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Georgia firm’s purchase of Sunoco’s Volney ethanol plant to close in Q1
VOLNEY — A Georgia firm expects to take ownership of Sunoco LP’s (NYSE: SUN) corn ethanol plant and grain-malting operation near Fulton during the first quarter of 2019. Attis Industries Inc. (NASDAQ: ATIS) on Jan. 22 announced that it plans to pay $20 million in cash for the property at 376 Owens Road in the […]
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VOLNEY — A Georgia firm expects to take ownership of Sunoco LP’s (NYSE: SUN) corn ethanol plant and grain-malting operation near Fulton during the first quarter of 2019.
Attis Industries Inc. (NASDAQ: ATIS) on Jan. 22 announced that it plans to pay $20 million in cash for the property at 376 Owens Road in the town of Volney.
Its overall plan for the site includes adding up to 100 new jobs.
The plant, which produces 80 million gallons of ethanol annually, will become the “essential element” of Attis’ “expanding” technology portfolio as it develops the site into the “most comprehensive Green Tech campus for renewable fuels in the country,” the firm proclaimed in a news release.
Milton, Georgia–based Attis Industries describes itself as a “diversified innovation and technology holding company.” Attis’ management team has a “long-standing” relationship with Sunoco and the operational team in place at the Volney ethanol facility, per the release.
Attis Industries’ plan
Attis plans to spend $80 million to renovate the facility into a research and development campus for renewable fuels. As part of this plan, the company also expects to add up to 100 new high-paying, skilled jobs in the region.
The Volney plant currently has 75 employees and spans more than 90 acres, according to the plant’s page on the Sunoco ethanol website.
The deal also involves a 10-year agreement for Sunoco to purchase all ethanol produced at the facility, which Attis considers “the key to the success of this transaction.”
The improvements made at the facility over the next 24 months will transform the site into a renewable-energy campus.
For its part, Sunoco said in a separate news release that it expects to use the proceeds of the ethanol-plant sale to “repay indebtedness as it continues to maintain its targeted leverage ratio.”
“The acquisition of Sunoco’s Fulton ethanol plant is a significant step in Attis establishing a foothold in the renewable fuel space, while accessing the fourth largest gasoline market in the United States,” Jeff Cosman, CEO of Attis Industries, said in the release. “Attis’ familiarity with the facility as well as the progressive business environment in the state of New York provide us with a unique opportunity to transform an asset with incredible potential into an innovative campus for bio-based fuel that is consistent with our short and long-term growth strategy.”
Attis believes the demand for low-carbon energy sources will “continue to increase” in the coming years and Attis is “well positioned to be able to grow with that trend,” he added.
“The Fulton ethanol facility generates significant revenue for our growing company, it greatly changes the perspective of our investors in Attis and enables Attis to roll-out additional technology platforms under the innovations division to expand our revenue and cash flow projections over the next two years. Having an established asset like the Fulton, NY ethanol plant on the books allows us greater access to financing opportunities, as well as provides us with a shovel ready site to begin the development and commercialization of some of our previously announced technologies,” said Cosman.
1886 Malt House
Included within the acquisition is the 1886 Malt House, which is a “direct beneficiary of incentives” designed to promote the local farm to brewery industry, Attis said.
The 1886 Malt House is located on the site of the Sunoco agri-business complex in Volney, per its website. Sunoco in 2015 announced the creation of the craft-malting facility co-located with the Sunoco ethanol plant.
In 2013, New York created a farm-brewery law to provide licenses only to those farmers whose beer is made primarily from locally grown farm products, Attis said. Under this program, the Malt House will receive some tax-exempt status and contribute to the $4 billion per year craft-brewery business in the state of New York.
Don’t Let Low-Hanging Fruit Hold Back Your Sales
When things aren’t going well, salespeople often give in to the quick and easy sale in an effort to get through the troublesome “dry spells.” Others become so addicted, they never reach higher. It’s easy to fall under the spell of the lure of low-hanging fruit. Yet, those who excel in sales develop skills that
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When things aren’t going well, salespeople often give in to the quick and easy sale in an effort to get through the troublesome “dry spells.” Others become so addicted, they never reach higher. It’s easy to fall under the spell of the lure of low-hanging fruit.
Yet, those who excel in sales develop skills that add value to their careers and enhance their confidence. They also know that going after low-hanging fruit prevents them from raising their sights, caps their capabilities, and keeps them from embracing challenges.
It also earns salespeople a reputation they deserve, but not as members of the A team. It doesn’t prepare them for either tougher times or for new and more demanding opportunities. Transaction dependent, they’re known for what they are, order takers.
At the same time, going after the low-hanging fruit has its rewards. It boosts dented egos, and salespeople feel busy and productive. But that comes with the high cost of keeping their minds off moving them forward to where they want to be.
