...limited production capacities and resources. After four year growth in volume, from 6,000 cases in 2008 to 200,000 cases in 2012, the 961 volume of beer sold increased dozens of times. The various products of 961 beer have presented and its retailers network have expanded to variety channel such as bars, restaurants and local supermarkets, even it opened a beer pub by the company. This pub has been an exciting successful case and also has given hints for next periods. However, the company faced of limited capacity for the production of larger volumes while the team operated in small volume and even a new bottling machine had to be ordered. The company had strategically become one of biggest Lebanese brewing company and had prepared for huge competition from Almaza who is also local company dominated the Lebanese market. In additional, by being acquired by Heineken in 2002, this closet competitor took on hand many advantages in technology, experiences, alternative famous brand from the No. 1 worldwide brewing corporation. While the company has built all things from zero. Its largest early customer group consisted of educated, higher income beer consumer with curiousity for the new and a taste for quality and visitors of the owned pub. To continuously high growth in this intense brewing market in unstable political country likes Lebanon, the company can consider two things (1) enhance domestic advantages (2) maintain the existing channel and expand to international market. For domestic...
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...961 beer BUSINESS DAY The Hipster Brewmeister of ... Beirut By NATHAN DEUELAUG. 3, 2013 Photo Mazen Hajjar, chief executive of 961 Beer, a microbrewery outside Beirut, Lebanon.CreditKate Brooks for The New York Times LAST spring, at a public square in downtown Beirut, Lebanon, about 1,000 revelers attended a rock festival sponsored by 961 Beer, a very rare Middle East microbrewery. Acts included the Wanton Bishops, a band that would have been at home in Austin, Tex. In the front row were stylish women in sundresses beside men who showed a strong preference for black T-shirts and trendy eyewear. Forget the idea that religion or the effects of war might preclude the success of a Lebanese brewery. It’s true that many Muslims abstain from alcohol. But plenty of people in the Middle East love to drink, and this is especially true in Lebanon, where the religious plurality includes a thriving Christian population — and besides, people seek alcohol during hard times, said Mazen Hajjar, a former investment banker and airline executive who started 961 Beer. But there has been a problem. For 80 years, Lebanon “has been drinking fizzy, light beers,” he said. “I wanted to brew real beer.” His company makes a beer that was named best lager at the Hong Kong International Beer Awards last year. Other regular offerings from 961 include a red ale, a pale ale, a stout, a porter, a witbier and, starting this summer, a black IPA, or India pale ale. Photo A 961 Beer display at a Beirut...
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...961 BEER: LAUNCHING A LEBANESE BREWING COMPANY Bettina Bastian wrote this case solely to provide material for class discussion. The author does not intend to illustrate either effective or ineffective handling of a managerial situation. The author may have disguised certain names and other identifying information to protect confidentiality. This publication may not be transmitted, photocopied, digitized or otherwise reproduced in any form or by any means without the permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business School, Western University, London, Ontario, Canada, N6G 0N1; (t) 519.661.3208; (e) cases@ivey.ca; www.iveycases.com. Copyright © 2014, Richard Ivey School of Business Foundation Version: 2014-07-30 “I should have stayed in my own bar and had a beer,” Mazen Hajjar thought over carrots, nuts and a mojito when listening to the boisterous mix of post-punk and Arabic classics at a popular bar in Beirut’s main nightlife quarter, Gemmayze. It was an evening in February 2009, and Hajjar, one of the founders and owners of 961 Beer — 961 is Lebanon’s country code, hence the name for the first craft brewing company in the country — tried to gather his thoughts for a strategy meeting he would have with his partners the next day. Being disappointed with the quality of...
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...brewer company with a 57% share in Mexico. The Mexican beer market is the world's eighth largest beer market. The company is also an important player in the United States premium beer segment with a market share of about 6%. Three of its brands ? Corona Extra, Modelo Special and Corona Light ? are among the top ten highest selling imported beers in the US. Grupo Modelo has a distribution system covering more than 122 countries, with its flagship brand, Corona, being the fourth largest selling brand in the world. The major beer brands of the company are: Corona Extra, Corona Light, Modelo Especial, Pacifico, Victoria and Negra Modelo. Grupo Modelo operations comprise of mainly two areas: brewing process and sales. The brewing operations include five breweries located in Mexico with a total processing capacity of more than 50 million hectoliters per year. The group has several subsidiary / affiliate companies that provide support services to the core business of producing beer. GM has followed a strategy of vertical integration since the 60's which has resulted in this network of companies engaging in the brewing and ancillary operations. GM has an established distribution network in Mexican market, which is a key factor in maintaining market shares in the domestic beer market. The export sales of beer are coordinated through a set of representative offices around the world. It may also be mentioned that the distribution network of the company is strengthened by company owned...
