New Internet-based Tool Can Predict the Outcome of Organizational Change with as High as 85% Accuracy.

Kolbe Warewithal Online Change Management Tool Earns 1999

'Global Best Practice' Award from the Management Centre Europe

PHOENIX, May 11 /PRNewswire/ -- Change may be inevitable, but it need not be disruptive or risky thanks to a new Internet-based tool that can predict the success of proposed organizational changes with as high as 85% accuracy. By measuring and analyzing human "conation," also described as instinct, or the human inclination to naturally strive toward something, Kolbe Warewithal(R) Online gives managers a powerful new tool for important decisions about recruiting and selection, developing high performance teams, leadership development, career management and enabling innovation.

Kolbe Warewithal Online, which was recently awarded a 1999 "Best Practice" designation by the Management Centre Europe (MCE), is an Internet-only companion to Kolbe's time-tested conation measurement and team building tools. The product analyzes data from individuals' results on the Kolbe A(TM) Index and makes recommendations for hiring and assigning people according to their conative strengths. The Kolbe A Index is a 36-question, multiple-choice instrument that has been tested and proven accurate in more than 200,000 applications.

"Organizational change, whether from management decisions, mergers and acquisitions, the introduction of new technologies or even business success, can be very costly and disruptive to an organization," said Kathy Kolbe, founder and CEO of Kolbe Corporation. "Kolbe Warewithal Online takes the guesswork out of making tough management decisions about who to hire, who to put on what team, or how to make assignments, by accurately identifying ahead of time what a person will or will not do. The result is better decision making and savings of thousands, if not millions of dollars over the life of an organization."

A Proven Change Management Tool

Kolbe's conative measurement tools have been proven successful and accurate in some of the world's largest and most forward-thinking companies and organizations, including Hershey Foods, Alaska Airlines, Allied Signal, Xerox, US Army, Royal Bank of Canada and Arthur Andersen. Eastman Chemical Corp., one of the first companies to adopt the original version of Kolbe Warewithal, used the product to compare actual results of its company-wide implementation of SAP software with Warewithal forecasts. According to Robert Dorsey, Ph.D., leader of Eastman Chemical's SAP implementation project, the forecast was extremely accurate.

"We were surprised that the predictions were as close to what we had foreseen in real life as they were. We were assuming they would have a ballpark accuracy, but it was much closer than that. We would have been satisfied with ballpark," he said. Since that time, Dorsey says his department will not put a team to work until they first estimate their probability for success using Kolbe Warewithal.

Ryan L. Thomas, Ph.D., vice president for Student Services and Campus Computing at Utah Valley State College in Orem, Utah, has spent more than seven years testing the statistical validity of Kolbe's measurement tools and methodologies. "One of the most important strengths of the Kolbe method is that it gives a manager a way to perform 'What if' testing to see how change will likely impact their organization. This enhanced capacity to forecast behavior and behavioral outcomes adds a critical dimension to a manager's ability to structure effective and profitable teams," he said. "Making the Kolbe Warewithal tools available on the Internet not only extends the tools to almost every team manager, human resources director, and organizational coach, but it provides immediate feedback and analysis in today's time-sensitive environment."

In presenting the 1999 MCE Global Best Practice award for the product, Kim Lafferty, Global Practice Manager for MCE and AMA said, "Kolbe's system is a breakthrough in both content and technology. It reliably predicts performance using an easily accessible delivery method that managers can use worldwide over the Internet. No other human resource system has its level of sophistication and applicability."

Conative Measurement Methods Statistically Proven to be Effective

Human instincts have been known to exist for centuries, but their usefulness has been routinely dismissed because reliable methods for measuring and harnessing them have been missing. Kolbe's research and testing into human conative abilities has withstood years of statistical testing and thousands of applications in hundreds of corporations, institutions of higher learning, government agencies, and other large organizations.

"The ability of a test to predict job-related performance is the most significant criterion in employment testing," said Thomas. "The Kolbe A Index has been used in a wide range of employment contexts and has achieved correlations with job-specific performance as high as eighty-five percent."

"Two things put Kolbe's approach in a class of its own: its focus on the innate instinctive talents of individuals to solve management issues; and the fact that it is so thoroughly researched and quantifiable," said Andrew Pek, Associate Partner of Andersen Consulting.

