Portuguese Retailer Tops Table of Best Performing Global Retail Websites in Q1
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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. -
Graham & Doddsville
Graham & Doddsville An investment newsletter from the students of Columbia Business School Inside this issue: Issue XXII Fall 2014 Wally Weitz — Omaha Dinner P. 3 Power of Good Management 5x5x5 Student Value Investing Wally Weitz is the Founder and President of Weitz Fund P. 4 Investment Management, an Omaha-based fund manager with over $5 billion in AUM. Influenced by the value investing Wally Weitz P. 6 philosophy of Benjamin Graham and Warren Buffett, Mr. Weitz started his career as a securities analyst in New York Guy Gottfried P. 14 after earning a BA in Economics from Carleton College in 1970. He then joined Chiles, Heider, & Co. in Omaha, Columbia IIC working there for ten years before starting his own fund in Meeting Ideas P. 22 Wally Weitz (Continued on page 6) Development Capital Partners P. 26 Guy Gottfried — Editors: The Value of Capital Allocation Matt Ford MBA 2015 Guy Gottfried is the Founder and Managing Partner of Rational Investment Group, LP, a Toronto-based investment Peter Pan firm following a concentrated, risk-averse value approach. MBA 2015 Prior to founding Rational, Mr. Gottfried was an analyst at Tom Schweitzer, CFA Fairholme Capital Management. He began his career at MBA 2015 Veritas Investment Research, Canada’s largest independent equity research firm. Mr. Gottfried graduated with a BBA Brendan Dawson with Honors from the Schulich School of Business at York MBA 2016 Guy Gottfried University, where he was a President’s Scholarship recipient. Scott DeBenedett (Continued on page 14) MBA 2016 Michael Herman Development Capital Partners — MBA 2016 The Changing Landscape in Africa Visit us at: Development Capital Partners (DCP) is a New York- www.grahamanddodd.com based investment manager focused exclusively on Afri- www.csima.org can markets. -
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. [_] -
The Mixed Brand and Private Label Strategy – Retailer's Perspective
The Mixed Brand and Private Label Strategy – Retailer’s Perspective illustrated by the Rema1000 case Jesper Kolind (WORK IN PROGRESS) Jesper Kolind is ph.d. student at the University of Southern Denmark, Department of Entrepreneurship and Relationship Management, Engstien 1, 6000 Kolding, Denmark E‐mail: [email protected] Page 1 Abstract In this paper, the terms “Focused” and “Mixed” suppliers / retailers are introduced and presented in an interface model. The general thesis is that suppliers and retailers face similar challenges and difficulties strategically and organizationally when they work with a mixed brand and private label strategy (working with both brands and private label in the same organization). Different models have been used with different results and the success/failure is not only a result of the individual approach but moreover of the co‐operation between the two parties. This paper is limited to the retailers perspective and is covered through a literature review in particular about the reasons for retailers to get involved in private label and illustrated by an explorative case study of the discounter Rema1000. Keywords: Retailers, suppliers, private label, interactions, dyads Introduction The last 10 years, I have been directly involved in selling private label products both in a company dominated by branded sales where private label had low priority but also in a private label dominated company where the priorities were opposite. During this period I have often experienced how difficult it is for the suppliers to balance the strategic focus between brands and private label. Likewise, I have experienced that retailers face the same strategic and organizational difficulties when it comes to a mixed strategy involving both brands and private labels. -
Deloitte Studie
