Byline: By danny hakim section: Section B; Column 0; Metropolitan Desk; Pg. 1 Length

URL: http://www.nytimes.com
SUBJECT: FOSSIL FUEL POWER PLANTS (90%); POWER PLANTS (90%); ELECTRIC POWER PLANTS (90%); SOLAR ENERGY (90%); TALKS & MEETINGS (89%); NATURAL GAS & ELECTRIC UTILITIES (89%); UTILITIES INDUSTRY (89%); ELECTRIC POWER INDUSTRY (89%); CLEAN COAL TECHNOLOGY (89%); COAL FIRED PLANTS (88%); COAL INDUSTRY (87%); SCIENCE NEWS (86%); CLIMATOLOGY (86%); EMISSIONS (77%); ENERGY & ENVIRONMENT (77%); RENEWABLE ENERGY (77%); GLOBAL WARMING (75%); ENVIRONMENTALISM (72%); COAL MINING (69%); CLIMATE CHANGE (68%); SCIENCE & TECHNOLOGY (68%); ENVIRONMENT & NATURAL RESOURCES (61%)
COMPANY: DUKE ENERGY CORP (85%)
ORGANIZATION: WORLD ECONOMIC FORUM (57%)
TICKER: DUK (NYSE) (85%)
INDUSTRY: SIC4911 ELECTRIC SERVICES (85%)
PERSON: JAMES E ROGERS (94%)
GEOGRAPHIC: NEW YORK, NY, USA (51%) NEW YORK, USA (51%) UNITED STATES (79%)
LOAD-DATE: June 22, 2008
LANGUAGE: ENGLISH
GRAPHIC: PHOTOS: THE INVISIBLE HAND ON THE SCALES: In a cap-and-trade system, the government caps the amount of carbon dioxide that energy companies can emit. Then it distributes a new kind of currency -- carbon allowances -- that each firm must possess to be allowed to release their CO2. If Utility A figures out how to reduce its emissions faster than required -- by using cleaner fuels, say, or investing in meliorative technologies -- it can trade (sell) its unused allowances to Utility B. The cap is lowered regularly, and because market forces reward those that make the biggest cuts, the system should produce a race to see whose carbon footprint can shrink the fastest. (PHOTOGRAPHS BY PETER HAPAK

JOHN FOXX/GETTY IMAGES)

DRAWINGS (DRAWINGS BY GEOFF MCFETRIDGE).
PUBLICATION-TYPE: Newspaper

Copyright 2008 The New York Times Company

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The New York Times
June 22, 2008 Sunday

Late Edition - Final

Brooklyn for Sale
BYLINE: By JAKE MOONEY
SECTION: Section CY; Column 0; The City Weekly Desk; DISPATCHES; Pg. 1
LENGTH: 698 words
THERE was a time, decades ago, when Steve Hindy's friends couldn't believe what he and his partner wanted to call their new business. Brooklyn Brewery? Why, people wondered, would you name a beer after that place?

Mr. Hindy can laugh about it now, and he did, on Wednesday morning, in a conference room at the Brooklyn Public Library's business library. At nearly the same moment that, a couple of miles away in Red Hook, the brand-new Ikea Brooklyn was opening, amid a fanfare of free couches and excited shoppers, Mr. Hindy was facing an assemblage of his own. An overflow crowd was up early to hear him lead a panel discussion called ''The Branding of Brooklyn.''

This was no place for hand-wringing about a marketing of the borough's image that can, at times, seem relentless. It was a how-to. Mr. Hindy shared the stage with Lexy Funk, president of the Brooklyn Industries clothing line, and Darrin Siegfried, owner of Brooklyn Wine. The talk came a few days after news emerged that Starbucks had named a drink for the borough (though that, it turned out, was not exactly true), and some people in the audience, with their own business dreams, were wondering how they might carve out a little piece of Brooklyn's name for themselves.