Free Online Demo

A free demo of Kolbe Warewithal Online can be found at www.kolbe.com. More information on the product is available by calling (602) 840-9770.

About Kolbe Corporation

Kolbe Corp., founded in 1975 by innovative entrepreneur, theorist and best-selling author Kathy Kolbe, is the world's leading provider of highly accurate, statistically proven performance-forecasting products and services. Kolbe products capture and analyze data about individuals' unchanging conative strengths and convert it into strategic information that is useful for decision making at the individual, manager, department, company, and enterprise level. Kolbe Corp's innovative concepts have been highly acclaimed by the media, including The Wall Street Journal, ABC Nightly News, USA Today, and CNN.

Privately held Kolbe Corp. is headquartered in Phoenix, Ariz.

Kolbe and Kolbe Warewithal are trademarks or registered trademarks of Kolbe Corp. All other brand names mentioned are trademarks of their respective holders.

FBL Financial Group Schedules Date to Report 2nd Quarter 2011 Earnings and Conference Call.

FBL Financial Group, Inc. will announce its second quarter 2011 earnings after the close of market on Thursday, August 4.

The second quarter earnings release and financial supplement will be posted on the FBL Financial Group website at that time.

FBL Financial Group will hold a conference call to discuss second quarter 2011 earnings on Friday, August 5, at 11 a.m. ET. The conference call will be webcast live on the Internet. Investors and interested parties who wish to listen to the call on the Internet may do so at fblfinancial.com.

The call may also be accessed by telephone at (877) 280-7291. A transcript of the prepared comments from the call, as well as an audio replay, will be available shortly after the call on FBL Financial Group's website. An audio replay will also be available via telephone through August 12, by calling (800) 642-1687 or (706) 645-9291 and inputting code 34019081 when prompted.

FBL Financial Group is a holding company whose primary operating subsidiaries are Farm Bureau Life Insurance Company and EquiTrust Life Insurance Company.

More Information:

www.fblfinancial.com

((Comments on this story may be sent to newsdesk@closeupmedia.com))

TCP Showcases "Smart" Lighting Technology at LightFair Show.

TCP, the leader in energy efficient lighting technology and manufacturing, is demonstrating its advanced and extensive array of new CFL products and enhancements at this week's LIGHTFAIR International show in Philadelphia, PA. At the center of this, TCP is introducing its new Lighting Control System (TCP-LCS).

TCP-LCS integrates energy efficient lighting into an overall multi-channel energy management system, allowing consumers, commercial customers and even utility providers unprecedented control and monitoring capability for their overall energy usage. This exclusive Smart Lighting technology features TCP's integrated-remote controlled ballast technology, incorporating the GreenChip™ smart lighting solution from NXP Semiconductors, plus lighting control hardware and software developed by partner GreenWave Reality.

"By integrating wireless connectivity into our energy-efficient lighting technology, TCP is transforming the way we control and manage our lights," said Ellis Yan, CEO of TCP. "This enables consumers to manage their whole lighting environment - lights that turn on and off when and where you need them, at the desired level of brightness - all while saving power and reducing electricity costs." TCP's Lighting Control System also allows all lighting and other home electrical devices to be monitored and controlled via a custom network gateway device and innovative application software designed by TCP's development partner, GreenWave Reality.

TCP's LCS utilizes Mesh-Capable Transmission Control Protocol (MCTCP) to allow an almost infinite number of lamps to be controlled over long distances using lamp-to-lamp signal relay. MCTCP gives users the ability to control an extensive "closed-loop" meshed network of lamps and other electrical devices using smart phones or other internet-enabled devices. This mesh-networking capability also enables users to "step-gang" lighting controllability, which can reduce the number of lighting motion sensors or dimmer controls that would be required in a circuit.

The LCS system is fully web-enabled, meaning you can control the full enterprise of lighting and other applications using a PC or other internet enabled devices. The system will allow users to monitor individual bulb energy consumption and lamp life and operational condition, which can dramatically increase a facility manager's real-time visibility of the condition of the network. TCP's LCS will offer optional system reporting software and hardware options that can be used to further expand the reach of the LCS network to control an almost limitless assortment of devices.