The problem isn’t just low-hanging fruit. The mindset it fosters does the permanent damage:
• They never have enough leads. They often complain that the good leads go to other salespeople, particularly the sales manager’s “favorites.”
• They don’t cultivate prospects. They just want to sell and view staying in touch with prospects as a waste of time. “Why waste your time, they’ll never buy” is a common refrain.
• They change jobs frequently and offer excuses such as: “That wasn’t a good fit.” “The manager was always looking over my shoulder.” “They didn’t know what they were doing.”
Even so, the lure of the low-hanging fruit is not about to disappear. For some in sales, it’s just too good to pass up. “Someone’s going to get the easy ones, so why not me?” they say.
But that’s not the whole story. Turn the page and come face-to-face with the illusion of low-hanging fruit. It’s another instance in which the past isn’t prologue — just because there’s low-hanging fruit today doesn’t mean it will be plentiful tomorrow. In fact, it may be an illusion to act as if it there’s an endless supply. If that’s what we believe, we may be “whistling Dixie,” keeping our fingers crossed, and hoping for the best, when more than likely, we’re only kidding ourselves.
Whether we like it or not, more and more business is purely transactional — non-relational. When customers say, “I’ll get back to you” what they mean is that “I’ll get back to you if I can’t find a lower price.” If this is where salespeople choose to pursue their profession, they fall into the trap of competing for business in the largest pool of piranha-like customers.
This applies to every type of sale: price trumps quality, reliability, and guarantees. It’s true whether something costs $0.59, $59, $590, or $590,000. The search, online or otherwise, cuts through the clutter to reach the lowest price. When sales are purely transactional, selling is no longer a legacy profession.
While some in sales may not be proud of falling prey to the lure of low-hanging fruit and try to hide it as best they can, others see the fallacy. Once hooked, breaking dependence on a low-hanging fruit habit isn’t easy. But answering the following three questions may help:
1. Which prospects can help you reach your sales objectives?
What are their characteristics? What makes them a good fit for you? What do you know about each one? What more do you need to know so you’ll be thoroughly prepared before making contact?
Be selfish and disciplined. You only have so much time, so spend it where it counts. Pass up the others or hand them off to a colleague. This isn’t easy and it takes discipline not to be seduced by the lure of the easy sale.
2. Why should they do business with you?
Identifying the appropriate prospects isn’t good enough. Now comes the critical question, “Why should each one want do business with you?”
They may be a good match for you (or even a perfect one), but that won’t get you to the goal. Gut instinct doesn’t count and neither does intuition. By itself, being a good match won’t do it. Neither will having a referral or even a personal introduction. You must know enough about them so you can stake your life on why it’s in their best interest to do business with you.
Don’t even think about asking for an appointment until you know them as well as they know themselves.
3. What’s your plan so they want to meet with you?
After getting information on a prospect, most salespeople go for the appointment. Overly eager, they stumble. They think they’re ready when they’re not — so they blow it.
They need to ask themselves, “What have I done to prepare prospects so they want to accept my request for an appointment?” In other words, what have you done to provoke their interest?
It won’t work if you think you can start on Thursday, call the next Monday, and expect to get a positive response. It takes time to cultivate interest with top prospects. They want to feel comfortable with salespeople before saying yes for an appointment. This requires a well-crafted plan to establish your credentials and credibility.
All this may sound like a lot of work and unnecessary delays. Perhaps. There is, of course, an alternative: Being left with the low-hanging fruit.
John Graham of GrahamComm is a marketing and sales strategy consultant and business writer. He is the creator of “Magnet Marketing,” and publishes a monthly eBulletin, “No Nonsense Marketing & Sales Ideas.” Contact him at jgraham@grahamcomm.com or visit johnrgraham.com
Lockheed Martin to pay first-quarter dividend of $2.20 a share in late March
The Lockheed Martin Corporation (NYSE: LMT) board of directors has authorized a first quarter 2019 dividend of $2.20 per share. The dividend is payable on March 29, to holders of record as of the close of business on March 1. It’s the same amount that Lockheed paid for its fourth-quarter dividend, when it raised the
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The Lockheed Martin Corporation (NYSE: LMT) board of directors has authorized a first quarter 2019 dividend of $2.20 per share.
The dividend is payable on March 29, to holders of record as of the close of business on March 1.
It’s the same amount that Lockheed paid for its fourth-quarter dividend, when it raised the payment from the $2 paid out in the third quarter. At Lockheed’s current stock price, the dividend yields more than 3 percent on an annual basis.
Headquartered in Bethesda, Maryland, Lockheed Martin is a global security and aerospace company that employs about 100,000 people worldwide. Locally, Lockheed Martin currently employs about 1,600 people at its Salina plant and 2,500 at its Owego facility.