The name has, so far, been a powerhouse. Carolyn Greer, who works in the borough president's office, said she had been swarmed by teenagers at a trade show in Japan. ''They said, 'Bedford ... Avenue,' '' Ms. Greer said. '' 'Williams ... burg.' ''

Mr. Siegfried said he had been told in England that the word ''Brooklyn'' conjured images of the loyal sidekick in old movies, not the leading man but the pal who had his back. Mr. Hindy said his beer was being shipped in tankers to Copenhagen and Stockholm, and was even sold in Alabama. Brooklyn Industries is opening a store in Chicago.

''We sell beer in Chicago, and Chicago people are not too enamored of New York,'' Mr. Hindy said. ''They really have, almost as bad as Boston, this inferiority complex about New York. But for some reason, they don't blame Brooklyn.''

The word ''Brooklyn'' was repeated so many times on this morning that it began to sound strange. After still more repetition it almost seemed, to ears unaccustomed to morning marketing talk, to be on the verge of losing its meaning.

On a table in the back of the conference room sat a bottle of Brooklyn Petro hot sauce, produced by a Texan who lives in the borough. One audience member, a native Virginian, was the owner of Brooklyn Fudge. Is there, the panel wondered, a limit to how far the Brooklyn name can stretch?

''I would caution people that people love Brooklyn,'' said Ms. Greer, ''and if you make something and put 'Brooklyn' on it, you'd better be ready to represent it in the right way, because they're going to call you out.''

Moreover, Mr. Hindy noted that Brooklyn, as a long-established place name, could not be trademarked. That leaves entrepreneurs with Brooklyn in their brand names with little to protect except their logos. And protect them they must: Mr. Hindy is involved in a lawsuit against a Williamsburg supermarket with a similar logo -- a ''B'' ringed by concentric circles -- and he said the legal action had already cost his company $25,000.

One company that is not venturing into Brooklyn branding after all, it turns out, is Starbucks. This month, The Brooklyn Paper reported that the coffee chain had named a drink for the borough -- a vanilla Frappuccino with caramel -- but Bridget Baker, a spokeswoman for the Seattle-based company, said on Wednesday that it was all a misunderstanding.

The drink name was the brainchild of a local store manager, she said, not company policy. ''It's not an initiative, it's not a new program, it's not a new product, and it's very much limited to that neighborhood,'' Ms. Baker said.

Nevertheless, a customer who ordered a ''Brooklyn'' at a Court Street Starbucks after the branding panel soon received a vanilla and caramel Frappuccino, cold and sweet. But the Brooklyn buzz ended there. Asked whether the drink was available all over the city, the woman behind the register shook her head.

''It's not even really called that,'' she said.

URL: http://www.nytimes.com
SUBJECT: ALCOHOLIC BEVERAGES (89%); BREWERIES (77%); CITY GOVERNMENT (73%); TRADE SHOWS (71%); LIBRARIES (71%); BRANDING (70%); PUBLIC LIBRARIES (76%); ACTORS & ACTRESSES (72%)
GEOGRAPHIC: NEW YORK, NY, USA (94%) NEW YORK, USA (94%); VIRGINIA, USA (75%); ALABAMA, USA (52%) UNITED STATES (94%); JAPAN (75%); ENGLAND (56%); UNITED KINGDOM (56%)
LOAD-DATE: June 22, 2008
LANGUAGE: ENGLISH
GRAPHIC: PHOTOS (PHOTOGRAPH BY ROBERT STOLARIK FOR THE NEW YORK TIMES)
PUBLICATION-TYPE: Newspaper

Copyright 2008 The New York Times Company

651 of 1231 DOCUMENTS

The New York Times
June 22, 2008 Sunday

Late Edition - Final

A Close Look at All Those Fees
BYLINE: By BOB TEDESCHI
SECTION: Section RE; Column 0; Real Estate Desk; MORTGAGES; Pg. 6
LENGTH: 592 words
BORROWERS lucky enough to secure a mortgage in the current lending environment have a good amount of leverage when negotiating fees with brokers, who are increasingly starved for business.