TCP is also introducing the availability of its new Remote Control CFL system, which allows wireless control of an almost unlimited number of CFLs directly from a simple to use, low cost discreet handheld remote controller. This exciting new technology allows an unlimited number of CFLs to be directly controlled for on/off and dimmable functions from one of four different channels on the remote control handset. TCP's Remote Controlled CFL's will be available initially as a 23-watt Spiral CFL set, beginning mid-summer 2011. Additional CFL and LED lamp applications will follow later in the year.

All of the new TCP CFL and LED lighting products are tested and certified to meet/exceed FCC and UL compliance, and they also meet the new RoHS requirements which came in to effect in some parts of the US early in 2010. TCP currently has over 300 products which have earned the US Department of Energy's "ENERGY STAR" designation. TCP is also proud to have received the "ENERGY STAR Partner of the Year" award in 2010.

TCP is the global leader in energy efficient lighting innovations dedicated to creating high-quality products that are brighter, longer lasting and better for the environment. From its U.S. headquarters outside Cleveland, Ohio, the company markets a variety of energy efficient lighting products for professional, specifier and consumer markets under several brands including TCP, TCP Pro, SpringLight™, DuraBright™, Lightstyles™, and TCP EcoVations™ . TCP's extensive product line includes compact fluorescent lamps (CFLs), LED lamps and fixtures, halogen lamps, cold cathode lamps, exit and emergency lighting, HID, decorative and outdoor fixtures, as well as a linear fixtures, lamps, and ballast offerings. TCP is a privately held company employing more than 200 people in Northeast Ohio. For more information, visit us at www.tcpi.com or call (800) 324-1496.

Keywords: Department Of Energy, Electronics, Networks, Oil & Gas, Semiconductor, Software, TCP, Technology, Transmission Control Protocol.

This article was prepared by Telecommunications Weekly editors from staff and other reports. Copyright 2011, Telecommunications Weekly via VerticalNews.com.

Border grossing; Michigan companies going global find benefits can top barriers.(Company overview)

Byline: CHAD HALCOM

Believe some or none of what is heard about the roadblocks to entering foreign markets, as Michigan regains its export prominence and small business opportunities grow with it.

Michigan businesses sold $44.5 billion in products and services to overseas buyers in 2010, up 36.3 percent from 2009, according to the International Trade Administration and U.S. Census Bureau. That's enough to climb from No. 9 to No. 7 in state rankings.

If the manufacturing recovery continues, Michigan could regain its top-five rank this year, said John O'Gara, regional manager of the export solutions group for the U.S. Small Business Administration at the Export Assistance Center in Detroit.

Some 10,651 of Michigan's 11,796 exporter companies were small or midsize enterprises with fewer than 500 employees in 2008, the most recent year for which data are available, according to ITA. They maintained about a constant 32 percent share of export values nationally from 2008 to 2009, suggesting second-stage companies grow with the export market.

Local business owners are getting that message, and participation has increased again in trade missions, business-matching services and educational programs, according to O'Gara and Noel Nevshehir, director of international business programs at Troy-based Automation Alley.

Nevshehir said business participation in Alley-organized trade missions to other countries was up 15 percent in 2010 over the preceding year, and membership in the Alley's International Business Services Advisory Council has grown from 35 to 42 in recent years because of growing export interest.

But the prospect of going global can be intimidating, as myths and cautionary tales deter businesses from adding customers, supply chain agreements or overseas sales forces.

To shine light on some of the finer points of going global, Crain's spoke with locally based business owners experienced in the ways of international business, as well as people whose job it is to support them. Following are six common misperceptions about what it takes to pick up overseas business, and advice on addressing the underlying issues.

Myth: Thrive at home first

-- Small or growing businesses should have a sustainable domestic profit margin first, before looking at overseas markets. Not necessarily, said Bob Sullivan, founder and president of The Wireless Source Inc., which has about 45 employees in Bloomfield Hills and five in Canada.

The company collects secondhand mobile devices from consumers who trade in phones when changing or updating their call plans. He then sells the devices to other companies to refurbish for emerging markets. The company reported close to $20 million in global revenue for 2010.

The Wireless Source originally sold devices in Latin American markets through trade representatives in Miami, but international business accelerated drastically after the company participated in a 2003 Automation Alley trade mission to China and in the U.S. Department of Commerce's Gold Key business matching service.

Sullivan said not every business needs to build a large domestic market base before going global.