2019 Leadership Tioga program kicks off
OWEGO — The Leadership Tioga program announced that it held the kick-off session for its 2019 class on Jan. 9 at the Belva Lockwood Inn in Owego. The Leadership Tioga Program, run by the Tioga County Chamber of Commerce, says it is “committed to inspiring and connecting participants to services in our community by promoting
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OWEGO — The Leadership Tioga program announced that it held the kick-off session for its 2019 class on Jan. 9 at the Belva Lockwood Inn in Owego.
The Leadership Tioga Program, run by the Tioga County Chamber of Commerce, says it is “committed to inspiring and connecting participants to services in our community by promoting personal growth, leadership development, networking, and skill building.” The organization hosts classes at various locations across the county to give participants the opportunity to learn more about what Tioga County has to offer. Speakers cover topics ranging from volunteerism, performance management, public safety, and human services.
At the Jan. 9 event, the class heard from speaker Robert Williams on the importance of community and volunteerism. Facilitator Jill Teeter introduced the class project for this year, which will include community service for a nonprofit organization in Tioga County. The class was provided with a comprehensive list of organizations, agencies, and groups in Tioga County from which to choose. Upon completion of their community service, they will be expected to give a class report on the details of their experience.
This year’s Leadership Tioga class has 21 attendees and includes a student from Owego Free Academy. “We are excited to have a student with us this year; I think it will bring a fresh new perspective and viewpoint to our discussions,” Teeter said in a news release. ν
Faxton-St. Luke’s, St. Elizabeth Medical Center foundations merge
UTICA, N.Y. — The Faxton-St. Luke’s Healthcare (FSLH) Foundation and the St. Elizabeth Medical Center (SEMC) Foundation have merged to become the Mohawk Valley Health System (MVHS) Foundation. The New York State Department of State on Dec. 31 accepted a certificate of incorporation to consolidate the fundraising activities of both organizations, MVHS said in a
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UTICA, N.Y. — The Faxton-St. Luke’s Healthcare (FSLH) Foundation and the St. Elizabeth Medical Center (SEMC) Foundation have merged to become the Mohawk Valley Health System (MVHS) Foundation.
The New York State Department of State on Dec. 31 accepted a certificate of incorporation to consolidate the fundraising activities of both organizations, MVHS said in a news release.
The change in status means the organization can standardize protocols, investments, and shared processes among the MVHS Foundation and will provide an “easier process” for donations. Donors will still be able to direct their gift within the organization, MVHS said.
“The merger of the fund-raising activities of the FSLH Foundation and SEMC Foundation will have tremendous benefits for the community and allow us to better contribute toward providing the best possible care to our patients and residents,” John Forbes, VP of philanthropy at MVHS, contended. “We couldn’t have reached this point without the generosity from our past donors and are eager to have the ability to expand the scope of funding we can provide and make it very easy for our donors moving forward.”
The mission of the MVHS Foundation is to raise money for MVHS to help it purchase equipment and expand and improve its health-care services.
“The merger of the foundations’ fund-raising activities will make it much easier [easier] to achieve our mission,” Terry Mielnicki, president of the MVHS Foundation board, said in the release. “Donors no longer have to choose between the two foundations when making a donation. However, they still have the option to direct gifts to a specific hospital, nursing home, affiliate, service or department. Additionally, they can now choose to support MVHS as a whole.”
Process history
In June 2016, following the 2014 affiliation of FSLH and SEMC to form MVHS, the two foundations began holding foundation board meetings together which allowed for both boards to share ideas and hear information simultaneously. In April 2017, the two foundation boards decided to create a mirror board, which enabled the FSLH Foundation and SEMC Foundation to “essentially operate as one board.”
Last September, the organizations submitted a letter to the New York State Public Health and Health Planning Council (PHHPC), requesting approval of a plan to merge the fundraising activities of the two foundations. In October, the PHHPC had approved the request. Following the approval, they filed a petition with the Oneida County Supreme Court seeking approval of the plan. In December, a Supreme Court judge granted the request. The filing of a restated certificate of incorporation with the New York Secretary of State made the changes official, MVHS said.
Contact Reinhardt at ereinhardt@cnybj.com

New Upstate Golisano Children’s Hospital leader to start March 4
SYRACUSE, N.Y. — A Rochester–area native will return to upstate New York for a leadership role at Upstate Golisano Children’s Hospital. Upstate Medical University has named Dr. Gregory Conners as the facility’s new executive director, effective March 4. Conners will also serve as chair of the medical school’s department of pediatrics, Upstate Medical said in
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SYRACUSE, N.Y. — A Rochester–area native will return to upstate New York for a leadership role at Upstate Golisano Children’s Hospital.