The problem is, many people have little idea what constitutes normal closing costs for their loans. In fact, relatively few borrowers even know the important factors that determine their mortgage interest rates.

A recent survey, done by the Center for Economic and Entrepreneurial Literacy, a Washington-based research center, asked 1,000 people in April to choose the four most relevant factors in obtaining a mortgage. Nearly 70 percent did not identify their credit score, which chiefly determines the borrower's loan eligibility and interest rate.

It is little wonder, then, that borrowers often cannot navigate the more complex world of closing costs, which involve paying an array of fees to the loan's originator, appraisers and those who vouch for the legitimacy of the title, among others. ''You'll absolutely find that if people don't have the economic education background they need, they'll end up paying more for a mortgage,'' said Tim Miller, a spokesman for the Center for Economic and Entrepreneurial Literacy.

Another recent study put that notion into dollars and cents. That study, by the Urban Institute, also based in Washington, found that borrowers living in an area full of college-educated homeowners paid about $1,100 less in mortgage fees than those in areas where few people attended college. The study noted racial differences as well: on average, African-American borrowers paid $415 more for their loans than white counterparts did, while Latinos paid $365 more.

Among borrowers who work directly with a lender, there are many ways to minimize closing-cost fees. First, mortgage professionals said, it helps to understand which of the more than 20 fees associated with mortgages can be negotiated.

Aside from the lender or broker's commission, sometimes called a processing fee, there are third party fees for services performed by independent appraisers and title searchers. Typically, the borrower does not hire such parties directly but uses specialists recommended by the lender or mortgage broker. Still, the lender or broker should be able to discuss why a particular service provider was recommended and how competitive the fees are.

Closing costs, which generally total 2 to 5 percent of the purchase price, also include taxes, interest charges and other fees that the loan officer or broker has almost no control over.

Borrowers should watch interest charges closely, though, to be sure that the charge is only for the period between the closing date and the first of the month.

Last, borrowers must pay a settlement company or in some states, like Connecticut and New York, a real estate lawyer. Normally, this would be a flat fee, negotiated in advance, although the fee could rise, depending on the complexity of the closing process.

Borrowers can probably make their lives easier by doing business with members of the Upfront Mortgage Brokers Association. They are brokers who promise to state in advance their fees, as well as most third-party-fees, excluding items like interest and escrow expenses.

Jack Guttentag, author of ''The Mortgage Encyclopedia,'' added that borrowers can review all closing costs on the HUD-1 Settlement Statement. ''Although borrowers have the right to review the HUD-1 statement one day before closing,'' Mr. Guttentag said, ''they must know enough to ask for it, and few do.''

URL: http://www.nytimes.com
SUBJECT: REAL ESTATE (90%); MORTGAGE LOANS (90%); LOAN BROKERS (89%); TITLE ABSTRACT & SETTLEMENT SERVICES (89%); MORTGAGE BROKERS (79%); INTEREST RATES (78%); ECONOMIC NEWS (78%); HOMEOWNERS (78%); MORTGAGE RATES (78%); MORTGAGE BANKING & FINANCE (78%); ENTREPRENEURSHIP (77%); RESEARCH REPORTS (76%); COMMISSION PAY (73%); REAL PROPERTY LAW (73%); POLLS & SURVEYS (72%); RESEARCH INSTITUTES (71%); AFRICAN AMERICANS (69%)
ORGANIZATION: URBAN INSTITUTE (55%)
GEOGRAPHIC: CONNECTICUT, USA (79%); NEW YORK, USA (79%) UNITED STATES (79%)
LOAD-DATE: June 22, 2008
LANGUAGE: ENGLISH
GRAPHIC: CHART: INDEX FOR ADJUSTABLE RATE MORTGAGES: 1-year Treasury rate: Rates on most adjustable mortgages are set 2 or 3 percentage points above this index.(Source: HSH Associates)

Chart details 15 and 30 Year Fixed Rate within line graph.

PUBLICATION-TYPE: Newspaper

Copyright 2008 The New York Times Company

652 of 1231 DOCUMENTS

The New York Times
June 22, 2008 Sunday

Late Edition - Final

Eleanor and Francis
BYLINE: By SARAH KERR.

