal Reserve Bank raised interest rates, people with adjustable mortgages could no longer afford their mortgage payments (if they could even afford them in the first place). Home foreclosures began to increase. This led to fewer buyers and more homes on the market, which caused home prices to drop. As folks witnessed their home equity dry up, many even became "under water," which means home owners owed more on their home than it was worth. This triggered an even greater number of defaults and foreclosures, perpetuating the problem. With all of the foreclosures going on, lenders were in a panic. The falling home prices meant that their collateral for the loans no longer covered their risk. Credit markets froze. Banks stopped lending. This affected not only the housing market but everything else. Business couldn't borrow money to expand or make capital improvements. Individual couldn't borrow to buy new cars or make home improvements. Credit card rates skyrocketed. It was an economic Armageddon.

Get the picture? The crisis led to TARP (government loans to bail out the banks), and provided an excuse for the incoming president to open up the spending gates. After spending $787 billion in a "stimulus" package the first month in office, Obama and the democrat-led house and senate felt that our only solution was to pump loads of money into the economy with more bailouts, government rebates for buying new cars and houses, more government jobs (i.e. bigger government) and health care. All the while, blaming Bush and the republicans for letting it happen.

I'll save my analysis of why this happened and who's to blame for another post. But as a result, the stock market crashed. The Dow hit bottom at $6,626 in March of 2009, losing half of its value in less than 10 months. Investments soured, retirement savings vanished, and jobs were lost. The unemployment rate went from 4.5% in April 2008 to a high of 10% by January 2010 and has remained above 9% ever since. This is why our tax revenue dropped after 2008. Fewer people were working.

Source: Table 1.1, Historical Tables, FY2012 Budget

http://www.whitehouse.gov/sites/default/files/omb/budget/fy2012/assets/hist.pdf

The real reason that we have huge deficits every year is because of spending. We spend too much. This is not a partisan problem; it has happened under both parties. Some may like to take credit for deficit reduction initiatives, but the guilty ones have both D's and R's after their names.

Source: Tables 1.1 and 2.1, Historical Tables, FY2012 Budget

http://www.whitehouse.gov/sites/default/files/omb/budget/fy2012/assets/hist.pdf

The chart above shows our total individual income tax receipts (the green bars) compared to how much MORE money we borrowed (deficit) that same year (the red bars). As you can see, we have been borrowing more than we collected in income tax since 2009. That means that if ALL of the individual income tax rates were doubled (for everybody) to 20%, 30%, 50%, 56%, 66% and 70%, it STILL wouldn't be enough to cover the deficit! And that's assuming that those exorbitant rates wouldn't crimple the economy any further (which they certainly would). In fact, the 2009 income rates would have to have been astronomical to cover our deficit that year (27%, 40%, 67%, 89%, 94%). Would you like to pay those rates? Would you like for your children or grandchildren to pay those rates? Because today's deficits are simply future taxes.

The chart below shows an even more alarming view. Each bar represents the total amount of money that our federal government actually spent each year. The different colors within each bar show from where the government got the money. A portion of each budget came from several different taxes. The remaining amount (deficit) was borrowed which is shown in red.

Source: Tables 1.1 and 2.1, Historical Tables, FY2012 Budget

http://www.whitehouse.gov/sites/default/files/omb/budget/fy2012/assets/hist.pdf

[c]A

What are we spending all of this money on? Well, spending levels have increased in almost every category. Have a look.

Source: Table 3.1, Historical Tables, FY2012 Budget

http://www.whitehouse.gov/sites/default/files/omb/budget/fy2012/assets/hist.pdf

Where has all of this gotten us? Deep in debt. Our current debt around $14.3 trillion and is bumping against the current debt ceiling. The debt ceiling is the statutory limit authorized by Congress. This chart shows our growing national debt over the past 15 years and the red lines indicate the past times that the debt ceiling was raised. The debt is growing out of control.

Source: Table 7.1, Historical Tables, FY2012 Budget

http://www.whitehouse.gov/sites/default/files/omb/budget/fy2012/assets/hist.pdf

http://en.wikipedia.org/wiki/United_States_public_debt#Debt_ceiling

Now the debate is whether or not we should raise the debt limit yet again. But why do we even have one at all? I mean, if everyone in Congress says that we absolutely MUST raise it this month - I ask, raise it to what? $15 trillion? 18 trillion? And when we borrow and spend our way to that limit, is the consensus going to be that we MUST raise it again to avoid a government default, world-wide financial chaos, and another depression? If the answer is always going to be that we MUST raise the debt limit whenever we reach it, then what in the World is the dang thing for? When does it stop?

