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OSB Representative Participant List by Industry
OSB Representative Participant List by Industry Aerospace • KAWASAKI • VOLVO • CATERPILLAR • ADVANCED COATING • KEDDEG COMPANY • XI'AN AIRCRAFT INDUSTRY • CHINA FAW GROUP TECHNOLOGIES GROUP • KOREAN AIRLINES • CHINA INTERNATIONAL Agriculture • AIRBUS MARINE CONTAINERS • L3 COMMUNICATIONS • AIRCELLE • AGRICOLA FORNACE • CHRYSLER • LOCKHEED MARTIN • ALLIANT TECHSYSTEMS • CARGILL • COMMERCIAL VEHICLE • M7 AEROSPACE GROUP • AVICHINA • E. RITTER & COMPANY • • MESSIER-BUGATTI- CONTINENTAL AIRLINES • BAE SYSTEMS • EXOPLAST DOWTY • CONTINENTAL • BE AEROSPACE • MITSUBISHI HEAVY • JOHN DEERE AUTOMOTIVE INDUSTRIES • • BELL HELICOPTER • MAUI PINEAPPLE CONTINENTAL • NASA COMPANY AUTOMOTIVE SYSTEMS • BOMBARDIER • • NGC INTEGRATED • USDA COOPER-STANDARD • CAE SYSTEMS AUTOMOTIVE Automotive • • CORNING • CESSNA AIRCRAFT NORTHROP GRUMMAN • AGCO • COMPANY • PRECISION CASTPARTS COSMA INDUSTRIAL DO • COBHAM CORP. • ALLIED SPECIALTY BRASIL • VEHICLES • CRP INDUSTRIES • COMAC RAYTHEON • AMSTED INDUSTRIES • • CUMMINS • DANAHER RAYTHEON E-SYSTEMS • ANHUI JIANGHUAI • • DAF TRUCKS • DASSAULT AVIATION RAYTHEON MISSLE AUTOMOBILE SYSTEMS COMPANY • • ARVINMERITOR DAIHATSU MOTOR • EATON • RAYTHEON NCS • • ASHOK LEYLAND DAIMLER • EMBRAER • RAYTHEON RMS • • ATC LOGISTICS & DALPHI METAL ESPANA • EUROPEAN AERONAUTIC • ROLLS-ROYCE DEFENCE AND SPACE ELECTRONICS • DANA HOLDING COMPANY • ROTORCRAFT • AUDI CORPORATION • FINMECCANICA ENTERPRISES • • AUTOZONE DANA INDÚSTRIAS • SAAB • FLIR SYSTEMS • • BAE SYSTEMS DELPHI • SMITH'S DETECTION • FUJI • • BECK/ARNLEY DENSO CORPORATION -
The 2007 (Summer)
LAWDRAGONLAWDRAGON 500 500LEADING DEALMAKERS IN AMERICA w B Y K ATRINA D EWEY e fter a second-year summer stint review with Manufacturers Hanover financ- at Paul, Weiss, Rifkind, Wharton ings. Within a year, he was on the team han- & Garrison in 1979, Robert Spatt dling Seagrams’ multi-billion dollar hostile A was ready to take the New York bids for St. Joe Minerals Corp. and then for law scene by storm. Conoco against DuPont. Beware the bite of First, though, there was the matter of rent the M&A bug. to pay on an overpriced New York apart- A few more years and Spatt, as an associate ment. He and his high school sweetheart, representing the financial advisor, was part of Lisa, had married before his third year at watershed deals in M&A’s early history, Michigan Law School, and after graduation including the Texaco battle with Pennzoil to had leased a small three-room apartment buy Getty Oil and the Allied/Bendix/Martin opposite Lincoln Center. Marietta “Pac-Man” deal. Small space, killer view. The first billion-dollar leveraged buyout? His classmates took the summer off to Kohlberg Kravis Roberts & Co.’s 1984 acqui- study for the bar exam, and maybe climb sition of Wometco, a diversified company the Alps, while Rob and Lisa took a week to whose holdings included cable operations move from Ann Arbor, Mich., to New York. and other media. At birth, Spatt’s son Mark The next Monday, Spatt reported to work was given an infant t-shirt, ‘Wometco Kid,’ at Simpson Thacher & Bartlett, juggling bar commemorating his father’s Lamaze lapses. -
Tengelmann Delivers Solid Results
The international marketing magazine for fresh produce buyers in Europe By Steven Maxwell Thursday 2nd September 2010, 15:44 GMT Tengelmann delivers solid results German group benefits from strong performance of domestic businesses, but says US subsidiary is �under pressure� erman grocery retail group economic crisis. However, the group said that the US retail G Tengelmann has reported a 2.6 per sector remained “constantly under cent increase in turnover for its With a workforce of 20,959 employed at pressure” as a result of the global economic 2009 financial year compared with the 660 branches, the supermarkets operated crisis, underlining recent press reports that same period a year before, in spite of what by the group’s Kaiser’s Tengelmann division A&P plans to close 25 stores as part of a it described as recession-related “pressure” managed to equal their previous year’s plan aimed at restoring profitability to the in several of its markets. results, generating sales of €2.58bn. business. The group, which operates a network of However, Mr Haub admitted that Tengelmann continues to hold a 15 per cent 4,519 stores in 16 European countries as well Tengelmann had “not yet overcome” stake in discounter Netto after selling its as the US, recorded sales totaling €11.34bn challenges in the business, adding that the Plus subsidiary to the company in 2009, for the year, which its managing partner, sale of branches in the Rhine-Main region while it is currently awaiting approval from Karl-Erivan Haub, said reflected a growth in was “part of an extensive project to restore authorities in Romania and Bulgaria for the sales and profits. -