Sarah Kerr writes on culture and books for a variety of publications.

SECTION: Section BR; Column 0; Book Review Desk; Pg. 12
LENGTH: 1068 words
NOTES ON A LIFE

By Eleanor Coppola.

290 pp. Nan A. Talese/Doubleday. $25.

In the early 1970s, newly flush with earnings from ''The Godfather,'' the director Francis Ford Coppola and his wife, Eleanor -- an artist, shy on the surface but not to be underestimated -- went house-hunting in Napa Valley. They wanted a place outside of chilly San Francisco where their three kids could play. Also, Francis hoped to grow grapes, maybe make a little wine. On a lark, the real estate agent took them to see a grand old estate that was up for sale. The huge Victorian house had an octagonal lookout tower; there was a perfect oak tree, and the surrounding vineyards dated back nearly a century. ''It looked like a movie set! We were enthralled.'' Thus writes Eleanor in these winning and quietly provocative if, by definition, highly selective notebook musings on her life and marriage.

Eleanor Coppola has already chronicled the great creative earthquake in her four-plus decades of marriage to Francis. Not only did she keep (and later publish) a vivid diary during the shooting of ''Apocalypse Now,'' but at her husband's request she taught herself to use a 16-millimeter camera and filmed the cast and crew at work in the Philippines, battling through a typhoon, Martin Sheen's heart attack and a script with no ending -- not to mention budget overruns that led to the leveraging of their Napa paradise. In 1991, her footage became the basis of the acclaimed documentary ''Hearts of Darkness.'' Coppola is an observer, and her method here has changed less than you might expect. But a life is no easy thing to pull into focus. What's in the past has vanished, though it continues to flicker nervously inside our heads. ''My thoughts are skipping back and forth as if my life is on a videotape in my mind that pauses randomly here and there,'' she writes at one point. Her observations unfurl in the form of entries that are dated but, when necessary, disarranged from their strict chronological order. She tends to think in shortish scenes, which might be quick character sketches of people she has known, wry self-inquiries into feelings that she's hidden from herself, old memories revisited or a description of something she saw this morning.

She gives us bits of biography, but unpredictably, as they fit her themes. We can be more prosaic about it: She was raised in a small California cottage by a depressed mother, widowed when Eleanor was 10. In 1963, after working as assistant to the art director of a Roger Corman production in Ireland, she became pregnant by the young director, Francis. He was an iconoclast, already trying to figure out how to keep his creativity out of Hollywood's clutches. Yet he and Eleanor shared a surprisingly quite traditional idea of the wife's role in a marriage. The couple had two more children. The youngest of the three, the now famous writer-director Sofia, was born while her father was shooting ''The Godfather.''

In sync with her generation, Eleanor Coppola seems to have been touched by a spiritual phase that her kids later tease her about -- though as with much in this book, we string together larger surmises from clues. We see hints of longing, too, for feminist self-discovery, and glimpses of a milieu that challenged it. (''In those days when a man won an Oscar, a miniature Oscar was given to his wife to wear on a chain around her neck.'') In a running theme, Coppola depicts herself as torn between impulses, often correcting course back and forth between two poles. She loves and longs to protect her family, but regrets not pursuing her own art more consistently. Nor is she above envy, restlessness, guilt and the irritable desire to be alone. In this, her life might not sound so different from yours or mine. But she has known tragedy: in the spring of 1986, her 22-year-old son, Gio, died in a boating accident. In tribute to that defining loss, the early entries focus on the eerily promising ''before'' when he was still around; she had just turned 50, and with great relief was repairing a rift between herself and her son. Virtually everything that follows, whether it concerns Gio or not, is understood to belong to a terribly altered ''after.''

