June 2012
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Maintaining the awe of our lovely covers, this month we are again talking about the world’s best companies which made a mark. Also, this time we have picked very specific and interesting criteria while picking the best and outstanding companies. We have featured New Gen companies which carry a respectable tag of being very Creative and usually starting small, maybe from a garage. Our cover story lists out the top companies which have not only placed themselves into the league of successful and fast growing companies, but also sustained the rough weather by bending themselves to the needs of time. Make a change’ was their motto as they identified the power of change while making a considerably big impact by putting endless efforts. It’s really an informative read. If you think you have been to the most very expensive wedding, you mightwant to look at the marriage ceremony of Vanisha Mittal, daughter of one of the richest Man in the world. You would know ‘Lavish’ then. The Best trains in the world that are beautifully listed out in ‘Wow quotient’ gives this issue a crème de la crème touch. All these and more….. Regards,
Carrie Ann Editor-in-Chief,
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Contents
FEATURES
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Subway: The Largest Restau-
rant Chain With 36860 Restaurants Subway is inarguably one of the largest restaurant chains in the world. The company has some 36860 restaurants ...
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World’s Most Popular New Gen Companies With Big Impacts Small businesses play a central role in employment generation but are often ignored because they are after all, small! The value and role played by the New generation... Read More...
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Facebook : Journey from a
College Dorm to NASDAQ
Facebook Inc, the California based world’s largest social networking site rang the bell on NASDAQ on 18th May, 2012. What started off as a simple algorithm ...
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Contents
COMPANY PROFILES
REGULARS
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Latest in Business
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Leader Talk
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The WOW ! Quotient
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Gamesa Corporaci贸n Tecnol贸gica Gamesa Corporation Technol贸gica is a Spanish company and a global technology leader in the wind industry....
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Mergers & More
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Larger Than Life
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Industry Events & Tradeshows
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Penn National Gaming, Inc. Penn National Gaming Inc. is a diversified company that runs a number of gaming and racing facilities, as well as ownership interest in others.....
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COMPANY PROFILES 98
Kinston Technology Co. Inc.
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Kingston Technology Co. Inc was founded by John Tu and David Sun in 1987. Whereas the company launched with a single product,....
112 EMCOR Group Inc.
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EMCOR Group is a Fortune 500 company and one of the world’s foremost specialty construction firms. It was founded in 1966....
104 Panalpina Group
The Panalpina Group is a global leader in the provision of supply chain solutions. The company combines intercontinental Air and Ocean Freight with wide-ranging ....
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Head-Space
“
The Noblest search is the search for excellence
“
-Lyndon
Johnson
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Spain Downfall Strengthens Fears on Debt Crisis The economic problems of Spain were put in strong relief after figures showed that unemployment is near 25 percent Friday. This happened a day after a credit ratings agency demoted the country’s debt rating and warned it faces an uphill battle to get a grip on its finances. The figures showed that unemployment has spiked to 24.4 percent (almost 25 percent)in the first quarter of 2012. Now this is currently the highest rate among all the 17 eurozone countries. Spain jumped up from 22.9 percent in the fourth quarter of
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2011 to 24.4 percent in the first quarter of 2012. It said another 365,900 people lost their jobs in the first three months of the year, taking the total unemployed to 5.6 million. It has been believed that these figures are representing yet another blow to the traditional and conventional government after S&P became the first of the three leading credit rating agencies to strip Spain of an A rating. S&P even cautioned about a further downgrade possible, as it left its outlook evaluation on Spain at negative.
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Latest In
- Jason Miller
Dropping Deutsche Bank Q1 Profit after Crisis Reduces Trading Deutsche Bank AG reported a fall in its first-quarter net profit by one-third from a record level a year earlier. Deutsche Bank blames this on the sluggish client activity, which has continued to pressurize investment banking activities across the board and due to exceptional charges has resulted in the bank’s effort to reduce risks. Outgoing Chief Executive Josef Ackermann said, “We continue to pursue our strategy of reducing legacy risks and strengthening our capital position”. He added that Deutsche Bank still posted “solid results” against the backdrop “of continued caution in global financial markets”.