As Filed with the Securities and Exchange Commission on June 11, 1998
AS FILED WITH THE SECURITIES AND EXCHANGE COMMISSION ON JUNE 11, 1998 REGISTRATION NO. 333-48309 - ------------------------------------------------------------------------------- - ------------------------------------------------------------------------------- SECURITIES AND EXCHANGE COMMISSION WASHINGTON D.C. 20549 ---------------- AMENDMENT NO. 4 TO FORM S-1 REGISTRATION STATEMENT UNDER THE SECURITIES ACT OF 1933 ---------------- EURONET SERVICES INC. (EXACT NAME OF REGISTRANT AS SPECIFIED IN ITS CHARTER) DELAWARE 6099 74-2806888 (State or Other Jurisdiction of Incorporation or Organization) (Primary Standard Industrial Classification Code Number) (I.R.S. Employer Identification No.) ---------------- HORVAT U. 14-24 1027 BUDAPEST HUNGARY 011-361-224-1000 (ADDRESS AND TELEPHONE NUMBER OF REGISTRANT'S PRINCIPAL EXECUTIVE OFFICES) CT CORPORATION SYSTEM 1633 BROADWAY NEW YORK, NEW YORK 10019 (212) 664-7666 (NAME, ADDRESS AND TELEPHONE NUMBER OF AGENT FOR SERVICE) ---------------- COPIES TO: ARNOLD R. WESTERMAN, ESQ. JAMES M. BARTOS, ESQ. ARENT FOX KINTNER PLOTKIN & KAHN, PLLC SHEARMAN & STERLING 1050 CONNECTICUT AVENUE, N.W. 199 BISHOPSGATE WASHINGTON, D.C. 20036 LONDON EC2M 3TY ENGLAND ---------------- APPROXIMATE DATE OF COMMENCEMENT OF PROPOSED SALE TO THE PUBLIC: As soon as practicable after the effective date of this Registration Statement. If any of the securities being registered on this form are to be offered on a delayed or continuous basis pursuant to Rule 415 under the Securities Act of 1933, please check the following box. [_] -
Magazine Template
Saint Joseph’s University, Summer 2010 Achieving a First: SJU’s Personal Connections to Professor and Students Doneene Damon ‘89 Rebuilding Haiti Feed the Hungry FROM THE PRESIDENT A little more than five years ago, Saint Joseph’s University embarked on Plan 2010: The Path to Preeminence, an ambitious strategic plan that would enable us to be recognized as the Northeast’s preeminent Catholic comprehensive university. Now, with so many of Plan 2010’s initiatives accomplished, we look forward to the coming decade from a position of academic and financial strength. Our academic position has been affirmed by the tremendous achievements of our talented faculty and students. U.S. News & World Report recently ranked the Erivan K. Haub School of Business Executive MBA program 20th in the nation. Additionally, over the past two years, four graduating seniors in the College of Arts and Sciences were awarded Fulbright English Teaching Assistantships, among other prestigious scholarships. There is also wonderful news about graduates enrolled in the Jesuit Volunteer Corps (JVC). Saint Joseph’s tied with Gonzaga University for having the highest number of alumni participants in the JVC. I am immensely proud that 16 alumni have committed to one year of living and working for others. Our successes do not mean that we will rest on our laurels, however. Saint Joseph’s is blessed with a robust planning culture, and after more than a year of intensive data gathering and planning, a framework for Plan 2020: Gateway to the Future has crystallized. The bold steps we take as we continue to expand our goals will focus on Plan 2020’s five initiatives: academic distinction and a transformative student experience; mission and diversity; global and community engagement; alumni involvement; and financial health. -
Distribution