And what of her husband? Coppola alludes to the near falling apart of their partnership at one point, but mostly we see him in the tidal work-rhythm of the life they have established together and seem inclined to continue. He's in the kitchen pounding walnuts. He's out in public, fawned over and pressured by strangers. He's insensitively indifferent to Eleanor's art when she discusses it, but moved when he sees the work. He's jazzed by an artistic breakthrough that may bear no relation to the film he ends up releasing. He's preoccupied on location, while Eleanor goes about the ritual caretaker drudgery of setting up their quarters in a nearby apartment.

On this last point, it's not necessary to feel sorry for her. Fabulous real estate plays a lead role in these recollections. The Coppolas are always remodeling or moving in or out of a temporary place. Another of Eleanor's warring impulses is her preference in life for Zen simplicity, which makes her long to lose the burden of so many possessions. But then she does like to shop -- on one trip for no fewer than ''10 days straight'' -- with a special yen for textiles. Their winery now a big business, Eleanor accompanies Francis as he begins scouting for sites in which to expand the small chain of eco-boutique hotels they started in the '90s. A secret businesswoman even emerges from within, as she goes to a store in San Francisco's Chinatown to buy items she can mark up for resale at their Belize resorts.

Continuing her role as the occasional family documentarian, Eleanor flies to Tokyo to observe Sofia on her second film, ''Lost in Translation'' -- a project true to her daughter's point of view, she tells us, delighting in her conviction that ''a man would never have made'' it. Emotionally, Eleanor seems to achieve a kind of serenity in the later part of this book. We're pleased for her, though we may find ourselves a bit distracted by the Coppola project we realize we've slowly watched coming into being. It was decades in the making, and Eleanor was co-director. A family of artist-entrepreneurs, shrewdly international in outlook yet so very American -- it's almost like something in a movie.

URL: http://www.nytimes.com
SUBJECT: BOOK REVIEWS (90%); ARTISTS & PERFORMERS (77%); FILM (77%); ART & ARTISTS (77%); DOCUMENTARY FILMS (77%); BIOGRAPHICAL LITERATURE (73%); PROFILES & BIOGRAPHIES (72%); MOVIE INDUSTRY (72%); GRAPE VINEYARDS (70%); INVESTIGATIONS (66%); REAL ESTATE AGENTS (55%)
PERSON: FRANCIS FORD COPPOLA (92%)
GEOGRAPHIC: SAN FRANCISCO, CA, USA (90%) CALIFORNIA, USA (90%) UNITED STATES (90%); BELIZE (74%); PHILIPPINES (69%)
TITLE: Notes on a Life (Book)>
LOAD-DATE: June 22, 2008
LANGUAGE: ENGLISH
GRAPHIC: Photo: Eleanor and Francis Ford Coppola at their jungle lodge in Belize. (PHOTOGRAPH BY ACEY HARPER/TIME & LIFE PICTURES -- GETTY IMAGES)
DOCUMENT-TYPE: Review
PUBLICATION-TYPE: Newspaper

Copyright 2008 The New York Times Company

653 of 1231 DOCUMENTS

The New York Times
June 22, 2008 Sunday

Late Edition - Final

Mary Dailey Pattee, Paul Desmarais
SECTION: Section ST; Column 0; Society Desk; Pg. 14
LENGTH: 250 words
Mary Dailey Pattee, a daughter of Dailey Jones Pattee and Gordon B. Pattee of New York, was married on Saturday evening to Paul Guy Desmarais III, a son of Helene Blouin Desmarais and Mr. Desmarais Jr. of Montreal. The Rev. Andrew C. Mead performed the ceremony at St. Thomas Episcopal Church Fifth Avenue in New York.

Mrs. Desmarais, 27, is a candidate for a doctoral degree in art history at Yale. She graduated from Stanford and has a master's degree in art history from Williams College. She is a chairwoman of the young leadership group of the Wildlife Conservation Society.

Her father is the chief executive of the Map Capital Corporation, money managers in New York, and a trustee of NewYork-Presbyterian Hospital and of the New York City Ballet. Her mother is a psychotherapist in the day treatment program operated by the psychiatry department at Columbia University, a vice chairwoman of the Wildlife Conservation Society and a trustee of Teachers College at Columbia.