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...holdings in SUN Interbrew Limited (SIL), a leading Russian beer producer. SIL was a joint venture formed in April 1999 between their beer company SUN Brewing and Belgian beer giant Interbrew.1 SUN Brewing was part of SUN Group (SUN), an international commercial and investment group owned by the Khemka family. SUN’s shareholders were firm believers in the long-term growth potential of the Russian beer market and in the value creation potential of SIL. The family was extremely pleased with the recent success of the management team led by Joe Strella and felt they shared a common vision with the shareholders and management of Interbrew. However, the last few months had led SUN to consider carefully the situation in which they found themselves. First, the Alfa Group, a large financial and industrial conglomerate in Russia, had accumulated 15.8% of the voting stock in SIL, thereby becoming the third largest voting shareholder in the company.2 Alfa had approached both Interbrew and SUN separately and had expressed their desire to buy out SUN’s interest and to become a partner with Interbrew in the future growth of the business. SUN had also been approached by Interbrew about buying SUN’s stake. tC Although the family was keen to remain a long-term shareholder in the business, the present situation required careful evaluation. Alfa Group’s announced intention to take part in managing SIL and pursue a leading role in the Russian beer industry created a potential new dynamic. How could the...
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...began in 2008. Companies in the region completed more M&A deals than Europe in a calendar year first in 2009, by a margin of 25 per cent. The research, run in partnership with Cass Business School, shows that Asia-Pacific dealmakers completed 183 deals in 2012 compared to 128 by their European counterparts, and similarly, completed more deals in every quarter of the year. The year-end figures, which contains data on all deals over $100 million completed in the year, show North American companies accounted for 422 deals, well over half of those completed worldwide this year. In terms of performance, Asia-Pacific companies that completed M&A deals performed in line with their MSCI index over the year. Despite an increase in activity by North American acquirers relative to their peers, year-to-date figures show post-deal performance of 1.3 pp below the North American MSCI index. In comparison, European acquirers continued to fare well with a positive performance 2.4 pp above the European MSCI index, even though the volume of deals completed was at its lowest level since 2009. Steve Allan, M&A Practice Leader for Europe at Towers Watson, said: “Asia-Pacific has steadily increased deal volumes throughout the year in contrast to Europe which has seen a steady decline in the number of deals taking place. Uncertainty and poor performance in the Eurozone have contributed to European acquirers having engaged in fewer deals since their peak in mid-2011. Yet those companies that have seen...
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...“is the process by which a firm manages the formulation and implementation of its strategy.”[196] The strategic management process is “the coordinated means by which an organization achieves its goals and objectives.”[197] Others have described strategy as the pattern of resource allocation choices and organizational arrangements that result from managerial decision making.[198] Planning and strategy formulation sometimes called business planning, or strategic planning, have much in common, since formulation helps determine what the firm should do. Strategy implementation tells managers how they should go about putting the desired strategy into action.The concept of strategy is relevant to all types of organizations, from large, public companies like GE, to religious organizations, to political parties.Strategic Management in the P-O-L-C FrameworkIf vision and mission are the heart and soul of planning (in the P-O-L-C framework), then strategy, particularly strategy formulation, would be the brain. The following figure summarizes where strategy formulation (strategizing) and implementation fit in the planning and other components of P-O-L-C. We will focus primarily on the strategy formulation aspects of...
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...Brett Hall, R.D. ToxicBellyBugFix.com 2 WARNING: Hi, my name is Brett Hall, Registered Dietician, and I hate to be the bearer of bad news, but in my professional, expert opinion, your entire G.I. tract (consisting of more than 20 feet of small and large intestine) has been infested with toxic “bugs” that are secretly causing a massive “bacterial imbalance” within your body—a condition that may very well lead to a long road of pain and suffering for both you and your loved ones, and even worse, become life-threatening. toxic “bugs” What makes me say this? Well, like you, millions of folks all over the world are unknowingly creating this dangerous imbalance through the ingestion of bacteriapromoting foods, medications, and other “toxic materials” that we are exposed to on a near daily basis. I’m talking about the use of antacids, artificial sweeteners, “diet” beverages and food items, certain brands of yogurt, ibuprofen, laxatives, alcohol, mouth wash and even some brands of chewing gum, dishwasher detergent and toothpaste. What’s more, this bacterial imbalance is also directly linked to the use of antibiotics— either prescribed to us by a doctor or those quietly hidden within our water and food supply—especially within meats and dairy products.1 And if that wasn’t bad enough, believe it or not, these health-destroying bacteria further feed and multiply on something you probably eat every single day—sugar.2 ToxicBellyBugFix.com 3 Fact is, if you suffer from irregular bowel...