The Single ÆTii/rAzet Review SUBSERIES II: IMPACT ON SERVICES Volvime A: Distribution The Single AíarJcet Revie%v IMPACT ON SERVICES DISTRIBUTION The Single Market Review series Subseries I — Impact on manufacturing Volume: 1 Food, drink and tobacco processing machinery 2 Pharmaceutical products 3 Textiles and clothing 4 Construction site equipment 5 Chemicals 6 Motor vehicles 7 Processed foodstuffs 8 Telecommunications equipment Subseries II — Impact on services Volume: 1 Insurance 2 Air transport 3 Credit institutions and banking 4 Distribution 5 Road freight transport 6 Telecommunications: liberalized services 7 Advertising 8 Audio-visual services and production 9 Single information market 10 Single energy market 11 Transport networks Subseries III —Dismantling of barriers Volume: 1 Technical barriers to trade 2 Public procurement 3 Customs and fiscal formalities at frontiers 4 Industrial property rights 5 Capital market liberalization 6 Currency management costs Subseries IV — Impact on trade and investment Volume: 1 Foreign direct investment 2 Trade patterns inside the single market 3 Trade creation and trade diversion 4 External access to European markets Subseries V — Impact on competition and scale effects Volume: 1 Price competition and price convergence 2 Intangible investments 3 Competition issues 4 Economies of scale Subseries VI —Aggregate and regional impact Volume: 1 Regional growth and convergence 2 The cases of Greece, Spain, Ireland and Portugal 3 Trade, labour and capital flows: the less developed regions 4 Employment, trade and labour costs in manufacturing 5 Aggregate results of the single market programme Results of the business survey EUROPEAN COMMISSION The S ingle ¿kícir/cet Review MPACT ON SERVICES DISTRIBUTION The Single /Harteet Review SUBSERIES II: VOLUME 4 OFFICE FOR OFFICIAL PUBLICATIONS OF THE EUROPEAN COMMUNITIES This report is part of a series of 39 studies commissioned from independent consultants in the context of a major review of the Single Market. -
Global Powers of Retailing 2021 Contents
Global Powers of Retailing 2021 Contents Top 250 quick statistics 4 Global economic outlook 5 Top 10 highlights 8 Impact of COVID-19 on leading global retailers 13 Global Powers of Retailing Top 250 17 Geographic analysis 25 Product sector analysis 32 New entrants 36 Fastest 50 38 Study methodology and data sources 43 Endnotes 47 Contacts 49 Acknowledgments 49 Welcome to the 24th edition of Global Powers of Retailing. The report identifies the 250 largest retailers around the world based on publicly available data for FY2019 (fiscal years ended through 30 June 2020), and analyzes their performance across geographies and product sectors. It also provides a global economic outlook, looks at the 50 fastest-growing retailers, and highlights new entrants to the Top 250. Top 250 quick statistics, FY2019 Minimum retail US$4.85 US$19.4 revenue required to be trillion billion among Top 250 Aggregate Average size US$4.0 retail revenue of Top 250 of Top 250 (retail revenue) billion 5-year retail Composite 4.4% revenue growth net profit margin 4.3% Composite (CAGR Composite year-over-year retail FY2014-2019) 3.1% return on assets revenue growth 5.0% Top 250 retailers with foreign 22.2% 11.1 operations Share of Top 250 Average number aggregate retail revenue of countries where 64.8% from foreign companies have operations retail operations Source: Deloitte Touche Tohmatsu Limited. Global Powers of Retailing 2021. Analysis of financial performance and operations for fiscal years ended through 30 June 2020 using company annual reports, press releases, Supermarket News, Forbes America’s largest private companies and other sources. -
Post Pesach Supermarket Shopping Tzvi H Haber 5775-2015 Edition
Post Pesach Supermarket Shopping Tzvi H Haber 5775-2015 Edition There is much ado every year as to where one can shop immediately following Pesach, how long the restrictions apply for and to what products. I hope this is found to be enlightening. My goal is not to issue a halachic decision wiith this article, rather to present the fact on the ground. For a final psak please consult your Rav, who may appreciate you bringing some of these facts to his attention. In order to properly understand the halachic implications we must first elucidate the basic supermarket structure. The general chain supermarket model is as follows: Manufacturer → Distributor → Supermarket Warehouse → Individual Supermarket In terms of Halacha, Chametz that was owned by a Jew on Pesach