Mr. Desmarais, 26, is an associate at Goldman Sachs; he analyzes industrial companies. He graduated from Harvard.

His mother is the president and chief executive of the Centre d'Entreprises et d'Innovation, an incubator of entrepreneurial talent in Montreal, and the chairwoman of the board of the business school of the University of Montreal. His father is the chairman and a chief executive of the Power Corporation of Canada, a holding company in Montreal for financial services, newspapers and other businesses.
URL: http://www.nytimes.com
SUBJECT: HOLDING COMPANIES (90%); CHRISTIANS & CHRISTIANITY (85%); HISTORY (76%); ART HISTORY (76%); EDUCATION (76%); UNIVERSITY ADMINISTRATION (75%); BANKING & FINANCE (74%); ENTREPRENEURSHIP (74%); BALLET (72%); PSYCHIATRY (68%); PSYCHOLOGY (68%); ELECTRIC POWER INDUSTRY (67%); BUSINESS EDUCATION (75%)
COMPANY: POWER CORP OF CANADA (58%); GOLDMAN SACHS GROUP INC (55%)
ORGANIZATION: COLUMBIA UNIVERSITY (83%)
TICKER: POW (TSX) (58%); GS (NYSE) (55%)
INDUSTRY: NAICS523930 INVESTMENT ADVICE (55%); NAICS523920 PORTFOLIO MANAGEMENT (55%); NAICS523110 INVESTMENT BANKING & SECURITIES DEALING (55%); SIC6289 SERVICES ALLIED WITH THE EXCHANGE OF SECURITIES OR COMMODITIES, NEC (55%); SIC6282 INVESTMENT ADVICE (55%); SIC6211 SECURITY BROKERS, DEALERS, & FLOTATION COMPANIES (55%)
GEOGRAPHIC: MONTREAL, PQ, CANADA (90%); NEW YORK, NY, USA (79%) NEW YORK, USA (95%); QUEBEC, CANADA (90%) UNITED STATES (95%); CANADA (92%)
LOAD-DATE: June 22, 2008
LANGUAGE: ENGLISH
GRAPHIC: PHOTO (PHOTOGRAPH BY JULIE SKARRATT)
PUBLICATION-TYPE: Newspaper

Copyright 2008 The New York Times Company

654 of 1231 DOCUMENTS

The New York Times
June 22, 2008 Sunday

Late Edition - Final

Becoming the Boss
BYLINE: By TINA KELLEY
SECTION: Section CT; Column 0; Connecticut Weekly Desk; Pg. 1
LENGTH: 1898 words
FOR many female entrepreneurs, necessity is the mother of their venture. Take Carla Schneider, 40, of Orange, whose product, the WubbaNub, a silicon pacifier with a small stuffed animal attached, has been used in neonatal intensive care units and by mothers of fussy babies around the country.

Ms. Schneider invented it during the first family vacation that she and her husband, Bret, took with their son, also Bret, now 9. Three months old at the time, Bret would sleep only with a pacifier in his mouth, but it kept falling out.

''He was a very colicky baby, and that pacifier was something that was golden to me,'' Ms. Schneider recalled. So she sewed it onto a stuffed animal that Bret liked to cling to, and it stayed put.

''I got stopped on the street numerous times for a couple months after that, so I basically kind of took the ball and ran with it,'' said Ms. Schneider, a former special education teacher who followed in the entrepreneurial footsteps of her mother, who runs a nonprofit agency.

For women who want flexible hours, autonomy, and the chance to profit from ideas their corporate bosses often overlook, nap time is very much over.

The New York metropolitan area has more than a half million businesses owned by women, employing 533,437 people. These businesses have brought in $93 million in receipts this year, according to the Center for Women's Business Research, in Washington.

For years, women have been twice as likely as men to start their own businesses. And even though the current economic downturn has made credit even harder to come by for small-business owners, particularly women, since 2002 there has been an 8.9 percent increase in the number of businesses owned by women, a 2.3 percent increase in employees of companies owned by women, and a 16.6 percent increase in receipts at such companies, according to the women's business research center.

