...Introduction Our case report on July at the Multiplex present in proper order all the implications concerning to Tommy vs The Consortium led by Mr. Plex. Our team is in charge on working on possible solutions for the claims that were interpose by Tommy a moviegoer who feels his rights were violated. He states that the movie did not started at the time the newspaper was advertising as well as it was written on the ticket. He also says that there were 20 minutes of commercials. In addition he had to wait for an extra 30 minutes till the movie started. At the end of the movie he went to talk to the owner of the theater to ask for a refund because he not only waited 30 minutes for the movie to start, but also the movie was horrible. Mr. Plex explained Tommy about the refund policy; Mr. Plex could not do any refund. Tommy went home to read his Business Law book in order to take any legal action against the theater for his waste of money and time. Our team main goal is to find if there is any legal implication on the case to make the best possible solution. July at the Multiplex Facts * Tommy went to see a movie * He saw the movie “The Governator” * Newspaper showed that the movie started at 1:00 pm * He made it to the theater in 15 minutes from his car * He was told at the ticket window that movie started at 1:00 * The price of the ticket was $9 dollars * Tommy was told that the ticket had no early discount since the movie was an anticipated...
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...ANNUAL REPORT 2008-09 Good economic circumstances usually make for great team-building. Its an excellent time to assemble the best talent that wants to be part of a profitable whole. With some diligence, its not difficult to get a model act together in terms of a mix of optimal goals and objectives for individuals, the team and the organization; set up systems for open and frequent communication, peer accountability; and create a culture that appreciates and bonds the team for best results. However, even in prosperous times things are never THAT perfect… and exceptional organizations more often than not, tend to get built by less than exceptional teams. And then there are times when the economy is less than booming. The times when businesses have to take tough calls. Are these a good time for building the finest teams? The last year demonstrates resoundingly that these are indeed great times to build excellent teams and very nimble teamwork. Periods when resources aren’t available for the asking, force organizations and teams to roll up their sleeves and develop REAL PEOPLE POWER. These are times when wise organizations leave behind any misguided reluctance to focus on teams and grapple squarely with the realization that without the right teams and work methods, the organization will not effectively identify and implement new ways to survive and thrive. Resource-scarce situations force huge efficiencies. They ensure that much more is achieved with less. Flatter organization...
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...UVA-F-1508 Rev. Oct. 5, 2009 THE BUYOUT OF AMC ENTERTAINMENT In July 2004, Sean Penmeyer, a principal at J.P. Morgan Partners (JPMP, the private equity arm of JPMorgan Chase & Co.), was in the midst of formulating the final terms of a public-to-private buyout proposal for AMC Entertainment Inc. (AMCE). Always alert for new investment opportunities, JPMP had invested in the theater industry before and had started a process earlier that year to learn more about the current state of the market. The interest was prompted by a gradual recovery in theater attendance since the recession and post–September 11 downturn. Big hits in 2002 and 2003 such as Spiderman, Finding Nemo, Lord of the Rings, and Matrix Reloaded had brought crowds back to the theaters and increased merger and buyout activity in the sector. Through various industry sources, Penmeyer had learned that AMCE might be looking for potential investors. On April 30, 2004, a senior partner at JPMP telephoned Peter Brown, chairman, president, and chief executive officer of AMCE, to gauge his interest in further discussions with JPMP. Earlier in the year, AMCE’s board had explored several opportunities to create value for shareholders. Those included acquisitions, strategic combinations with other theater companies, and a possible recapitalization of the company to simplify its capital structure. Several past investments, including a $250 million equity infusion by Apollo Management, L.P., in 2001, had left...
