February 2013 M&A and Investment Summary
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Weekly Wireless Report November 10, 2017
Week Ending: Weekly Wireless Report November 10, 2017 03, 2017 This Week’s Stories Inside This Issue: T-Mobile-Sprint Merger Would Not Have Created Value- D.Telekom CEO This Week’s Stories November 7, 2017 T-Mobile-Sprint Merger Would Not Have Created Value- Deutsche Telekom ended talks on a merger between its T-Mobile US business and Sprint Corp D.Telekom CEO because it would not have created value, CEO Tim Hoettges told staff after the deal collapsed at the Intel Inks Multiyear Deal To weekend. Become Exclusive Virtual Reality Provider For Turner's NBA Hoettges said he flew 50,000 km in seven days to try to save the deal, meeting Masayoshi Son, head Coverage of Sprint owner Softbank Corp, at his private home in Tokyo only for the two sides to decide against a deal. Disturbing Videos Reportedly Showed Up On YouTube Kids “In the end, it is always about creating value for shareholders. Our impression was that this did not work out,” Hoettges wrote in a blog post to staff that was seen by Reuters. Products & Services Microsoft Word's New 'Resume The deal would have created a business with 130 million customers - a close third behind AT&T and Assistant' Uses LinkedIn To Make Verizon. Your Resume Better Alone, T-Mobile has 70.7 million customers and although it has added more than a million subscribers T-Mobile Can Keep Nest Secure for 18 quarters in a row it will take a long time to close the gap. Online If Your WiFi Fails T-Mobile has invested more than $40 billion in the last six years to scale up its operations, but Apple Finally Releases Its Venmo without Sprint’s spectrum portfolio faces further spending as U.S. -
Woodside Priory Teacher Hits the Books in Africa
September 24, 2008 ■ News of local people and events in the community. SECTION 2 A LSO INSIDE C ALENDAR 30 |R EAL ESTATE 33 |C LASSIFIEDS 40 Woodside Priory teacher hits the books in Africa Traveling to Kenya to start a girls’ school called a deeply motivating experience By Bob Bessin and of the family unit, is n my role as physics teacher at Woodside the greatest. Priory School, I have thought a lot about I am now part of a Iteaching a universe of children; not only group of teachers, started my students at the Priory. I and other teach- by Jason, from across the ers across the Bay Area are devoting ourselves Bay Area that organized to the aim of creating the first free girls’ sec- to create the Daraja Acad- ondary school in emy. We have already Kenya, the Daraja obtained an existing cam- About the author: Academy. pus in Kenya and are Bob Bessin of Los Altos has been teach- Through other working hard to begin ing physics for the last Priory teach- instruction in January. five years at Wood- ers, I met Jason Daraja means “bridge” side Priory School in Doherty, a teach- in Swahili and this school Portola Valley. Prior er in Vallejo and is about building bridg- to teaching, he was founder of the es. As one of the first an executive for high- Daraja Academy. free (including room and technology companies Jason was so pas- board) secondary schools Bob Bessin of the Woodside Priory greets primary school students at a school for squatters families in Kenya. -
Critical Elements for New Energy Technologies
Critical Elements for New Energy Technologies PANEL ON PUBLIC AFFAIRS An MIT Energy Initiative Workshop Report April 29, 2010 Critical Elements for New Energy Technologies PANEL ON PUBLIC AFFAIRS An MIT Energy Initiative Workshop Report April 29, 2010 Massachusetts Institute of Technology MIT Energy Workshop on Critical Elements for New Energy Technologies | April 29, 2010 PREFACE About the Workshop on Critical Elements for New Energy Technologies On April 29th, 2010, the Massachusetts Institute of Technology’s Energy Initiative (MITEI), together with the American Physical Society’s (APS) Panel on Public Affairs (POPA) and the Materials Research Society (MRS), co-sponsored a Workshop on Critical Elements for New Energy Technologies that took