Failing to raise the debt limit should not be viewed as an empty threat. That's because world-wide collapse is not hinging on our default, but on our reckless fiscal policy. Once "tax and spend" liberals run out of our tax dollars, they become "borrow and spend" liberals. All of that borrowing is simply future taxes...taxes on our children. Where is the outrage on having trillion dollar deficits when all of the income tax paid in the U.S in a year is barely over a $1 trillion.

Raising the limit without meaningful fiscal reform only kicks the can down the road and digs the hole deeper for our children. Our generation allowed this to happen. It's our generation that should face the consequences.

The World needs to know that we are serious about getting our fiscal house in order. We've gone a 10 year bender, and now we are surprised that we're broke and have a hangover. If Obama feels the need to apologize for America, then he should apologize for that! Let's just hope we didn't "drunk call" anyone.[c]A

Emtec Enriches Services Portfolio with Acquisition of Information Management Capabilities and Expands Management Team.

Emtec, Inc. (OTCBB: ETEC), a systems integrator, announced that it has acquired the Information Management practice capabilities and other assets of Xcellor, a premier leader in high-performance business intelligence and data warehousing solutions and consulting services. The company's founders, Peter LePine and Saj Patel, will manage Emtec's newly formed Information Management practice, which is based on Xcellor services and will expand the core offerings for Emtec's Application Services portfolio.

Through this acquisition, Emtec has added services to its portfolio including data warehousing, data Integration, information management and business intelligence. Furthermore, it broadens the ability to offer a larger portfolio of services across a customer's entire IT landscape.

"The capabilities from Xcellor provide a vast number of new opportunities for Emtec clients," said Dinesh Desai, Emtec Chairman, CEO, and President. "Emtec is continually focused on further enhancing our services and solutions and this acquisition demonstrates our ability to align our offerings with client demands. In working with Saj and Peter, two very talented executives, we look forward to providing best-in-class offerings in the information management area across our verticals."

Peter LePine and Saj Patel, both IT industry veterans, are responsible for growing the practice from the Chicago area office and provide consulting services nationwide for Emtec's current clients.

"We are pleased to join Emtec," said Peter Le Pine. "This exciting new development represents an opportunity to build an enterprise-scale Information Management practice and offer customers an integrated solution set."

Saj Patel added, "We have known Emtec for quite some time and are looking forward to the opportunity to take our Information Management offerings to the next level under the Emtec umbrella. Our clients have been asking for a more complete set of IT capabilities and solutions and integrating with Emtec's offerings will be very instrumental in delivering just that." Emtec, Inc. Emtec, Inc. established in 1964, is a niche systems integrator providing IT services and products to the federal, state, local, education and commercial markets. Emtec helps clients identify and prioritize areas for improvement and then implement process, technology and business application improvements that reduce cost, improve service and align the delivery of IT with the needs of their organization. Emtec's market leading value based management methods, coupled with best-in-class IT technology, consulting and development services, allow us to address a wide range of specific client needs, as well as support broader IT transformation initiatives. Emtec's service capabilities span the USA, Canada and countries around the globe. For more information visit: www.emtecinc.com.

Keywords: Data Management, Data Warehouses, Data Warehousing, Information Management, Information Technology, Internet Software & Services, Emtec Inc.

This article was prepared by Information Technology Newsweekly editors from staff and other reports. Copyright 2010, Information Technology Newsweekly via VerticalNews.com.

Signed, sent, delivered. (use of wireless data technology by courier services in Chicago, Illinois)(Special Report: Business Technology)

To improve service, courier companies embrace wireless data technology

Timothy Menard is cruising up Interstate 55, en route to his Lisle pickup, when a female voice breaks over the black, paperback-sized wireless data terminal on the seat next to him.

"New job. Please acknowledge job."