Ms. Schneider, who works out of her home, named her product the WubbaNub, after her favorite stuffed dog from childhood. After selling enough WubbaNubs wholesale (they retail for $11.95) her eight-year-old company, which also makes Wubbie baby blankets, is now profitable.

''Last year we tripled our revenue, so we are in the six figures, over half a million at this point and climbing,'' said Ms. Schneider, who has five part-time employees.

She says she enjoys being in charge of her own time.

''I'm working late at night, but I can go to the children's play or their doctor's appointment,'' said Ms. Schneider, who also has a daughter, Alaina, 4. ''I don't have the stress of finding someone to watch the baby.''

For 10 years Lisa Krizner-George had worked as a draper, making costumes for Broadway shows like ''Wicked,'' ''Hairspray'' and ''Oklahoma!'' She took sketches from designers and turned fantasies into fabric. But becoming a designer herself would have required an extra degree and starting over in the kind of company where she worked.

''It was something I'd always dreamed of,'' said Ms. Krizner-George, 42. ''I really wanted to get back into designing.''

So Vanilla Pink was born, in January 2007, six months after her son, Graeme.

Ms. Krizner-George works in a studio in her garage in Bloomfield, N.J., designing custom bridal dresses and evening wear, first fashioning them in muslin, then with real fabric, allowing for several fittings and revisions at the customer's request.

She enjoys being up to her elbows in duchess satin, silk gazar or chiffon, on her own terms, even though her business is not yet profitable. ''I like being in charge of my days, and where I want to take my business, and not having to ask for time off or anything like that,'' she said. ''With a child at home, it's so great.''

Then again, she said: ''The worst is when I'm right in the thick of working on an idea for a dress and then I hear the cry on the baby monitor. Nap time is over!''

Nationally, more women-owned businesses resemble Ms. Krizner-George's than Ms. Schneider's in scale. According to 2002 census figures, nearly half of companies owned by women have less than $10,000 in annual revenues, compared with one-third of all privately held businesses. But several organizations are trying to address that discrepancy by helping women expand their businesses.

Soon after Stacey Smith and Linda Shapiro, friends on Long Island, had their first babies, they found that their frequent discussions revolved more around what they needed for their start-up businesses than for their little, start-up humans. (Ms. Smith had begun creating handmade invitations, and Ms. Shapiro was selling children's clothing and accessories.)

In 2005, they started what became the Hybrid Mom Consulting and Media Group, a service that uses the professional talents of women like themselves to help mompreneurs, as some call them, start new businesses. Their specialists work flexible hours, helping start-ups with Web site development, marketing and public relations.

''I don't have to go work for a corporate environment, with its very rigid time format, where I'm not being able to be home when I'm needed to be, for my kids,'' said Ms. Smith, who is based in St. James and has a son, 6, and a daughter, 3. The business made $350,000 last year, Ms. Smith said.

As Ms. Smith helps other women share their expertise and enjoy the same flexibility she does, she can also speak frankly about the realities of entrepreneurship.

''A lot of sacrifice goes into it,'' she said. ''The laundry, when it's done, is not folded immediately, and gets very, very wrinkly. Dinner is not necessarily gourmet. You get one-pan wonders and call it a day.''

While many others end work at regular hours, many entrepreneurs don't have that luxury. ''Five p.m. is the end of the day? What, are you kidding me?'' Ms. Smith said. ''Five o'clock is my lunch hour.'' She takes time off to have dinner and to put her children to bed, then goes back to working.

On a national level, a nonprofit provider of online business loans for women called Count Me In for Women's Economic Independence sponsors a competition for entrepreneurs who are women and who want to reach the $1 million annual revenue mark. Count Me In wants one million women to reach that goal by 2010.

In the contest, known as Make Mine a Million $ Business, finalists prepare a three-minute pitch, for an audience of budding entrepreneurs and a panel of judges, in hopes of winning coaching, help with raising capital and networking activities.