Less Profits than Expected The biggest lender of Germany has posted a net profit of 1.38 billion Euros, less than the 1.64 billion Euros what analysts had expected and less than the 2.06 billion Euros last year. The efforts of the bank to lessen the risks and strengthen the capital position led to destruction charge of exceptional 300 million Euros on exiting the exposure to generic drug maker Actavis and 210 million Euros proceeding related expenses.
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Nokia Corp Reports Heavy Losses in Q1 The world’s biggest mobile handset maker, Nokia Corp., has made heavy losses in the Q1. Nokia says that it has faced much greater than expected competition and challenges in its ongoing strategy revamp. Stephen Elop, Nokia’s Chief Executive said, “We are navigating through a significant company transition in an industry environment that continues to evolve and shift quickly. Over the last year we have made progress on our new strategy, but we have faced greater than expected competitive challenges”.
Nokia is believed to be missing analysts’ expectations
for the three months to March 31 totaled €1.34 billion, from a €439 million operating profit a year ago, missing analysts’ expectations for a €731 million loss by a wide margin”. Net loss grew to €929 million from a €344 million net profit for the Q1 last year, going against expectations for a €554 million loss. Revenue dropped 29 percent to €7.35 billion. Nokia Corp has been struggling over recent years to compete in Western markets against Apple Inc.’s iPhone and smartphones from Asian manufacturers like Samsung Electronics Co. Ltd and HTC Corp. Now the Finnish company’s dominance in developing markets is declining.
Nokia Corp said, “We are operating loss
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Latest In Citigroup’s Q1 Profits Recoiled to $2.9 Billion Citigroup made profits of $2.9 billion in the first three months of the year. Citigroup said that it had been helped by record revenue from processing transactions for its international clients and more customers repaying loans on time. Citibank fell short of the $1.01 expected by analysts surveyed by FactSet, even though it earned 95 cents per share. Revenue fell 2 percent to $19.4 billion from the year-ago quarter. This means that Citigroup has faced a slight drop compared to the same quarter last year. However, this is a big jump on the bank’s profit of 1.2 billion dollars in
the fourth quarter of 2011 when financial markets were struggling under the effects of the eurozone financial crisis.
Citigroup Chief Cautious About the Recovery Vikram Pandit, Citigroup’s chief executive, was cautious about the recovery. He said, “While the operating environment improved in the first quarter, there is still much macro uncertainty and we will continue to manage risk carefully”.
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Rise in Retail Sales Improves U.S. Economic Outlook Americans purchased more electronics, began home improvement projects, updated wardrobes, inspired by warmer weather and a healthier job market. Americans shrugged off high gasoline prices in March and spent more strongly than expected. This has led to an economic growth in the first quarter which probably was not as weak as many had feared. The Commerce Department said Monday that there was 0.8 percent rise noticed in retail sales increased 0.8 percent, after rising 1.0 percent in February. Some of the increase went to higher gas prices. Still, steeper gas prices haven’t de-
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terred Americans from spending more on other goods. Economist expectations were handily beaten by the last months gain, for only a 0.3 percent rise and indicated sturdy consumer spending in the first three months of 2012. Consumers spent more last month on building materials, autos, electronics, furniture and clothing. Excluding car and gasoline sales, retail sales increased 0.7 percent. And excluding autos, gas, and home supplies, so-called “core” sales rose 0.5 percent in March, matching February’s gain. U.S. Consumer spending accounts for more than two-third of its economic activity.