Upstate Medical University has named Dr. Gregory Conners as the facility’s new executive director, effective March 4. Conners will also serve as chair of the medical school’s department of pediatrics, Upstate Medical said in a news release.
He currently serves as associate chair of pediatrics at Children’s Mercy Hospitals & Clinic at the University of Missouri, Kansas City School of Medicine.
“I am pleased that Dr. Gregory Conners will be returning to upstate New York to lead our department of pediatrics and Upstate Golisano Children’s Hospital,” Dr. Julio Licinio, senior VP for academic health affairs and dean of the College of Medicine, said. “With the appointment of Dr. Conners, we are gaining an outstanding physician-scientist, collaborative leader and champion of quality.
Conners will succeed Dr. Ann Botash, who has served as interim chair of pediatrics since last May, Upstate Medical said. In addition to her faculty post, Botash is senior associate dean for faculty affairs and faculty development.
Conners joined Children’s Mercy in 2009 and served in roles that included director of the division of emergency medicine. He’s also been a professor, vice chair and associate chair of pediatrics, and medical director for emergency preparedness.
Under his leadership, the division has grown “considerably,” per the Upstate Medical release. The division now sees about 115,000 pediatric emergency visits per year in its Missouri and Kansas emergency departments. It also educates trainees and produces research, advocacy, and other scholarly products.
Besides his work at the University of Missouri, Conners has also held faculty and teaching positions at the University of Rochester and George Washington University.
Contact Reinhardt at ereinhardt@cnybj.com

OCC’s SRC Arena among the sites for The Basketball Tournament games this summer
ONONDAGA — SRC Arena and Events Center on the Onondaga Community College (OCC) will be among eight regional sites to host games in The Basketball Tournament (TBT) coming up this summer. Boeheim’s Army, a team of former Syracuse University men’s basketball players, will play its first three games in the local venue between July 26
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ONONDAGA — SRC Arena and Events Center on the Onondaga Community College (OCC) will be among eight regional sites to host games in The Basketball Tournament (TBT) coming up this summer.
Boeheim’s Army, a team of former Syracuse University men’s basketball players, will play its first three games in the local venue between July 26 and July 28, OCC said in a news release.
Game tickets will be available through the TBT website.
The Basketball Tournament is a $2 million summer event that ESPN televises. The TBT features 64 teams competing in a single-elimination, 5-on-5 tournament. The eight regional winners advance to championship weekend in Chicago beginning Aug. 1.
“Syracuse is a basketball city and we are honored to be chosen as a host site for the TBT Tournament,” OCC President Casey Crabill said. “The SRC Arena has established itself as one of the region’s premier facilities for intercollegiate and scholastic athletic competitions, graduation ceremonies, trade shows and countless community-focused events. We look forward to welcoming teams and fans into our air-conditioned arena to watch hotly contested basketball which has become a hallmark of the TBT Tournament.”
The SRC Arena and Events Center is a 60,000-square-foot recreational and athletic complex that includes a 6,500-seat performance arena (4,000 for basketball games). The venue opened in 2011.
For the first time in its six-year history, TBT is admitting eight “host” teams before opening its application period, “creating memorable, college-like atmospheres for home and visiting teams alike for rounds one through three,” TBT said.
Named after Syracuse basketball’s longtime head coach Jim Boeheim, the Orange alumni team will return to the court for the fifth straight summer, per the TBT website.
In the 2018 edition of the tournament, Boeheim’s Army advanced to the Round of 16 from an initial field of 72 teams. In 2017, the tournament had 64 teams and Boeheim’s Army made it all the way to the national semifinals.
A number of the teams competing in the TBT are composed mostly or exclusively of alumni of a particular school.
“One of the things we’ve tapped into is the passion college basketball fans have for their former players,” Jon Mugar, founder and CEO of TBT, said. “We’ve also found that visiting teams have had a blast playing in front of raucous crowds cheering against them. This year’s Regional hosts include some of college basketball’s most passionate fan bases.”
Joining OCC and the SRC Arena as regional sites are the cities of Columbus, Ohio; Greensboro, North Carolina; Lexington, Kentucky; Memphis, Tennessee; Richmond, Virginia; Salt Lake City, Utah; and Wichita, Kansas.

The Agency executive director McLaughlin to retire June 1
DICKINSON, N.Y. — The Agency on Friday said executive director Kevin McLaughlin plans to retire on June 1. The Agency is the lead economic-development organization

QPK Design names two new partners
Klucznik joined QPK Design in 1998 and became an associate partner in 2008. He plays a key role in the firm’s higher education and military/

Urban Outfitters to move Syracuse store from Armory Square to Destiny USA
SYRACUSE, N.Y. — Urban Outfitters is moving its Syracuse store to Destiny USA this summer. The Philadelphia, Pennsylvania–based lifestyle retailer currently operates at 223 Walton
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