The driver for Chicago-based Cannonball Courier Services has 30 seconds to respond before the digital message is repeated. He hits the acknowledge key, and job No. 1673 scrolls across the screen: a pickup in Plainfield, close to his current location, for delivery in Naperville. He pulls off the expressway and heads for Plainfield.

Less than an hour later later, Mr. Menard hands a receptionist at a Naperville design firm an envelope; she signs on the tiny signature window of the terminal's message pad, and Mr. Menard hits the transmit button, sending the digitized signature to Cannonball's downtown message server. The data are time-stamped, entered into the job database and routed to a fax server, where a letter notifying the customer of the delivery is queued for transmission.

Two of these $1,200 terminals named "Acknowledger" are being field-tested by Cannonball. Management believes they will revolutionize the courier business.

A handful of Chicago-area couriers are moving beyond the traditional tools of the trade - radios and one-way pagers - and toward a new generation of wireless data technology. In doing so, they hope to streamline delivery operations, offer customers timely proof of delivery and improve their bottom lines.

The technology enables dispatchers to send to and receive from their drivers delivery information, replacing the industry-standard pagers and walkie-talkies.

Until recently, wireless data technology was limited to large international carriers such as Memphis, Tenn.-based Federal Express Corp. and Atlanta-based United Parcel Service of America Inc.

But falling hardware costs and off-the-shelf software are making the technology accessible. to a broader market.

"Before, only big guys like Fed Ex or UPS could afford it. Now, it's available to smaller companies," says Joseph Shayovitch, president of Wireless Links Inc. of Rutherford, N.J., which introduced Acknowledger and a $15,000 dispatch software program last August.

In the Chicago market, nearly 125 courier services compete for $100 million annually in same-day deliveries. They employ an army of bike messengers and drivers who deliver everything from time-sensitive contracts to human organs. Larger courier companies handle up to several thousand packages a day.

The industry's pace can be daunting.

"The biggest challenge is keeping on top of the technology - it's changing so rapidly," says Phyllis Appelbaum, president of Chicago-based Arrow Messenger Service Inc., who founded her company in 1974. "Before, all you needed was a bike and phone."

Says Cannonball President John Rozran, "Business people are under tremendous time pressure. They don't want to wait for things. The question we're asked all the time is, 'What's the latest I can work and still get it there at such-and-such time?'"

Technology is a critical component in this business.

"People think of (courier service) as a low-tech business, but the coordination involves a lot of technology," says Cannonball Management Information Systems Director James Gorman, a former Citicorp vice-president.

According to Edward Moreland, executive director of the Messenger Courier Assn. of the Americas in Washington, D.C., which represents roughly 9,000 same-day couriers nationwide, the industry has made major strides over the last five years to computerize dispatch centers, which typically operate with pagers and radios.

But if Mr. Shayovitch has his way, radios and pagers may soon become a thing of the past.

Carriers have embraced wireless data technology to meet the demands of their customers - who have come to expect proof of delivery and other information about their shipments - and handle increases in delivery volume.

Demand falls short

"Information about a delivery has become as important as the delivery itself," says Eric Field, Cannonball's sales manager, a 20-year industry veteran. "Our public has been educated by Federal Express. They're more sophisticated and more aware of what they can get."

Originally developed to provide communications for computer service technicians, wireless data networks like RAM Mobil Data of Woodbridge, N.J. (recently acquired by Atlanta-based BellSouth) and Ardis - a subsidiary recently put on the block by Schaumburg-based Motorola Inc. - are built on a nationwide network of radio transmitters.

But demand for both services, which have been operational since the early 1990s, has fallen short of expectations.

Mr. Shayovitch believes dispatch represents the ideal use of wireless data services and hopes Acknowledger will become the "Netscape of mobile data," referring to the world's most popular Internet browser.

He foresees a day when customers will place Internet orders that will be automatically routed to the nearest driver by a courier service's server, eliminating the need for a human dispatcher.

But a successful wireless system requires all of the pieces to be in place - a mobile terminal with a radio modem, communications software and the network itself.

"We're the last ones to eat on the mobile data food chain," says Richard Miller, a transportation account manager for RAM.

Until recently, it's been slim pickings. The cost of wireless terminals has made it cost-prohibitive for all but the largest carriers.