"Our business growth and the success of our model (are) directly attributable to what we've been able to add in overseas markets," he said. "After the trade missions, we had choices on who to sell to in other markets. That, along with the Internet, is what really started changing businesses. Now we can find anyone and they can find us."

Myth: Banks won't go for it

-- Banks are leery of financing expansion into foreign countries, where the assets are difficult to collateralize. This is definitely a manageable problem, O'Gara and Nevshehir said.

Banks are still reluctant to offer lines of credit based on foreign receivables, or to finance acquisition of foreign assets that are difficult to collateralize. But the government has several programs to make lending easier.

The SBA has the federal Export Working Capital Program, which offers a loan guaranty of up to 90 percent on export-related financing to facilitate private lending, but O'Gara said that program is mainly limited to financing for labor, materials and expenses directly related to an export production order.

Small-business borrowers who have been in business at least one year may be eligible for the more expedited Export Express program, which offers loan guarantees of up to 90 percent on working capital loans up to $350,000, or 75 percent on loans from $350,000 to $500,000. The program is generally faster than EWCP, with an SBA response in 36 hours or less, and allows greater borrower flexibility to follow its own business procedures.

The Export-Import Bank of the United States also provides insurance to companies and banks to reduce risk of non-collection from foreign buyers.

"It makes the exporter more competitive. And for lending purposes, it turns that foreign receivable into an asset that can be included in the exporter's borrowing base," O'Gara said. "If I'm the business owner, in that position I now have more potential lending capital available."

A U.S. company can also put its lenders at ease through the right wording in overseas supplier contracts, said Michael DiMichele, president of Farmington Hills-based Cinetic Automation Corp., an engineering, research and testing services company for automotive and defense customers. Cinetic is a subsidiary of French industrial conglomerate Fives Group.

Cinetic, which has 150 employees and about $70 million in global revenue, recently began work on engine testing cells to monitor engine performance in Pune, India, as a service supplier to General Motors Co.

"We've never really had trouble with the banks. The only thing we have to make sure of is that maybe the contracts have terms within them so that claims can be arbitrated in the U.S. or U.K. or similar markets," he said.

"You really want to secure your arbitration in the U.S., in a forum the bank can have access to, versus in emerging markets where they don't have access or legal representation."

Myth: Culture gaps are too wide

-- Executives or major stakeholders in certain Asian cultures are deferential and agreeable, leading you to believe you have reached a deal when you haven't. This concern has more merit, said DiMichele and Denise Yee Grim, executive director of the Asian Pacific American Chamber of Commerce. But bridging the cultural gap really comes down to patience or commitment.

"'Yes' doesn't always mean approval. 'Yes,' often just means, 'We understand your position' or 'we heard you.' You really have to focus on the details going overseas. Americans do things differently than Germans, other Europeans, Mexicans -- and in Asia some of the norms are very different," DiMichele said. "The key is trying to understand the culture and still getting the work done."

Yee Grim said Asian companies focus on building relationships over time, and this can clash with the American tendency to get deals done efficiently or to save on costs of repeated visits to court an Asian customer.

"You have to build the relationship first. ... The chairman may agree to dining with you. But then after dining, it's karaoke time and they're singing, and if you and the CEO get up and sing together, they remember that.

"It can take a lot of trips before suddenly the local executive says, 'OK, now let's talk (about a contract).' They may need a few months. But the conversation will continue."

Myth: Red tape is everywhere

-- Entering new foreign markets can be hopelessly bureaucratic. Regulatory hurdles and entry costs vary with the country or the latest trade agreements with the U.S., Yee Grim said. Like businesses, larger countries may be more intractable and small ones more flexible.

"China and India can be very bureaucratic. In China, you do have to remember it's still a communist country. And India has the largest democracy, but it's a different kind," she said.

"But in the smaller countries like Vietnam, Thailand and Korea, we're seeing heavy movement into the automotive industries, and with free trade agreements, some of these have been much easier to enter. Some of the markets are a little hungrier."

Nevshehir said entering any foreign market comes with its own cost-benefit analysis.

"With every country, you have your opportunities and your challenges. It's a question of whether the opportunities outweigh the challenges."

Myth: Poaching can't be stopped

-- Intellectual property is too hard to protect in foreign markets. The climate on I.P. in Asia is much better than it used to be, local business leaders said, but the perils of poaching remain.