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...al l Nutrition P h oo ro Sc Na tio n g e mm ra NSNP Inside Text 2010 bk10:Layout 1 8/20/2010 3:05 PM Page A National School Nutrition Programme Annual Report 2009/10 NSNP Inside Text 2010 bk10:Layout 1 8/20/2010 3:05 PM Page B Department of Basic Education Private Bag X895 PRETORIA 0001 South Africa 222 Struben Street PRETORIA 0001 Tel: +27 12 357 3419 Fax: +27 12 324 0260 www.education.gov.za © 2009 Department of Basic Education Design and layout: Formeset Digital Tshwane, Tel.: (012) 324 0607 NSNP Inside Text 2010 bk10:Layout 1 8/20/2010 3:06 PM Page i Acknowledgement This Annual Report has been made possible by a dedicated team of national and provincial officials who provided the reports reflecting the performance of the National School Nutrition Programme. Their contributions cannot go unnoticed. Thanks also go to the project team, Ms N. Mashigo and Mr S. Mzimba, whose dedication and tireless efforts ensured the delivery of a report of a high standard. Lastly, special thanks go to the Director for the NSNP, Ms N. Rakwena and the Chief Director for Health in Education, Dr F. Kumalo, in providing valuable guidance and support and in editing the various drafts of the report. National School Nutrition Programme i NSNP Inside Text 2010 bk10:Layout 1 Annual Report 2009/10 8/20/2010 3:06 PM Page ii NSNP Inside Text 2010 bk10:Layout 1 8/20/2010 3:06 PM ...
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...Jeff Abbott Director of Operations Exel Americas 1400 Church Street South Pickering ON L1W 4C1 Phone: 905-428-9947 x200 Fax: 905-428-8252 E-mail: Marlene Adams Director of Purchasing Baffinland Iron Mines Corporations #1016 - 120 Adelaide Street West Toronto ON M5H 1T1 Phone: 416-814-3888 Fax: 416-364-0193 E-mail: Jason Adlam Director, Sales and Customer Service CHEP Canada Inc. 7400 East Danbro Crescent Mississauga ON L5N 8C6 Phone: 905-789-4213 Fax: 905-789-4279 E-mail: Stephen Aikman Sr. Manager, Client Strategy RBC Royal Bank 320 Front Street West, 4th Floor Toronto ON M5V 3B6 Phone: Fax: E-mail: Thomas Aldred General Manager Schenker Logistics Inc. 1920 Albion Road Rexdale ON M9W 5T2 Phone: 416-798-8070 x235 Fax: 416-798-4416 E-mail: Desmond Ali Warehouse Manager USANA, Canada Co. 1 & 2 - 361 Rowntree Dairy Road Woodbridge ON L4L 8H1 Phone: 905-264-7549 Fax: 905-264-9873 E-mail: Sabina Ali Customs & Traffic Manager Conair Consumer Products, Inc. 100 Conair Parkway Woodbridge ON L4H 0L2 Phone: 905-265-4533 Fax: 905-265-4595 E-mail: Anthony Allwood President Systems Logic 4 - 62 Plant Farm Blvd. Brantford ON N3S 7W3 Phone: 519-758-5426 Fax: E-mail: Jay Amer VP, Business Development OEEDC - Greater Peterborough 210 Wolfe Street Peterborough ON K9J 2K9 Phone: 705-743-0777 x2125 Fax: 705-743-3093 E-mail: Jill Anderson Senior Managing Consultant IBM Canada 127 Wimbleton Road Etobicoke ON M9A 3S4 Phone:...
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...| 1 the 2 of 3 and 5 a 5 to 6 in 8 is 9 be 9 that 9 was 10 he 11 for 11 it 14 with 15 as 15 his 17 I 17 on 18 have 19 at 20 by 20 not 21 they 21 this 22 had 24 are 25 but 26 from 27 or 28 she 29 an 30 which 30 you 31 one 32 we 34 all 34 were 35 her 35 would 36 there 40 their 40 will 41 when 41 who 42 him 43 been 44 has 44 more 45 if 45 no 47 out 48 do 49 so 50 can 50 what 52 up 53 said 54 about 54 other 55 into 55 than 56 its 57 time 59 only 60 could 60 new 60 them ...