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...COMPETITION CONCERNS IN FILM INDUSTRY 2013 A RESEARCH PROJECT ON COMPETITION CONCERNS IN FILM INDUSTRY UNDER THE GUIDANCE OF DR. K.D. SINGH DEPUTY DIRECTOR (LAW) COMPETITION COMMISSION OF INDIA BY TULIKA SINGH, VTH YEAR STUDENT OF B.A. L.L.B. (HONS.) AT CHANAKYA NATIONAL LAW UNIVERSITY, PATNA COMPETITION COMMISSION OF INDIA Page 1 DISCLAIMER COMPETITION CONCERNS IN FILM INDUSTRY 2013 This project report has been prepared by the author as an intern under the Internship Programme of the Competition Commission of India for the period of one month from 7th January 2013 to 31st January 2013, for academic purposes only. The views expressed in the report are personal to the intern and do not reflect the views of the Commission or any of its staff or personnel and do not bind the Commission in any manner. This report is the intellectual property of the Competition Commission of India and the same or any part thereof may not be used in any manner whatsoever, without express permission of the Competition Commission of India in writing. COMPETITION COMMISSION OF INDIA Page 2 ACKNOWLEDGEMENT COMPETITION CONCERNS IN FILM INDUSTRY 2013 This research project is undertaken by me as a part of Internship programme of Competition Commission of India. Dr. K. D. Singh, Deputy Director (Law) at CCI guided me through this project. His invaluable inputs and suggestions are deeply acknowledged. Library Staff of CCI also helped me throughout the internship period...
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...On the Use of Quality of Service in IP over ATM Bruce A. Mah1 bmah@CS.Berkeley.EDU The Tenet Group Computer Science Division University of California at Berkeley Berkeley, CA 94720-1776 (510) 642-8905 (voice) (510) 642-5775 (fax) ABSTRACT The future Internet will very likely include some components based on Asynchronous Transfer Mode (ATM), as well as existing network technologies. This environment produces the possibility of using one of the strengths of ATM (namely, quality-of-service guarantees) to improve the performance of Internet traffic. In this report, we document some of our work in progress on the use of performance-guaranteed ATM virtual circuits to carry IP datagrams. We are currently addressing the implications of various IP-over-ATM strategies on network performance, particularly those aspects relating to quality of service, multiplexing, and virtual circuit management. We are evaluating these performance effects using INSANE, a new object-oriented, discrete-event network simulator. 1 Introduction The construction and deployment of Asynchronous Transfer Mode (ATM) networks are a recent development in the field of computer communications. Integrating this new technology into the existing Internet requires schemes for managing the transmission of IP datagrams over ATM networks. Such schemes ideally will take advantage of the strengths of ATM, such as its capability for supporting quality of service guarantees, while effectively bridging the ...
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...the capacity to record and display images of far greater size and resolution than most conventional film systems. A standard IMAX screen is 22 × 16.1 m (72 × 52.8 ft), but can be larger. IMAX theatres are described as either "Classic Design," (Purpose-built structures designed to house an IMAX theatre) or "Multiplex Design." (Existing multiplex auditoriums that have been retrofitted with IMAX technology). The world's largest cinema screen (and IMAX screen) is in the LG IMAX theatre in Sydney, New South Wales. It is approximately 8 stories high, with dimensions of 35.73 × 29.42 m (117.2 × 96.5 ft) and covers an area of more than 1,015 m2 (10,930 sq ft). IMAX is the most widely used system for special-venue film presentations. As of December 2009[update], there were more than 400 IMAX theatres in over 40 countries. IMAX Corporation has released four projector types that use its 15-perforation, 70mm film format: GT (Grand Theatre), GT 3D (dual rotor), SR (Small Rotor), and MPX, which was designed to be retrofitted in existing multiplex theatres. In July 2008, the company introduced a digital projection system, which it has not given a distinct name or brand, designed for multiplex theatres with screens no wider than 21.3 m (70 ft). All IMAX projectors, except the standard GT system, can project 3D. Company History: Imax Corporation,...