In the recent competition in Newark on June 3, Count Me In's founder and chief executive, Nell Merlino, 55, paused to talk about how it can be hard for women to raise capital in the current market.

''I think there's a correction going on,'' said Ms. Merlino, who said that 650 used to be considered a decent credit score, but that banks now want 750. ''Companies got so comfortable with the subprime situation, but I think now they're looking much more carefully at credit scores.

''Resources are always precious, but in this climate even more so,'' said Ms. Merlino, who worked with the Ms. Foundation to popularize ''Take Our Daughters to Work Day.''

One of the day's winners, Robin Wilson, 38, of A Blue Egg Corporation, a design company in Manhattan, has found this to be all too true. ''I was told by a bank that had we come in seven months ago we would have been fine,'' Ms. Wilson said. ''That was about two weeks ago.''

And Julie R. Weeks, 50, president of Womenable, a consulting firm in Empire, Mich., focusing on female entrepreneurs, said the difficulty of securing money particularly hits women-owned businesses that are established and hoping to expand.

''The money is not so scarce for those who are starting their businesses, but it's more so for growth capital,'' she said.

But Ms. Merlino is not discouraged about the availability of capital. People who have great ideas and well-developed business plans are generally not being turned down for money, she said.

The day after the conference, when many of the winners were networking, Elizabeth Perelstein, president of a business called School Choice International, was helping her 20-year-old son, David, move from a dorm to a house. ''He has a 103-degree fever,'' she said. ''It's O.K. to take a day off and help them when they're sick.''

A former deputy principal at a public grade school in Armonk and a former education board member in Rye Neck, Ms. Perelstein, 52, started her business 10 years ago, soon after her family relocated to London. She had enrolled her two children at the American school there, but noticed a need for someone local to counsel expatriates about how to choose a school.

Her business, now based in White Plains, has grown to include boarding-school searches and the development of a high school in Manhattan for British expatriates. It employs 90 consultants in 50 locations, including India and China. She won a Make Mine a Million contest in 2006.

''It was pivotal for me,'' she said, explaining how she learned the value of looking regularly at her financial statements, from a woman she met through the program, a plumber turned consultant.

''For a lot of women, it's very awkward for us to think about money, to talk about money, to act as though we are motivated by money,'' said Ms. Perelstein, who anticipates revenue of $1.8 million this year.

Maureen Borzacchiello, chief executive of Creative Display Solutions, which makes displays for trade shows, ''off-ramped,'' as she says, from a corporate job in that industry about seven years ago.

''I really wanted to take control over my own destiny, and I wanted flexibility and options,'' said Ms. Borzacchiello, 39, of West Hempstead. ''I knew I wanted to start a family at some point in the near future, and I really just decided it was time to create a new path.''

She won a Make Mine a Million award during her company's first year, 2005, reached $1 million in revenue in 2006, and is projecting revenue of $3 million this year.

THE Newark conference included, for the first time, a seminar for the daughters of women who are entrepreneurs. (There appears to be a genetic marker for starting a business.) Lindsey Pollak, 33, a New York City author who specializes in career advice and women's issues was the speaker at the Make My Daughters a Million seminar. She recalled having her own business card when she was 9 and helping with her mother's decorative egg and jewelry business.

In introducing herself, one person attending, Melissa Longman, 13, of Frenchtown, N.J., said she and her best friend had a five-year-old beading business with ''revenues of $350 so far, I think.'' Melissa, who a had a business card and said she kept the e-mail addresses of all her customers, attended the event with her mother, Chrysanthe Longman, 43, who works at a graphics company in Hillsborough, N.J.

Ms. Merlino said that while most entrepreneurs in the program start their businesses after they have had their children, younger women, especially daughters of entrepreneurs, can benefit from learning business skills early.

''We wanted to tell them, when they're thinking about what they'll be studying in high school and college, to know about the steps to take to start their own businesses, instead of going to work for somebody,'' Ms. Merlino said. ''Many wish they'd started their businesses sooner.''