"In many ways, China is finding religion when it comes to I.P., because with the growth of their markets they're building brands of their own that they need to protect," Nevshehir said.

"But people should still assume if they go to China that someone is going to try to poach the technology. Even if you have an airtight agreement in place, you've got to enforce it. And when you don't have home-field advantage, it can be an uphill battle in the courts."

Sara Coulter, director of the Detroit Export Assistance Center for the Commerce department, said the agency offers an overview of the I.P. legal climate of most countries as part of the Country Commercial Guides, available online at the U.S. Commercial Service's website.

"These are updated annually along with the whole political and economic background, as part of the primer on doing business there."

Myth: Small biz isn't up to task

-- Payment mechanisms or regulations on foreign companies can be too difficult for a small business to manage. Ramsey Sweis, founder and president of Aqaba Technologies Inc. in Sterling Heights, said his digital marketing and search optimization company can arrange payments online and even interact with most clients by Web conferencing to cut down on travel while developing its promotional products.

For the most part, the company relies on credit card transactions or automated clearing house debit payments.

"We have had to learn the hard way. But I have not had an issue lately, from a standpoint of collecting or billables," he said. "Our mode of billing is either ACH (automated clearing house debit) or credit. We take a deposit, like a retainer, and after a milestone a second payment is made, then a final payment upon the final release of software."

Aqaba has nine global employees and is on pace for revenue of about $1 million this year, Sweis said.

Coulter also said many companies need to overcome irrational fears about billing or licensing requirements. Export licenses are necessary only for some regulated commodities like high-tech goods or defense-related items, or when shipping to a country under a U.S. trade embargo or other restrictions.

Copyright 2011 Crain Communications Inc. All Rights Reserved.

STEARNS TODAY INTRODUCES COMPREHENSIVE PRIVACY LEGISLATION REP. JIM MATHESON (D-UT) JOINS IN OFFERING CONSUMER PRIVACY PROTECTION ACT OF 2011.

WASHINGTON -- The following information was released by the office of Florida Rep. Cliff Stearns:

"Assuring consumers a high degree of online privacy will promote greater use of the Internet, allowing it to continue to expand and to thrive," stated Rep. Cliff Stearns (R-FL). "This bill, the Consumer Privacy Protection Act, requires covered entities to provide consumers in clear and easy to understand language what information is being collected and how the information is being used. It also provides incentives for covered entities to enter into strong self-regulatory standards." Stearns is Chairman of the Energy and Commerce Committee's Oversight and Investigations Subcommittee and serves on the Committee's Commerce, Manufacturing and Trade Subcommittee, which has jurisdiction over privacy issues.

Stearns has a strong record on privacy. As former Chairman of the Commerce, Trade and Consumer Protection Subcommittee where the jurisdiction existed, he held the most extensive congressional hearings on privacy and offered privacy legislation following the hearings. In the last Congress, Stearns worked with Rep. Rick Boucher (D-VA), Chairman of the Communications, Technology and the Internet Subcommittee, in developing draft privacy legislation. Added Stearns, "Using my privacy legislation from the 109th Congress as a base, I took the comments submitted to Chairman Boucher and worked with stakeholders on developing this bill. The introduction of this bill is not the end of the process. I will continue to work to improve the language to ensure that regulatory distinctions are not being made on like services and that privacy is administered by a single agency, across the entire Internet economy. I am grateful to Rep. Matheson for extending his support for this bipartisan bill and I look forward to working with Chairwoman Bono Mack on enacting online privacy legislation to protect consumers."

The Consumer Privacy Protection Act of 2011 specifically would:

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Require covered entities to notify consumers that their personally identifiable information as defined in the bill may be used for a purpose unrelated to the transaction.

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Require entities to notify consumers of any material change in their privacy policy.

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Require covered entities to establish a privacy policy with respect to the collection, sale, disclosure for consideration, or use of the consumer's information and such policy be made easily available for consumers.

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Require an entity to provide consumers the opportunity to preclude the sale or disclosure of their information to any organization that is not an information-sharing partner.

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Provide for a Federal Trade Commission (FTC) approved five-year self-regulatory program and prescribes requirements for a self-regulatory consumer dispute resolution process.

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Require the FTC to presume that an entity is in compliance with this Act if it participates in an approved self-regulatory program.

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No private right of action.