place at MITEI’s headquarters at MIT. The possibility that important new technologies for the generation, transmission, storage, or use of energy might be constrained by limitations on the availability of certain elements has only recently attracted signifi cant atten- tion. The purpose of the APS/MRS/MITEI workshop was to bring together experts in the diverse areas that bear on this novel issue and to try to determine the context, scope, complexity, and fi nally, the seriousness of the problem. The workshop also served as the kickoff for an APS/MRS study of energy-critical elements that will attempt to draw conclusions and recommend policy on this subject. This report summarizes the presentations and discussions that took place at the workshop. The core of the report is a rapporteur’s overview of the information presented by keynote speakers and the participants’ comments and points of view as they emerged in extensive discussion sessions. -
Mobile Smart Fundamentals Mma Members Edition June 2014
MOBILE SMART FUNDAMENTALS MMA MEMBERS EDITION JUNE 2014 messaging . advertising . apps . mcommerce www.mmaglobal.com NEW YORK • LONDON • SINGAPORE • SÃO PAULO MOBILE MARKETING ASSOCIATION JUNE 2014 REPORT The Global Board Given our continuous march toward providing marketers the tools they need to successfully leverage mobile, it’s tempting to give you another week-by-week update on our DRUMBEAT. But, as busy as that’s been, I’d like to focus my introduction for this month’s Mobile Smart Fundamentals on the recent announcement we made regarding our Global Board. Our May 6th announcement that we would be welcoming the first CMO in the MMA’s history to take up the position of Global Chairperson was significant for many reasons, not least of which is the incredible insight and leadership that John Costello brings to the role. This was also one of our first steps to truly aligning the MMA to a new marketer-first mission. Subsequently, on June 25th, we were pleased to announce the introduction, re-election and continuation of committed leaders to the MMA’s Global Board (read full press release here). But perhaps most significantly of all, we welcomed a number of new Brand marketers and that list of Brands on the Global Board now includes The Coca-Cola Company, Colgate-Palmolive, Dunkin’ Brands, General Motors, Mondelez International, Procter & Gamble, Unilever, Visa and Walmart. http://www.mmaglobal.com/about/board-of-directors/global To put this into context, the board now comprises 80% CEOs and Top 100 Marketers vs. three years ago where only 19% of the board comprised CEOs and a single marketer, with the majority being mid-level managers. -
Staffing Industry M&A Landscape
INDUSTRY INSIGHTS Staffing Industry M&A Landscape Winter 2021 Staffing Industry M&A Landscape – Winter 2021 Highlights B Y T H E NUMBERS U.S. staffing industry M&A activity continued to be impacted by the COVID-19 pandemic, as 115 staffing industry M&A transactions were completed by 96 unique buyers in 2020. This was a 20% decrease from the 143 transactions completed in 2019. 2020 began with a continuance of the strong M&A activity seen over the past five years; however, 115 U.S. staffing industry M&A many potential staffing transactions have now been transactions were reported in delayed. 115 2020. Diminished financial performance during the pandemic (not lower valuation multiples) has created an imbalanced staffing M&A market with more prospective buyers than active sellers in some professional staffing segments. On 96 unique buyers completed a staffing company acquisition in the buyer side, interest in the sector remains high with an 96 2020. ample number of well-financed acquirers. On the sell side, the reduced number of businesses actively seeking to sell is largely valuation related because earnings (EBITDA) for many are temporarily down. Of the 115 transactions announced Strategic buyers accounted for 85% of the staffing industry 21 in 2020, only 21 were acquired by acquisitions in 2020, with private equity funds (financial publicly traded staffing companies. buyers) investing in new platform acquisitions accounting for the other 15% of transactions. Private equity acquired 17 new platform staffing 82% of the staffing transactions investments in 2020. This follows the 65 new platform announced in 2020 were investments in the staffing industry made by private equity 82% completed by privately held from 2017-2019. -