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Latest In Yuan Band Move Indicates Improvements in the Economy The doubling of Chinese Yuan trading band indicates official buoyancy in the strength of the economy’s expansion and suggests that the dismissal of Bo Xilai from the communist party leadership has not hampered the policy making. The change that took effect Monday has added to Jim O’Neill’s confidence in a soft landing. Jim O’Neill is the chairman of Goldman Sachs Asset Management in London and has been coined the acronym BRIC for Brazil, Russia, India and China. It is expected that the Central Bank Governer, Zhou Xiaochuan will be better able
to control inflation and support the economy that the World Bank sees rapidly growing at 8.2 percent if the Yuan becomes more flexible. It is being anticipated that the whole move might actually intended to mute criticism of Chinese currency policies at International Monetary Fund and Group of 20 meetings. Stephen Roach, a professor at Yale University and former non-executive chairman for Morgan Stanley in Asia said, “The government is confident that China will avoid a hard landing, otherwise why would they introduce the possibility of greater foreign-exchange volatility”?
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Impactf
Manage Lea
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ful Time ement for
aders
- Patrick Alain
W
ouldn’t the world be a better place if leaders learnt efficient time management? Leaders are charged with numerous responsibilities and are expected to deliver on tasks and projects. Industry Leaders Magazine
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As a leader, your in-tray is always full to capacity, whether its managing teams, securing new markets, steering innovation, growth, renewal…you name it! But how can leaders juggle all this responsibilities and still be efficient at each one of them? The truth may be hiding somewhere in efficient time management skills. Effective time management skills are what separate astute from inept leaders. Leaders with the requisite time management skills have the knowledge & capacity to optimize their time and complete their various responsibilities. To better demonstrate the significance of impactful time management for leaders, let’s examine a simple story.
Impactful time management story An old wise narrative is told of an affectionate teacher who wanted to help his students better themselves in life. Rather than delve into a long lecture on life’s lessons, he placed a jar atop a table and started filling it with large rocks. When the jar was full to the brim, he turned into the young & eager learners & asked; “Is this jar full?” As expected, all present in the classroom shouted, “Yes.” He looked at them as if in doubt and wondered out loud, “Really?” The teacher then proceeded to pick some gravel from under his table and filled the spaces between the rocks with it. He kept shaking the jar until the gravel had completely filled the remaining spaces between the rocks in the Jar. He then looked up at the eager learners and asked once again, “Is the jar full?” By now, things had changed a little bit. Rather than respond in chorus as they had done the first time, some students said yes while others just kept quite. A number nodded their heads as if in agreement while some remained mum. The teacher then proceeded to pick some sand in a bucket from under the table and poured all of it into the Jar. Once again, he asked, “Is it full now?” Now more aware, the teacher never got a loud chorus or nods from the students. Instead, all he got was a mumble from the back of the classroom, saying, “Probably not.” But the teacher wasn’t done yet! He proceeded to pick a bucket of water from under the table and emptied it into the Jar until it was full to the brim. Now more aware, the teacher then posed to the students, “would it have been possible to fill the jar if I had started
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with the water, added the sand and then the gravel?” The class responded in unison, shaking their heads, “No.”
family and friends, giving to others, your education, and faith….the most important things in your life.”
Driving his point home
He summed up by telling them, “be sure to put in the big rocks first or you may never get all of them in.”
To drive his point home, the teacher then taught his eager class some useful lessons. He began by asking them, “What are the big rocks in your life that ought to come first? What is important?” The class was so silent. No one said a word! Then he proceeded, “The important stones are things such as the time you spend with
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Learnt anything from the story? This story highlights some key aspects of time management that determine how effective a leader is. In whatever you are doing as a leader, it is always important to
Industry Leaders Magazine
ask yourself, “What are the big rocks? In other words, what are your priorities? An organization certainly has specific things that it considers its big rocks. There are specific things that a team working on a project would consider the big rocks. These are the things that really matter and as such must be prioritized when planning and allocating time. In the final analysis, the only thing you will ever care about, whether as a manager or individually, are the big rocks. The little rocks or sand and gravel won’t matter much at that time. However, most often we let the little rocks get in the way of doing things and end up against a wall!
Time management training The need for time management training is thus crucial for managers and leaders. Time management training for leaders involves training on how best control to determine which demands receive the most time and attention. It is about learning to properly control available time. This can be applied effectively in the management of teams, crisis, projects or other responsibilities. It is a fact that when leaders have vague priorities, suddenly everything seems like a crisis!