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Full state preemption.

Product Review.(VingCard Elsafe introduces electronic locking systems)(Brief article)

Staff

VingCard The Signature RFID/NFC by VingCard contactless electronic lock offers the latest RFID technology with the most flexible platform. It is compatible with ISO 14.443 A, ISO 14.443B, ISO 15.693 and NFC, allowing NFC-compatible cell phones to operate with the Signature lock for remote check in/check out.

VingCard , Dallas, Texas Internet: www.vingcard.com

Viewlogic Systems reports fourth quarter and year-end results.

MARLBORO, Mass.--(BUSINESS WIRE)--Jan. 29, 1996--Viewlogic Systems Inc. (NASDAQ:VIEW) today reported net income of $8.9 million, or $0.52 per share, before non-recurring items, for the year ended December 31, 1995. This compares to net income of $11.3 million, or $0.65 per share, before non-recurring items, in 1994. After including the non-recurring item of $6.0 million, or $0.35 per share, associated with the fourth quarter, 1995 acquisition of Silerity, Inc., net income was $2.9 million, or $0.17 per share. This compares to the net loss of $6.3 million, or $0.36 per share, reported for fiscal 1994, which included non-recurring items of $18.5 million, or $1.01 per share, associated with the acquisitions of Chronologic Simulation and Sunrise Test Systems, Inc. Full year 1995 revenues were $121.0 million, reflecting a 2 percent increase from the $118.6 million reported in 1994.

For the fourth quarter of 1995, net income was $3.8 million, or $0.22 per share, before the non-recurring item, versus the $95,000, or $0.01 per share, recorded in the fourth quarter of 1994. After including the non-recurring item in the fourth quarter of 1995, the net loss was $2.3 million, or $0.13 per share. Revenues were $32.5 million in the fourth quarter of 1995, a 3 percent increase over the $31.6 million for the same period of the previous year.

Viewlogic also announced today that Will Herman has been appointed president and chief operating officer of the Company. Mr. Herman will be responsible for all day-to-day operations. Alain Hanover will continue to direct the Company as chief executive officer and chairman of the board.

"I am pleased that Will has taken on the additional responsibility. Since coming back to Viewlogic last March, Will has proven that he is well-suited to lead our growth efforts," said Alain Hanover. "As one of the original founders of the company, and as an active participant in a broad array of EDA efforts, Will has an in-depth knowledge of EDA technology, the industry and, in particular, Viewlogic's strengths."

"We spent 1995 rebuilding and refocusing," said Will Herman. "We strengthened our management team and the effectiveness of our distribution channels. We are looking to these improvements, as well as our investments in technology during the last year, for growth in 1996. Most importantly, we remain focused on our customers, as evidenced by the growth of our service revenue which increased over 40 percent from the prior year."

Viewlogic Systems, Inc. is a worldwide supplier of electronic design automation software. The company's design tools enable electrical engineers to design state-of-the-art electronic products more efficiently, while reducing both development costs and time to market. The company offers software for both UNIX- and Windows-based computing platforms, along with a broad range of support services. Viewlogic is the first Computer Aided Engineering (CAE) software company in the U.S. to achieve registration to ISO 9001, the most comprehensive of the ISO quality standards. For more company information, the Internet home page address for Viewlogic is http://www.viewlogic.com. Viewlogic press releases are also available through Business Wire's News on Demand fax service by calling 800/448-8533.

Two consolidated statements of operations, as reported and excluding non-recurring items, and balance sheet are attached.

                        VIEWLOGIC SYSTEMS, INC.                Consolidated Statements of Operations                         (Includes Silerity)                 (In thousands, except per share data) 

                        Quarter Ended    Twelve Months Ended                         December 31,        December 31,                         (Unaudited)         (Unaudited)                       1995       1994     1995       1994 

 Revenue:    Software         $20,313    $22,916   $76,941    $87,270    Services and     other            12,141      8,719    44,019     31,310 

      Total revenue   32,454     31,635   120,960    118,580 

 Costs and expenses:    Cost of software   2,506      3,634    10,887      9,681    Cost of services     and other         2,804      2,587    11,102      9,348    Selling and     marketing        14,455     17,582    55,021     56,226    Research and     development       5,120      5,719    22,644     20,255    Purchased research     and development   6,023(c)             6,023(c)  15,377(b)    General and     administrative    2,368      2,281     9,049     10,572(a) 