Global Powers of Retailing 2018 Transformative change, reinvigorated commerce Contents Top 250 quick statistics 4 Retail trends: Transformative change, reinvigorated commerce 5 Retailing through the lens of young consumers 8 A retrospective: Then and now 10 Global economic outlook 12 Top 10 highlights 16 Global Powers of Retailing Top 250 18 Geographic analysis 26 Product sector analysis 30 New entrants 33 Fastest 50 34 Study methodology and data sources 39 Endnotes 43 Contacts 47 Global Powers of Retailing identifies the 250 largest retailers around the world based on publicly available data for FY2016 (fiscal years ended through June 2017), and analyzes their performance across geographies and product sectors. It also provides a global economic outlook and looks at the 50 fastest-growing retailers and new entrants to the Top 250. This year’s report will focus on the theme of “Transformative change, reinvigorated commerce”, which looks at the latest retail trends and the future of retailing through the lens of young consumers. To mark this 21st edition, there will be a retrospective which looks at how the Top 250 has changed over the last 15 years. 3 Top 250 quick statistics, FY2016 5 year retail Composite revenue growth US$4.4 net profit margin (Compound annual growth rate CAGR trillion 3.2% from FY2011-2016) Aggregate retail revenue 4.8% of Top 250 Minimum retail Top 250 US$17.6 revenue required to be retailers with foreign billion among Top 250 operations Average size US$3.6 66.8% of Top 250 (retail revenue) billion Composite year-over-year retail 3.3% 22.5% 10 revenue growth Composite Share of Top 250 Average number return on assets aggregate retail revenue of countries with 4.1% from foreign retail operations operations per company Source: Deloitte Touche Tohmatsu Limited. -
Handel We Współczesnej Gospodarce. Nowe Wyzwania
Handel we współczesnej gospodarce. Nowe wyzwania Redaktor naukowy Maria Sławińska Poznań 2016 Monografię wydrukowano na podstawie materiałów dostarczonych przez Autorów w formie gotowej do reprodukcji, bez dokonywania zmian redakcyjnych. Recenzenci: dr hab. Paweł Dobski dr hab. Magdalena Stefańska dr hab. Tomasz Wanat, prof. nadzw. UEP Copyright by Katedra Handlu i Marketingu Uniwersytet Ekonomiczny w Poznaniu Poznań 2016 Projekt okładki: Izabela Jasiczak Druk: UNI-DRUK Wydawnictwo i Drukarnia www.uni-druk.pl 2 Spis treści Wprowadzenie ................................................................................................................... 5 CZĘŚĆ I INNOWACJE W HANDLU DETALICZNYM Wiesław Ciechomski, Robert Romanowski Innowacje technologiczne w sektorze handlu detalicznego ................................................ 9 Urszula Kłosiewicz-Górecka Innowacje w przedsiębiorstwach handlowych – postrzeganie innowacji i motywy działań innowacyjnych ....................................................................................................... 21 Barbara Kucharska Ewolucja formatów jako przejaw innowacyjności przedsiębiorstw handlowych w Polsce ............................................................................................................................... 33 Maria Sławińska Innowacje w handlu detalicznym – aspekty strategiczne .................................................... 48 Tomasz Zawadzki Innowacje technologiczne i marketingowe w tradycyjnych przedsiębiorstwach handlowych na przykładzie stacji paliw -
Q3 2009 Master:New Magazive Layout V4 Copy
Quarter 3 / 2009 insights from global retailers in this issue... Great Atlantic & Pacific Tea Company, Follett, Gordmans, Under Armour, Eldorado, University of Parma, Mahaveer Wines, Sensormatic do Brasil Eletronica Ltda., Terry White Chemists also... Now Asian Retailers Can Achieve Better Inventory Management Welcome to a new edition of In-Store, your gateway to the latest trends, news, and insights in global retail. As the retail cli- mate evolves, so does technology. In today’s tough economic times, more and more retailers are investing in retail solutions that maximize profitability, improve shrink and help them be better positioned for future growth. This issue takes you on a worldwide journey, showcasing some of the world’s leading retailers. Experience first-hand as they share business challenges and successes they have achieved through implementing different in-store electronic security technologies. We greatly value your feedback. If you have comments or ideas for stories you would like featured in future editions, please email us at [email protected]. Stay tuned... there’s plenty more In-Store! 