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...Section 17
Agriculture
This section presents statistics on farms
and farm operators; land use; farm
income, expenditures, and debt; farm
output, productivity, and marketings;
foreign trade in agricultural products;
specific crops; and livestock, poultry, and
their products.
The principal sources are the reports
issued by the National Agricultural
Statistics Service (NASS) and the
Economic Research Service (ERS) of the
U.S. Department of Agriculture (USDA).
The information from the 2007 Census of
Agriculture is available in printed form in
the Volume 1, Geographic Area Series; in
electronic format on CD-ROM; and on the
Internet at
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...man who wants to satisfy his woman HOW TO BLOW HER siski green Copyright © 2008 by Siski Green Cover and internal design © 2008 by Sourcebooks, Inc. Cover design by Kelly Letros Cover photo © iStockPhoto.com, JBryson Sourcebooks and the colophon are registered trademarks of Sourcebooks, Inc. All rights reserved. No part of this book may be reproduced in any form or by any electronic or mechanical means including information storage and retrieval systems—except in the case of brief quotations embodied in critical articles or reviews—without permission in writing from its publisher, Sourcebooks, Inc. Published by Sourcebooks Casablanca, an imprint of Sourcebooks, Inc. P.O. Box 4410, Naperville, Illinois 60567–4410 (630) 961–3900 Fax: (630) 961–2168 www.sourcebooks.com First published in 2007 by Piatkus Books Ltd, London. Library of Congress Cataloging-in-Publication Data Green, Siski. How to blow her mind in bed : the essential guide for any man who wants to satisfy his woman / Siski Green. p. cm. Includes bibliographical references and index. ISBN-13: 978-1-4022-1358-8 (alk. paper) ISBN-10: 1-4022-1358-1 (alk. paper) 1. Sex instruction. I. Title. HQ56.G68 2008 613.9’6082—dc22 2008032076 Printed and bound in the United States of America DR 10 9 8 7 6 5 4 3 2 1 To Josecito, te amo más! Contents Acknowledgments . . . . . . . . . . . . . . . . . . . . . . .xi Introduction . . . . . . . . . . . . . . . . . . . . . . ....
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...INTRODUCTION TO THE LAW OF CONTRACT DEFINITION A contract may be defined as a legally binding agreement or, in the words of Sir Frederick Pollock: “A promise or set of promises which the law will enforce”. The agreement will create rights and obligations that may be enforced in the courts. The normal method of enforcement is an action for damages for breach of contract, though in some cases the court may order performance by the party in default. CLASSIFICATION Contracts may be divided into two broad classes: 1. Contracts by deed A deed is a formal legal document signed, witnessed and delivered to effect a conveyance or transfer of property or to create a legal obligation or contract. 2. Simple contracts Contracts which are not deeds are known as simple contracts. They are informal contracts and may be made in any way – in writing, orally or they may be implied from conduct. Another way of classifying contracts is according to whether they are “bilateral” or “unilateral”. 1. Bilateral contracts A bilateral contract is one where a promise by one party is exchanged for a promise by the other. The exchange of promises is enough to render them both enforceable. Thus in a contract for the sale of goods, the buyer promises to pay the price and the seller promises to deliver the goods. 2. Unilateral contracts A unilateral contract is one where one party promises to do something in return for an act of the other party, as opposed to a promise, eg, where X promises...
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...LVMH: King of the Luxury Jungle SEPTEMBER 2009 Profit from temporary W&S woes to bag the stock at discount prices LVMH is the strongest player in the luxury goods industry, a giant in an industry where fixed costs make scale paramount; the only "two-legged" balanced player, leading with mega-brands in both Leather Goods and Wines & Spirits; enjoying stable group EBIT margins as a consequence Champagne consumer demand weakness, de-stocking and oversupply in 2010 are well understood; W&S concerns have depressed the stock close to 20-year trough multiples and in the same range of smaller and more volatile hard luxury players and other peers; an opportunity in our view On top of LVMH's unrivaled industry position, markets seem to under-appreciate cost-saving opportunities, brand-portfolio rationalization, higher FCF from lower W&S inventory investment, above-average mega-brands' results or support from first-mover EM inroads In a medium-term growth environment, LVMH has the chance to be a key consolidator in the luxury goods industry: a mega-merger with CFR would be a strategic master stroke, placing it ahead of any M&A counter move by competitors SEE DISCLOSURE APPENDIX OF THIS REPORT FOR IMPORTANT DISCLOSURES AND ANALYST CERTIFICATIONS LVMH: KING OF THE LUXURY JUNGLE 1 Portfolio Manager's Summary We have few doubts about the opportunity of investing in LVMH for the medium to long term. We expect "winners will continue to win" in the luxury industry...
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