 Total operating  expenses            33,276     31,803   114,726    121,459 

 Income (loss) from  operations            (822)      (168)    6,234     (2,879) 

 Other income            863        310     1,955      1,490 

 Income (loss) before  income taxes            41        142     8,189     (1,389) Provision for income  taxes                2,302         47     5,328      4,928 

 Net income (loss)   ($2,261)       $95    $2,861    ($6,317) 

 Income (loss) per common share:     Net income      (loss)          ($0.13)(c)  $0.01     $0.17(c)  ($0.36)(a)(b) 

 Weighted average number  of common and common  equivalent shares  outstanding         17,336     17,476    17,249     17,391 

     (a) Includes in first quarter 1994 non-recurring charges of $3,100 pre-tax and $2,232 after-tax (or $0.13 per share) related to merger with Chronologic including legal, accounting, and investment banking fees and costs associated with combining the operations of previously separate companies and instituting efficiencies. 

     (b) Third quarter 1994 non-recurring charges of $15,377 pre-tax (or $0.88 per share) related to the purchase of Sunrise. 

     (c) Fourth quarter 1995 non-recurring charges of $6,023 pre-tax (or $.35 per share) related to the purchase of Silerity. 

 -0- 

                           VIEWLOGIC SYSTEMS, INC.                  Consolidated Statements of Operations                            (Includes Silerity)                    (In thousands, except per share data) 

                      EXCLUDES NON-RECURRING CHARGES 

                       Quarter Ended      Twelve Months Ended                        December 31,          December 31,                        (Unaudited)           (Unaudited)                      1995       1994      1995        1994 

 Revenue:    Software         $20,313   $22,916    $76,941    $87,270    Services and     other            12,141     8,719     44,019     31,310 

      Total revenue   32,454    31,635    120,960    118,580 

 Costs and expenses:    Cost of software   2,506     3,634     10,887      9,681    Cost of services     and other         2,804     2,587     11,102      9,348    Selling and     marketing        14,455    17,582     55,021     56,226    Research and     development       5,120     5,719     22,644     20,255    General and     administrative    2,368     2,281      9,049      7,472 

 Total operating  expenses            27,253    31,803    108,703    102,982 

 Income (loss) from  operations           5,201      (168)    12,257     15,598 

 Other income            863       310      1,955      1,490 

 Income before income  taxes                6,064       142     14,212     17,088  Provision for income   taxes               2,302        47      5,328      5,796 

 Net income           $3,762       $95     $8,884    $11,292 

 Income per common share:     Net income        $0.22     $0.01      $0.52      $0.65 

 Weighted average number  of common and common  equivalent shares  outstanding         17,336    17,476     17,249     17,391 

 -0- 

                      VIEWLOGIC SYSTEMS, INC.                    Consolidated Balance Sheets                          (In thousands) 

                                   December 31,      December 31,                                      1995               1994 

 ASSETS Current assets:  Cash and equivalents              57,768             54,151  Accounts receivable, net          29,054             29,736  Prepaid expenses and other         5,816              8,093 

   Total current assets             92,638             91,980 

 Marketable securities - non-current 3,619              1,066 

 Property and equipment             29,542             24,160 Less accumulated depreciation      17,503             12,908 

    Property and equipment - net    12,039             11,252 

 Other assets                       10,687             11,859 

    Total                          118,983            116,157 

 LIABILITIES & STOCKHOLDERS' EQUITY Current liabilities:  Current portion of capital leases     77                253  Accounts payable                   2,926              3,337  Accrued expenses and taxes        12,946             19,570  Notes payable to Silerity   shareholders                      2,805  Deferred revenue                  17,447             16,518 

   Total current liabilities        36,201             39,678 

 Deferred income taxes               5,453              3,994 Capital lease obligations              38                133 

 Stockholders' equity:  Common stock, $.01 par value         167                167  Additional paid-in capital        66,531             67,980  Retained earnings                  7,138              4,277  Unrealized holding gains (losses)   on investments                    3,537                (69)  Cumulative translation adjustment    (82)                (3) 

   Total stockholders' equity       77,291             72,352 

    Total                         $118,983           $116,157 

CONTACT: Ron Benanto

Viewlogic Systems Inc.

(508) 480-0881