Sectorwatch: BPO December 2019 BPO December 2019 Sector Dashboard [4]
Sectorwatch: BPO December 2019 BPO December 2019 Sector Dashboard [4] Public Basket Performance [5] Operational Metrics [7] Valuation Comparison [10] Recent Deals [13] Appendix [15] 7 Mile Advisors appreciates the opportunity to present this confidential information to the Company. This document is meant to be delivered only in conjunction with a verbal presentation, and is not authorized for distribution. Please see the Confidentiality Notice & Disclaimer at the end of the document. All data cited in this document was believed to be accurate at the time of authorship and came from publicly available sources. Neither 7 Mile Advisors nor 7M Securities make warranties or representations as to the accuracy or completeness of third-party data contained herein. This document should be treated as confidential and for the use of the intended recipient only. Please notify 7 Mile Advisors if it was distributed in error. 2 Overview 7MA provides Investment Banking & Advisory Services to the Business Services and Technology Industries globally. We advise on M&A and private capital transactions, and provide market assessments and benchmarking. As a close knit team with a long history together and a laser focus on our target markets, we help our clients sell their companies, raise capital, grow through acquisitions, and evaluate new markets. We publish our sectorwatch, a review of M&A and operational trends in the industries we focus. Dashboard Valuation Comparison • Summary metrics on the sector • Graphical, detailed comparison of valuation • Commentary on market momentum by multiples for the public basket comparing the most recent 12-month performance against the last 3-year averages. -
Human Capital Insight
INVESTMENT BANKING AUGUST 2021 IN THIS ISSUE HUMAN CAPITAL INSIGHT HCM Introduction 2 Human Capital Market Update 4 MERGERS AND ACQUISITIONS, PUBLIC AND PRIVATE FINANCINGS About Us 21 & FINANCIAL ADVISORY SERVICES For Institutional Use Only HUMAN CAPITAL INSIGHT AUGUST 2021 Premier HCM Investment Banking Team CHIP KELSO JON STEELE ZACH SAYERS Managing Director Group Co-Head Vice President [email protected] [email protected] [email protected] +1.404.312.0786 +1.617.519.7114 +1.678.464.8335 EXPERIENCE EXPERIENCE EXPERIENCE EDUCATION EDUCATION EDUCATION PHILIP STEIN EMANUEL BISCHOFBERGER Managing Director, Director, Raymond James Europe Raymond James Europe [email protected] [email protected] +49.89.23.23.77.50 +49.89.23.23.77.47 EXPERIENCE EXPERIENCE EDUCATION EDUCATION RAYMOND JAMES INVESTMENT BANKING 2 HUMAN CAPITAL INSIGHT AUGUST 2021 Representative Transactions Private Equity Transactions Strategic Buyer Transactions August 2021 June 2021 July 2021 March 2021 April 2021 April 2021 December 2020 July 2020 Payroll February 2021 January 2021 April 2020 September 2019 September 2020 June 2020 February 2019 June 2018 February 2020 October 2019 June 2018 October 2017 August 2019 September 2019 October 2017 June 2017 HUMAN CAPITAL INSIGHT HUMAN CAPITAL MARKET UPDATE HUMAN CAPITAL INSIGHT AUGUST 2021 Human Capital Market Update Trading Multiples as of 8/31/2021 TEV / 2021E Revenue TEV / 2021E EBITDA P/E 2021E 22.9x 40x 36.8x 9x 24x 7.7x 35x 8x 18.9x 6.7x 20x 7x 30x 27.1x 24.6x -
IDC Marketscape Names Accenture a Digital Strategy Leader | Accenture
