The Downtown Renovation Of Fort Wayne - 1263 Words

I was watching TV and I saw a commercial about the downtown renovations in Fort Wayne. This caught my attention because the commercial did not go into detail about what exactly the renovations will look like. It made me curious as to what aspects of downtown will be changed, how they will go about renovating, and the timeframe and budget involved with these renovations. What do you know about this topic that makes it relevant to you? I have lived near Fort Wayne for most of my life, and just recently moved into Fort Wayne. Over the last year I have noticed an annoying amount of construction taking place in the downtown area. I did know the reason behind the construction until I saw the commercial about the downtown renovations. I have always liked the city of Fort Wayne and I think it is exciting that it is being renovated and improved. I am not sure what exactly the renovations entail, but I am glad that Fort Wayne is being rebranded. I do know that it is becoming more common for Midwest cities to reconstruct in order to help grow and avoid becoming obsolete. How do you encounter this topic in your current life? Since I am now a resident of the city of Fort Wayne, the renovations will directly impact my life. Being a resident, a will have to navigate through the construction from the renovations. After they are complete, I will have a first-hand view of the new Fort Wayne. What makes you curious about this topic? I personally was confused the first time I found outShow MoreRelatedProject Managment Case Studies214937 Words   |  860 Pageswork. BACKGROUND Between 1978 and 1988, Mohawk National matured into one of Maine s largest full-service banks, employing a full-time staff of some 1,200 employees. Of the 1,200 employees, approximately 700 were located in the main offices in downtown Augusta. Mohawk matured along with other banks in the establishment of computerized information processing and decision-making. Mohawk leased the most upto-date computer equipment in order to satisfy customer demands. By 1984, almost all departmentsRead MoreMarketing Mistakes and Successes175322 Words   |  702 PagesGreg M. Allenby, Ohio State University; Annette Fortia, Old Westbury; Bruce Ryan, Loyola; Jennifer Barr, Stockton College; Dale Van Cantfort, Piedmont University; Larry Goldstein, Iona University; Duane Prokop, Gannon University; Jeff Stoltman, Wayne State University; Nevena Koukova, Lehigh University; Matthew R. Hartley, University of California, Berkeley; Cindy Claycomb, Wichita State University; Pola Gupta, Wright State University; Joan Lindsey-Mullikin, Babson College. Also: Barnett HelzbergRead MoreDeveloping Management Skills404131 Words   |  1617 PagesUniversity David Cherrington, Brigham Young University John Collins, Syracuse University Kerri Crowne, Temple University Todd Dewett, Wright State University Andrew J. Dubrin, Rochester Institute of Technology Steven Edelson, Temple University Norma Givens, Fort Valley State University Barbara A. Gorski, St. Thomas University David Hampton, San Diego State University Stanley Harris, Auburn University Richard E. Hunt, Rockhurst College Daniel F. Jennings, Baylor University Avis L. Johnson, University of AkronRead MoreDamodaran Book on Investment Valuation, 2nd Edition398423 Words   |  1594 Pagesvery frequently, though similar properties might. Consequently, price indices are available for classes of assets (Example: Downtown Manhattan Office Buildings) and risk parameters can be estimated for these classes. Even when price indices are available for classes of real estate investments, questio ns remain about the comparability of assets within a class (Is one downtown building the same as any other? How does one control for differences in age and quality of construction? What about location