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...Journal of Intellectual Property Rights Vol 18, September 2013, pp 457-464 Piracy in the Internet Age Nikita Hemmige† ILS Law College, Law College Rd, Pune 411 004, India Received 17 December 2012, revised 12 August 2013 The Internet has created boundary-less territories and has helped in evolving a unique method to share and transfer information, growth of e-commerce and in creating a global platform for all nations and its citizens. Online piracy is a major flipside to this development. Rampant intellectual property (IP) infringements by way of unlawful reproduction and unmonitored downloads is a matter of concern. It is significant to take note of the laws that various countries have enacted and enforced in order to curb or at least regulate online piracy and related activities. Further, though the Copyright Act, 1957 and Information Technology Act, 2000 in India deal with certain facets of piracy, they do not conclusively deal with this menace. It is the need of the hour for India to draft and enforce laws which will address the current problem and also take into consideration the technological advancements that are likely to give rise to more of such complex issues. Formulating such a law in the near future will be a welcome change and will definitely give India the IP advantage. Keywords: Online piracy, copyright infringement, jurisdictional barriers, Internet laws, intellectual property The Internet has become the first port of call for anyone in search...
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...QANTAS ANNUAL REPORT 2012 Broadening our horizons Qantas Annual Report 006 008 010 012 018 028 037 065 138 153 CHAIRMAN’S REPORT CEO’S REPORT FINANCIAL PERFORMANCE BOARD OF DIRECTORS REVIEW OF OPERATIONS CORPORATE GOVERNANCE STATEMENT DIRECTORS’ REPORT FINANCIAL REPORT SUSTAINABILITY REPORT FINANCIAL CALENDAR AND ADDITIONAL INFORMATION Broadening our horizons 002 QANTAS ANNUAL REPORT 2012 Broadening our horizons Building on unique Australian qualities – and the skills of its 33,600 people – the Qantas Group is broadening its horizons to secure a successful and profitable future. 003 004 QANTAS ANNUAL REPORT 2012 Heading For the Qantas Group, 2011/2012 was a year of transformation. We recorded an Underlying Profit Before Tax* despite significant challenges. We continued to build Qantas’ strong domestic network, Jetstar and Qantas Frequent Flyer. And we launched a five-year plan to turn around Qantas’ international network. FOR THE YEAR ENDED 30 JUNE 2012 *For explanations of non-statutory measures see the Review of Operations. 005 Building a stronger Qantas for our people, our customers, our shareholders and Australia The Qantas Group has a broad portfolio and a clearly defined strategy, with the following core goals: — Build on the Group’s strong domestic businesses through a clear focus on the customer. — Turn around Qantas International through the “four pillars” of targeting global gateways, growing with Asia, improving...
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...Building a stronger Qantas Annual Report 2011 4 6 8 10 14 16 22 31 49 110 120 Chairman’s Report CEO’s Report Financial Performance Board of Directors Information on Qantas Review of Operations Corporate Governance Statement Directors’ Report Financial Report Sustainability Report Financial Calendar A STRONG PERFORMANCE IN CHALLENGING CONDITIONS THE QANTAS GROUP IN 2011 In 2010/2011 the Qantas Group reported a strong result in a complex and challenging global operating environment, with increased revenue across all business segments. The result was achieved while overcoming a series of natural disasters and operational disruptions, and despite the underperformance of Qantas’ international business. THE AVIATION INDUSTRY IS CHANGING THE QANTAS GROUP IN 2011 The Qantas Group faces a unique range of challenges and opportunities. We are in a strong position to address the challenges and realise the opportunities – but we must take decisive action, as we have throughout our history. SAFETY IS ALWAYS THE QANTAS GROUP’S FIRST PRIORITY WE INVEST $1.5 BILLION IN AIRCRAFT MAINTENANCE EACH YEAR SAFETY FIRST From our response to the QF32 incident to the risks posed by volcanic ash disruptions, we never compromise on the highest standards of safety. A safety-first culture across the Group ensures that risks are identified and addressed swiftly and decisively. We invest hundreds of millions of dollars in training to ensure that when incidents do occur our people react...