is forbidden. ‘Chametz’, for the purpose of this exercise, is a product that contains a kezayis (1.1 fluid ounces) of Chametz and more than 1/60th of the final cooked product is Chametz. Therefore, if any company in the chain is owned by a Jew, and owned the Chametz on Pesach, it would be forbidden to eat after Pesach. Publicly held companies that have a partial Jewish ownership are the subject of Rabbinic dispute, but the commonly accepted view is that of the Zecher Yitzchak (8) that although significant minority shareholders are required to sell their Chametz shares before Pesach it does not render the Chametz forbidden after Pesach. (How to define significant is a conversation unto itself and beyond the scope of this article). Now the facts: Manufacturers Manufacturers obviously vary from product to product but almost all products found in the average supermarket are manufactured by publicly held companies. -
Post Pesach Supermarket Shopping
Post Pesach Supermarket Shopping There is much ado every year as to where one can shop immediately following Pesach, how long the restrictions apply for and to what products. I hope this is found to be enlightening. In order to properly understand the halachic implications we must first elucidate the basic supermarket structure. The general chain supermarket model is as follows: Manufacturer → Distributor → Supermarket Warehouse → Individual Supermarket In terms of Halacha, Chametz that was owned by a Jew on Pesach is forbidden. ‘Chametz’, for the purpose of this exercise is a product with either a kezayis (1.1 fluid ounces) of Chametz or more than 1/60th of the final cooked product is Chametz. Therefore, if any company in the chain is owned by a Jew, and owned the Chametz on Pesach, it would be forbidden to eat on Pesach. Publicly held companies that have a partial Jewish ownership are the subject of Rabbinic dispute, but the commonly accepted view is that of the Zecher Yitzchak (8) that although minority shareholders are required to sell their Chametzdike shares before Pesach it does not render the Chametz forbidden after Pesach. Now the facts: Manufacturers obviously vary from product to product but almost all products found in the average supermarket are manufactured by publicly held companies. Distributors buy tremendous amounts of food from the Manufacturers and then distribute to the national chains. C&S Wholesale Grocers is a wholesale distributor of food and grocery store items. With headquarters in Keene, New Hampshire, C&S is the twelfth largest privately held company in the United States, as listed in 2008 by Forbes. -
Annual Information Form of Metro Inc
ANNUAL INFORMATION FORM OF METRO INC. Financial year ended September 29, 2018 December 13, 2018 Table of contents FORWARD-LOOKING INFORMATION 1 1. INCORPORATION 1 1.1. INCORPORATION OF THE ISSUER 1 1.2. INTERCORPORATE RELATIONSHIPS 2 2. GENERAL DEVELOPMENT OF THE BUSINESS OVER THE PAST THREE YEARS 2 3. DESCRIPTION OF THE BUSINESS 6 3.1. BUSINESS OF THE CORPORATION 6 3.2. PRODUCTS, BRANDS AND SERVICES 9 3.3. BANNER SERVICES 10 3.4. HUMAN RESOURCES 10 3.5. INTELLECTUAL PROPERTY 11 3.6. COMPETITIVE ENVIRONMENT 11 3.7. SEASONALITY 11 3.8. RESEARCH AND DEVELOPMENT 11 3.9. SOCIAL AND ENVIRONMENTAL POLICIES 12 3.10. REGULATIONS 13 3.11. LOAN OPERATIONS 13 3.12. RISK FACTORS 13 4. DIVIDENDS 14 5. SHARE CAPITAL STRUCTURE 14 6. MARKET FOR SECURITIES 14 6.1. TRADING PRICE AND VOLUME 14 6.2. CREDIT RATINGS AND DEBTS 14 6.3. PRIOR SALES 17 7. ESCROWED SECURITIES AND SECURITIES SUBJECT TO CONTRACTUAL RESTRICTION ON TRANSFER 17 8. DIRECTORS AND OFFICERS 18 8.1. NAME, OCCUPATION AND SECURITY HOLDING 18 8.2. CEASE TRADE ORDERS, BANKRUPTCIES, PENALTIES OR SANCTIONS 20 8.3. CONFLICT OF INTEREST 21 9. LEGAL PROCEEDINGS 21 10. PERSONS WITH AN INTEREST IN MATERIAL TRANSACTIONS 22 11. TRANSFER AGENT AND REGISTRAR 22 12. MATERIAL CONTRACTS 22 13. INTEREST OF EXPERTS 22 13.1. NAME OF EXPERTS 22 13.2. INTEREST OF THE CORPORATION’S EXTERNAL AUDITORS 22 14. INFORMATION ON THE AUDIT COMMITTEE 22 15. ADDITIONAL INFORMATION 22 SCHEDULE A - INFORMATION ON THE AUDIT COMMITTEE 24 SCHEDULE B - MANDATE OF THE AUDIT COMMITTEE 26 N.B.: All disclosures in this Annual Information Form are as of September 29, 2018 unless otherwise indicated. -
Why Did Wal-Mart Fail in Germany?