But the advent of notebook computer technology has driven down both the size and cost of computers, modems and other hardware. This breakthrough led to Acknowledger and a $650 clam-shaped wireless terminal called the Interactive Pager manufactured by Ontario-based -Research in Motion, which also offers text-to-voice, fax and e-mail communications. Unlike Acknowledger, which captures and transmits a digital pickup signature, with the Interactive Pager, a driver must key in the name.

Randy Seiler, president of Schaumburg-based Quick Delivery Services Inc., began experimenting with wireless technology five years ago. The 15-year-old company was the first to deploy the Interactive Pager in the U.S. last year. Mr. Seiler has subsequently equipped his 65 drivers with the RAM-marketed device.

"It's not so complicated that drivers can't use it and not so simple that it doesn't have features," says Mr. Seiler.

According to Mr. Seiler, the hand-sized, two-way pager is the answer for proof of delivery.

"Our dispatchers see a world of difference. They point and click and it's done. It saves a tremendous amount of time and money," he says.

The pager works with Windows-based dispatch software that Mr. Seiler developed at Quick Delivery and began selling to other courier companies through his QuickComm Inc. subsidiary. The software package starts at around $21,000.

One of QuickComm's Chicago customers, Apex Courier Ltd., upgraded to the Interactive Pager and Mr. Seiler's software four months ago.

"The new unit gives us instantaneous paging, time stamps communications and enables us to key in messages," says Denise Mahmud, who started Apex with her husband, a former bike messenger, four years ago. "It all goes back to service. We offer 15-minute delivery, so we need to get to our drivers instantaneously."

Not problem-free

The transition to new technology is not without problems.

At Cannonball's office, near the end of its field test, Cannonball's custom Unix-based dispatch system has stopped communicating with the Acknowledger terminals in the field. The link has been down all week, and the atmosphere in the operations center is harried.

Technologist Mr. Gorman, who has tested a plethora of devices over the years, is determined that the problem is at Cannonball's site and is down on his knees checking cable leads.

"I'm just glad we're in a test mode and I don't have 60 of these things out in the field," he says.

"When it's working, it will be far superior to anything else," says operations manager John Mucci. "It's what we've dreamed about."

NEW MAPCO ORGANIZATION TO SUPPORT NEW STRATEGY

TULSA, Okla., July 24 /PRNewswire/ -- MAPCO Inc. (NYSE: MDA) today announced a new organization structure designed to support implementation of the Company's new strategy of "Growth Through Targeted Market Leadership." Effective August 1, the new organization will eliminate the operating segment structure and create a new Executive Office which will oversee the MAPCO enterprise.

James E. Barnes, Chairman, President and Chief Executive Officer of MAPCO Inc., said, "Our new Executive Office structure will focus our energies on our business operations and facilitate the enterprise-wide implementation of our strategy to become the leading marketer of products and services in targeted energy markets worldwide."

In addition to Mr. Barnes, the new Executive Office will include Robert G. Sachse, who will be promoted to the position of Executive Vice President and Chief Operating Officer, and Philip W. Baxter, who will be promoted to Executive Vice President and Chief Financial Officer. All MAPCO business operations will report to Mr. Sachse and all financial, information technology and strategic planning services will continue to report to Mr. Baxter. Jack D. Maynard, Senior Vice President - Human Resources and Administration, and David W. Bowman, Senior Vice President - Legal, will report to the Executive Office. W. Jeffrey Hart, Senior Vice President Petroleum, will retire as of November 1, 1996.

MAPCO Inc., a diverse energy company, is the fourth largest retail propane marketer in the United States and also markets petroleum products and other merchandise through a network of convenience stores and interstate travel centers. In addition to operating refineries in Tennessee and Alaska, it is one of North America's largest operators of natural gas liquids and ammonia pipelines. It also operates fractionation and storage facilities and produces and markets natural gas liquids.

MAPCO press releases are also available through the Internet: http://www.mapcoinc.com.

     -0-                        7/24/96 

/CONTACT: Rick J. Neal, Vice President, Corporate Affairs, 918-599-3650, or Don R. Wellendorf, Vice President, Treasurer And Investor Relations, 918-581-1503, both of MAPCO/

(MDA)

CO: MAPCO Inc. ST: Oklahoma IN: OIL SU: PER

EQ-MO -- LAW080 -- 3240 07/24/96 18:50 EDT