IDC MarketScape IDC MarketScape: Worldwide Digital Strategy Consulting Services 2021 Vendor Assessment Douglas Hayward IDC MARKETSCAPE FIGURE FIGURE 1 IDC MarketScape Worldwide Digital Strategy Consulting Services Vendor Assessment Source: IDC, 2021 June 2021, IDC #US46766521 Please see the Appendix for detailed methodology, market definition, and scoring criteria. IDC OPINION This study represents the vendor assessment model called IDC MarketScape. This research is a quantitative and qualitative assessment of the characteristics that explain a vendor's current and future success in the digital strategy consulting services marketplace. This study assesses the capabilities and business strategies of 13 prominent digital strategy consulting services vendors. This evaluation is based on a comprehensive framework and a set of parameters expected to be most conducive to success in providing digital strategy consultancy. A significant component of this evaluation is the inclusion of digital strategy consulting buyers' perception of both the key characteristics and the capabilities of these providers. This client input was provided primarily from the vendors' clients, supplemented with a worldwide survey. Key findings include: . Consultancies are getting the basics right. Reference clients that IDC spoke with were impressed by the quality of the people from the leading digital strategy consultancies. On average, reference clients gave consultancies highest scores for people quality, action orientation, and client-specific insight. This indicates that digital strategy consultancies are getting the basics right — they are recruiting smart and empathetic people and are training and developing them well, they are getting to know their clients inside out, and they are producing very useful advice as a result. Clients want to be challenged more than ever by their digital strategy consultants. -
Global 3D Sensors Market Analysis November 2018
Global 3D Sensors Market Analysis November 2018 Strategic assessment of a high growth market Growing popularity of 3D-enabled devices will drive the future market growth. www.gmranalytics.com Table of Contents Executive Summary Market Analysis Highly dynamic environment Macroeconomic change affecting major applications Microeconomic landscape Market evolution Market growth drivers, market dynamics and trends Growing regulatory intervention worldwide Technologies transitioning and outlook Creating value through sustainable strategies The new frontiers of growth Industry Analysis Evolution of business models Profitability analysis Value chain mapping: Growth and value creation Megatrends and their impact Fixing the supply chain Upstream and Downstream business opportunities Effective pricing strategies Key implications and strategic recommendations for the organization leaders Technologies transitioning and outlook www.gmranalytics.com Deep dive on the global 3D sensors market 1. Market analysis by product category 1.1. Accelerometers 1.1.1. 3-axis 1.1.2. Others 1.2. Biometric sensors 1.3. Flex / Force 1.4. Gyros 1.4.1. 3-axis 1.4.2. Others 1.5. IMU 1.6. Infrared sensors 1.7. Light sensors/ Image sensors 1.8. Proximity sensors 1.9. Radiation sensors 1.10. Sound sensors 1.11. Pressure sensors 1.12. Level sensors 1.13. Load cells 1.14. Magnetic sensors 1.15. Optical sensors 1.16. Position & displacement sensors 1.17. Tachometers 1.18. Ultrasonic sensors 1.19. Multi-meters 1.20. Torque sensors 1.21. Acoustic sensors 1.22. Motion sensors 1.23. Speed sensors 1.24. Radar sensors 1.25. Others 2. Technology market analysis 2.1. Capacitive sensors 2.2. -
A to Z of Scottish Business Pledge Companies As of 04 November 2020
A to Z of Scottish Business Pledge Companies as of 04 November 2020 20/20 Business Insight 20/20 Productions Europe Limited 29studios 2i Limited 3x1 Group 4c Engineering 4CornerNetworks 4net Technologies Ltd 5pm.co.uk 7N Architects 91BC Property Services Limited 999 Design ACS Clothing Adarma Limited Administrate Ltd Advanced Microwave Technologies Ltd Advice Direct Scotland Advocacy Highland Agenor AGL Vehicle Solutions Limited Air Monitors Ltd Air Service Training (Engineering) Ltd Ajenta Akari Solutions Limited Alan White Designs Ltd Alba Heat and Power Albion Environmental Ltd Alex M Adamson LLP ALMIS International Alpha Marketing Scotland Ltd AM Bid Amiqus Resolution Anderson Anderson & Brown LLP Anderson Strathern LLP Anglian Water Business (National) Ltd