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...Strategic Marketing Planning SOUTH WEST ARTS MARKETING APRIL 2002 STRATEGIC MARKETING PLANNING Introduction Strategic Marketing Planning is one of a series of publications produced by South West Arts Marketing for South West Arts and Bristol City Council. The guides are intended as an introduction to arts marketing and as a practical guide for artists and organisations working with very limited resources. Further information and advice on any of the topics covered in this guide or any other issue related to arts marketing, training, audience profiling, research or regional support networks are available from South West Arts Marketing on 0117-927 6936. South West Arts Marketing is an independent agency established to add value to arts marketing activity in the South West by providing strategic services and support to artists and arts organisations wishing to increase and broaden their arts audiences. For further information about the range of support and services available contact: South West Arts Marketing St Nicholas Church St Nicholas Street Bristol BS1 1UE Tel: Fax: e-mail: 0117-927 6936/41 0117-927 6936 info@swam.org.uk South West Arts Marketing is funded by South West Arts, Bristol City Council and Arts Council of England. STRATEGIC MARKETING PLANNING What is Marketing? To be successful, an organisation must constantly try to match its own capabilities to the needs of its customers both current and potential as well as all of its stakeholders. Over the years marketing...
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...DNA profiling (also called DNA testing, DNA typing, or genetic fingerprinting) is a technique employed by forensic scientists to assist in the identification of individuals by their respective DNA profiles. DNA profiles are encrypted sets of numbers that reflect a person's DNA makeup, which can also be used as the person's identifier. DNA profiling should not be confused with full genome sequencing.[1] It is used in, for example, parental testing and criminal investigation. Although 99.9% of human DNA sequences are the same in every person, enough of the DNA is different to distinguish one individual from another, unless they are monozygotic twins.[2] DNA profiling uses repetitive ("repeat") sequences that are highly variable,[2] called variable number tandem repeats (VNTR), particularly short tandem repeats (STR)s. VNTRs loci are very similar between closely related humans, but so variable that unrelated individuals are extremely unlikely to have the same VNTRs. The DNA profiling technique was first reported in 1984[3] by Sir Alec Jeffreys at the University of Leicester in England,[4] and is now the basis of several national DNA databases. Dr. Jeffreys's genetic fingerprinting was made commercially available in 1987, when a chemical company, Imperial Chemical Industries (ICI), started a blood-testing centre in England.[5] Contents [hide] 1 DNA profiling process 1.1 RFLP analysis 1.2 PCR analysis 1.3 STR analysis 1.4 AmpFLP ...
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...Bluetooth From Wikipedia, the free encyclopedia This article is about a wireless technology standard. For the medieval King of Denmark, see Harald Bluetooth. Bluetooth Developed by Bluetooth Special Interest Group Industry Mobile personal area networks Compatible hardware Mobile phones, Personal computers, Laptop computers Physical range Up to 60 metres[1] Bluetooth is a wireless technology standard for exchanging data over short distances (using short-wavelength UHF radio waves in the ISM band from 2.4 to 2.485 GHz[2]) from fixed and mobile devices, and building personal area networks (PANs). Invented by telecom vendor Ericsson in 1994,[3] it was originally conceived as a wireless alternative to RS-232 data cables. It can connect several devices, overcoming problems of synchronization. Bluetooth is managed by the Bluetooth Special Interest Group (SIG), which has more than 19,000 member companies in the areas of telecommunication, computing, networking, and consumer electronics.[4] Bluetooth was standardized as IEEE 802.15.1, but the standard is no longer maintained. The SIG oversees the development of the specification, manages the qualification program, and protects the trademarks.[5] To be marketed as a Bluetooth device, it must be qualified to standards defined by the SIG.[6] A network of patents is required to implement the technology, which is licensed only for that qualifying device. Contents • 1 Name and logo • 2 Implementation o 2.1 Communication...