2 The Great Atlantic & Pacific Tea Company Adds Over 400 Stores to a Growing Base of More Than 16,000 Stores Worldwide Currently Monitored by Sensormatic® Analytics to Help Control Shrink and Boost Profits In today’s tough economic times, more solution. According to Don Terreri A&P’s and more retailers are investing in busi- senior director of asset protection, “The ness intelligence to help control shrink Sensormatic Analytics suite helps meet and boost their profits. Recently The Great both our short-term and long-term objec- Atlantic & Pacific Tea Company (A&P), a tives, offering us solutions that can moni- leading U.S. -
Desarrollando La Cadena De Carne Vacuna Uruguaya
RAC 1 DESARROLLANDO LA INIA 2 CADENA DE CARNE VACUNA URUGUAYA INFORME FINAL (1) Royal Agricultural College (Reino Unido) Número de Proyecto: GRP-P89 (2) Instituto Nacional de Investigación Asunto: 1.1 Agropecuaria (Uruguay) Fecha del asunto: 23 de marzo 2005 1 INTRODUCCIÓN to, se consideró que todo intento de identifi- car a la carne vacuna uruguaya con marca, 1.1 Introducción como natural u orgánica, tendría mayores probabilidades de éxito si su venta se reali- El objetivo general de este proyecto es eva- zaba fundamentalmente a través de ellos. luar la existencia de un mercado para la venta Esta parte del estudio analizó la estructura de carne vacuna natural certificada de Uru- de la venta minorista de carne vacuna en guay en la Unión Europea (UE) y el desarrollo Europa, incluyendo la obtención de datos de un plan de acción en ese sentido. La car- básicos sobre la actitud de los vendedores ne vacuna natural es definida como aquella minoristas europeos más importantes en que se obtiene a partir de sistemas de pro- referencia a la venta de carne vacuna natu- ducción menos restrictivos que la mayoría ral uruguaya. de los sistemas de producción europeos y La Fase 3 se concentró en los consumido- estadounidenses pero que no llegan a cali- res. Se realizó una revisión de sus exigencias ficarse como sistemas de producción a través de la constitución de grupos focales 1 orgánicos . INAC ha desarrollado una es- en los países clave para poder conocer su pecificación para la carne vacuna natural, reacción sobre la carne vacuna uruguaya pero el énfasis de este proyecto ha sido natural y orgánica. -
Mayfair Equity Partners' Investment to Serve up International Expansion
Mayfair Equity Partners’ investment to serve up international expansion plan for Promise Gluten Free (London, 24 July 2017): Promise Gluten Free (‘Promise’ or the ‘Company’), a highly innovative bakery which entered the gluten free market in 2012, is delighted to announce that it has sold a majority stake to Mayfair Equity Partners (‘Mayfair’). Promise, based in Donegal, Ireland and founded in 2011, is a group of companies comprising Aran Ard Teoranta (trading as Gallagher’s Bakery) and Cuisine Royale Manufacturing Ltd. Promise has experienced rapid growth domestically in Ireland and internationally in markets including the UK, US and Australia under its retail brands: ‘Promise Gluten Free’ and ‘PureBred Gluten Free’. Promise mixes the best natural ingredients using a unique process to deliver baked goods with unparalleled nutritional value and award-winning taste and texture that is comparable to traditional bread. Promise developed its line of gluten-free baked goods with the belief that people shouldn’t have to compromise on taste and nutrition if they want gluten-free alternatives to traditional bread. The business has won a number of industry awards including Irish Exporters Association Food and Drink Exporter of the Year, multiple Great Taste Awards, Product of the Year in Canada and Australia, and Free From Foods Award (UK). Promise’s products are available across the UK, US and Australia with placements at retailers including Costco, M&S, Tesco, Sainsbury’s, ShopRite, Sobeys, SuperValu, Dunnes Stores, Spar and Woolworths. Mayfair’s support will enable the Company to accelerate its international expansion strategy in the US, across Europe and Australia, where it continues to gain market share. -
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.