Annodata Ltd Antibody Analytics Limited Anytime Leisure Ltd APS Group (Scotland) Limited Aquatera arbnco Arcadis Ardagh Glass Limited Arfon Consulting Ltd Armadilla Ltd Arranshand Business Development Services Limited Arteus (formely 422.tv Media Limited) Arup Asbestos Building Surveys Ltd. Ashbrook Research & Consultancy Ltd Ashurst Aspen Solutions Ltd aTen Therapeutics Limited ATL Turbine Services Atos Auchrannie Leisure Ltd Autosave Components Avaloq Innovation Ltd Avision Young Aviva AVQ Management Ltd Avtek Scotland Ltd Badenoch & Clark Baldy Bane Theatre Company Barclay's Bank Barr + Wray Limited Barr Environmental Ltd Barr Printers Ltd Barrier Networks BBD Creative BCF Technology Ltd B-DACS Ltd Beauty Kitchen UK Ltd Be-IT Resourcing Ltd Bell Decorating Group Limited Bellrock -
Company Name
COMPANY NAME 130 Executive Search Carlos Jordán de Urríes Gasset 1st Executive Gary Noble 1st Executive James Tucker 360 Search Jennifer Malone 361 Search Lynda Barnes 3C - Career Consulting Company Berend Haber 3C - Career Consulting Company Helmuth Merkel 3C - Career Consulting Company Michael Kaack 3C - Career Consulting Company Wolf Brückmann 3C - Career Consulting Company Rudolf Schlett 3C - Career Consulting Company Andreas Guthmann 4Talents GmbH Thomas Kühnlenz 9ine Consulting Mark Orchison 9ine Consulting Simon Thomas A&ES Christophe Lageos Abbott Executive Search Siobhan Tautkus Absolut PersonalManagement Manuela Mesic Absolut PersonalManagement Sibylle Arhold Absolut PersonalManagement Alexandra Kampka Absolute Consulting Greg Mckague Academic Search International Brune Tavell Academic Search International Marcus Kleine accessio Solutions Sneha Kundalia ACCETIS INTERNATIONAL Patrick Craps ACRWORLD 'International Search John Green ACRWORLD 'International Search Paul Ellis Actea Executive Search Carmela Losada Goya Actencia Olivier Klein Actencia Bertrand de Prémonville ACTIONALIS Pierre-Louis Malphettes Active-consulting GmbH Giuseppe P. Iuorno ACTUALISE Search & Selection Nicolas LADOUCETTE Acumen International Nikolai Ganzha ACZENTA International GmbH William Dapreda Addison Fowle Holly Addison Addison Fowle Jo Fowle Addison Group Jay Houston Addison Group Phil Gaddis Addison Group Kelly Gorham Addison Group Ed Kavanagh AdMark Asia Group Andy Lai Adrem Group Malcolm Scott adva consult - HR engineering Eric Croisy adva consult -
Mergers in the Digital Economy
2020/01 DP Axel Gautier and Joe Lamesch Mergers in the digital economy CORE Voie du Roman Pays 34, L1.03.01 B-1348 Louvain-la-Neuve Tel (32 10) 47 43 04 Email: [email protected] https://uclouvain.be/en/research-institutes/ lidam/core/discussion-papers.html Mergers in the Digital Economy∗ Axel Gautier y& Joe Lamesch z January 13, 2020 Abstract Over the period 2015-2017, the five giant technologically leading firms, Google, Amazon, Facebook, Amazon and Microsoft (GAFAM) acquired 175 companies, from small start-ups to billion dollar deals. By investigating this intense M&A, this paper ambitions a better understanding of the Big Five's strategies. To do so, we identify 6 different user groups gravitating around these multi-sided companies along with each company's most important market segments. We then track their mergers and acquisitions and match them with the segments. This exercise shows that these five firms use M&A activity mostly to strengthen their core market segments but rarely to expand their activities into new ones. Furthermore, most of the acquired products are shut down post acquisition, which suggests that GAFAM mainly acquire firm’s assets (functionality, technology, talent or IP) to integrate them in their ecosystem rather than the products and users themselves. For these tech giants, therefore, acquisition appears to be a substitute for in-house R&D. Finally, from our check for possible "killer acquisitions", it appears that just a single one in our sample could potentially be qualified as such. Keywords: Mergers, GAFAM, platform, digital markets, competition policy, killer acquisition JEL Codes: D43, K21, L40, L86, G34 ∗The authors would like to thank M.