IWIM - Institut für Weltwirtschaft und Internationales Management IWIM - Institute for World Economics and International Management Why did Wal-Mart fail in Germany? Andreas Knorr and Andreas Arndt Materialien des Wissenschaftsschwerpunktes „Globalisierung der Weltwirtschaft“ Band 24 Hrsg. von Andreas Knorr, Alfons Lemper, Axel Sell, Karl Wohlmuth Universität Bremen Why did Wal-Mart fail in Germany? Andreas Knorr and Andreas Arndt Andreas Knorr, Alfons Lemper, Axel Sell, Karl Wohlmuth (Hrsg.): Materialien des Wissenschaftsschwerpunktes „Globalisierung der Weltwirtschaft“, Bd. 24, Juni 2003, ISSN 0948-3837 (ehemals: Materialien des Universitätsschwerpunktes „Internationale Wirtschaftsbeziehungen und Internationales Management“) Bezug: IWIM - Institut für Weltwirtschaft und Internationales Management Universität Bremen Fachbereich Wirtschaftswissenschaft Postfach 33 04 40 D- 28334 Bremen Telefon: 04 21 / 2 18 - 34 29 Telefax: 04 21 / 2 18 - 45 50 E-mail: [email protected] Homepage: http://www.iwim.uni-bremen.de Abstract Clearly dominating the US retail market, Wal-Mart expanded into Germany (and Eu- rope) in late 1997. Wal-Mart’s attempt to apply the company’s proven US success for- mula in an unmodified manner to the German market, however, turned out to be nothing short of a fiasco. Upon closer inspection, the circumstances of the company’s failure to establish itself in Germany give reason to believe that it pursued a fundamentally flawed internationalization strategy due to an incredible degree of ignorance of the specific features of the extremely competitive German retail market. Moreover, instead of attracting consumers with an innovative approach to retailing, as it has done in the USA, in Germany the company does not seem to be able to offer customers any com- pelling value proposition in comparison with its local competitors. -
Sitemorse Top 250 Global Retail Websites Q2 2014 June 2014
Sitemorse Top 250 Global Retail Websites Q2 2014 June 2014 Strong performance for Japan and US retailers’ websites among global Top 250 sites Japan-based retailers have consolidated their position at the head of the table of the top performing retail websites, with five names now in the top 25 places of the Top 250 global sites tested exclusively for the World Retail Congress by Sitemorse in Q2. This builds on the four that hit the upper echelon in Q1 for the first time and marks a remarkable improvement in the performance and presence of the country’s retail websites on the world stage. The group consists of: Edion Corporation, up 16 places to fourth spot; Tokyo Corporation, up 41 into ninth spot; Joshin Denki, up one to 13th spot; Uny (Apita), down seven places to 14th spot; and Beisia Group, up six to 16th spot. All these names failed to dislodge the top performer in Q2, Sweden-based ICA, which strengthened its position at the head of the table with its score of 7.74 out of 10 that compares with 7.12 in Q1. It now stands some way ahead of second- placed Grupo Jerónimo Martins that held its place with a score of 6.73. In contrast to these high flyers, the UK has, for the first time since testing of the Global 250 began, no names within the top 25 – although Ireland has SuperValu in a high position having moved up 26 places to 17th spot. This is rather surprising when you consider that the UK is regarded as setting the pace in online commerce.