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...Draft Letter of Offer For Equity Shareholders of the Company Only PANTALOON RETAIL (INDIA) LIMITED (Originally incorporated as Manz Wear Private Limited on October 12, 1987. The Company’s name was changed to Manz Wear Limited on September 20,1991, further to Pantaloon Fashions (India) Limited on September 25, 1992 and to Pantaloon Retail (India) Limited on July 7 1999) Registered and Corporate Office: Pantaloon Knowledge House, Shyam Nagar, Off. Jogeshwari Vikhroli Link Road, Jogeshwari (East), Mumbai 400 060. The Registered Office of the Company was shifted from Venkatesh Bhavan, 4th Floor 86 Mirza Street, Mumbai 400003 to Pantaloon House , G 11 , M.I.D.C. Cross Road A, Andheri East, Mumbai 400 093 ) Tel: (+91 22) 56442200 Fax: (+91 22) 56442201 E-mail: compliance.officer@pantaloon.com Website: www.pantaloon.com Contact Person: Mr. Pradeep Jain For private circulation to the Equity Shareholders of the Company only DRAFT LETTER OF OFFER ISSUE OF 4,481,180 EQUITY SHARES OF Rs. 10 EACH AT A PREMIUM OF RS. 490 PER EQUITY SHARE AGGREGATING RS. 2,240.59 MILLION TO THE EQUITY SHAREHOLDERS ON RIGHTS BASIS IN THE RATIO OF ONE EQUITY SHARE FOR EVERY FIVE EQUITY SHARES HELD ON THE RECORD DATE [•] (“ISSUE”). THE ISSUE PRICE IS 50 TIMES OF THE FACE VALUE OF THE EQUITY SHARE GENERAL RISKS Investments in equity and equity related securities involve a degree of risk and Investors should not invest any funds in this Issue unless they can afford to take the risk of losing their investment...
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...5/8/2014 Israeli–Palestinian conflict - Wikipedia, the free encyclopedia Israeli–Palestinian conflict From Wikipedia, the free encyclopedia The Israeli–Palestinian conflict (Arabic: اﻟﻨﺰاع اﻟﻔﻠﺴﻄﯿﻨﻲ - اﻹﺳﺮاﺋﯿﻠﻲ al-Niza'a al'Filastini al 'Israili; Hebrew: הסכסוך הישראלי-פלסטיני Ha'Sikhsukh Ha'YisraeliFalestini) is the ongoing struggle between Israelis and Palestinians that began in the mid-20th century.[1] The conflict is wide-ranging, and the term is sometimes also used in reference to the earlier sectarian conflict in Mandatory Palestine, between the Zionist yishuv and the Arab population under British rule. The Israeli–Palestinian conflict has formed the core part of the wider Arab–Israeli conflict. It has widely been referred to as the world's "most intractable conflict".[3][4][5] Despite a long-term peace process and the general reconciliation of Israel with Egypt and Jordan, Israelis and Palestinians have failed to reach a final peace agreement. The remaining key issues are: mutual recognition, borders, security, water rights, control of Jerusalem, Israeli settlements,[6] Palestinian freedom of movement,[7] and resolving Palestinian claims of a right of return for their refugees. The violence of the conflict, in a region rich in sites of historic, cultural and religious interest worldwide, has been the object of numerous international conferences dealing with historic rights, security issues and human rights, and has been a factor hampering tourism in and...
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...employees at year end 2012 3,739,405 (2,785,235) 954,170 (231,066) (193,676) (33,811) 68,635 564,252 (204,572) 359,680 (44,266) 315,414 (39,125) 276,289 11.03 162 2011 3,044,800 (2,275,591) 769,209 (211,490) (171,376) (40,554) 58,850 404,639 – 404,639 (1,916) 402,723 (139,848) 262,875 10.50 262 06 07 08 09 10 12 15 16 17 18 20 22 23 26 30 35 36 40 42 44 83 84 86 About Linde Pakistan Company information Our vision Our mission Code of Ethics Business divisions, products and services Business Business locations Key facilities around Pakistan Ten-year financial review Vertical & horizontal analysis Key financial data Statement of value added Profile of Directors Directors‘ report Country Leadership Team (CLT) Corporate governance Statement of compliance with the Code of Corporate Governance Review report to the members on Statement of Compliance Financial Statements of the Company Shareholders‘ information Pattern of shareholdings Notice of Annual General Meeting Form of proxy Turnover (Net) 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 0 2008 2009 2010 2011 Rupees in million 2012 06 07 About Linde Pakistan. Company information. Linde Pakistan, a member of The Linde Group, is the leading Industrial Gases solution provider in Pakistan supporting the gases needs of a wide range of industries for more than 70 years. We have been delivering innovative,...
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