Here are a few time management skills for leaders: •
Organize and prioritize email
oritizing your email is central to how you manage the passage of time. This is especially true for managers who send and receive huge numbers of email on a daily basis. What this huge amount of mail does is eat into your time. Rather than focus on priority areas of your daily schedule, emails can eat into your time as you keep checking and sending. You can circumvent this by reprioritizing your mail checking frequency. Rather than pop into your mail all the time, check at least two or three times daily. • How much time do you spend online? The internet is an essential tool for knowledge and communication. But spending too much time online can eat into time for other essential things. As a leader, spending too much time glued to a computer can be distracting. Whereas it’s important to stay in touch, carry out some research for new knowledge or opportunities, communicate with customers or partners etc, regulation is important. That is, out of the time you spend online, how much do you put into things that are important for your business? There are a number of Web-based time tracking and time monitoring tools that can come in handy in this endeavor.
Know when to delegate tasks The problem with most managers is the fact they want to do everything…or at least micro-manage everything. On the contrary, delegating tasks works miracles. You cannot be everywhere and anywhere, with skills and knowledge in everything. Learn to delegate tasks appropriately to employees with the requisite skills and know-how. In fact, if you are an entrepreneur, you are better off focusing on two or three things that you can do best! Delegate the rest! Learning to properly delegate tasks can save you time a great deal. Give employees tasks in areas they are competent and can handle the tasks within stipulated time frames. Focus on what is important and whatever remains delegate down the hierarchy!
It looks simplistic but organizing and pri-
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The Top Five M Trains In T
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The
Most Luxurious The World - Richard Meryn
L
uxury trains have made travelling the world a rather worthwhile experience. When it comes to tourism and travel, there is no better way to enjoy the experience than travelling by luxury trains. No travel experience can replace amazing sceneries and wild journeys as offered by luxury trains. Industry Leaders Magazine
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The The carriages are truly built for kings and queens or the crème de la crème of society. But anyone willing to part with some good amount of money can enjoy this travel luxury.
Why luxury trains? Luxury trains provide that deluxe “home away from home” experience. The journeys typically involve full board accommodation in lavish carriages as you cruise through wild scenery. To crown it all, friendly staff is always on the ready to handle your every need or whim! The plushest of all luxury trains can be found in various parts of the world. This review of the worlds’ top five luxury trains takes into account the various aspects that make these trains truly “top five in luxury.” The most lavish trains can be found in Canada, India, South Africa, England, South America and other parts South East Asia etc. As the name suggests, luxury trains are specifically meant for that one purpose, luxury! These trains are specially designed with luxury and comfort in mind. They are meant to provide travelers and tourists a “one-of-akind” experience of a country’s history, heritage and wild scenery. They provide an extravagant yet graceful train ride that creates unforgettable memories in terms of national history and heritage. Several countries operate luxury trains for varying types of travelers or tourists. However, there are luxurious trains that cross boundaries and cover multiple nations in their travel packages.
‘The more continental luxury train rides offer a rare experience for the truly deserving traveler.’ The trend has however picked up over the years due to increased demand. There are today more luxury trains around the world than there were a decade ago! This increase has been necessitated by increasing demand, as more and more people opt for “one of a kind” travel. By all accounts, air travel may be the fastest way to travel around the world, but it comes nowhere close to luxury trains in the experience. Instead of clouds as seen in air
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travel, wild scenery and national heritage are presented in real time train luxury. So, are you ready to travel in train luxury? Here are the world’s top five luxury trains.
c India’s Palace on Wheels is arguably one
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of the most luxurious trains in the world. The Palace on Wheels takes up a confident 4th position in the most luxurious trains in the world. The train provides travelers the best of the maharaja’s lifestyle; fun, style and comfort. The Palace on Wheels provides luxury travel across several destinations in Rajasthan and Agra in India. It features 14
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The Venice Simplon Orient Express The Venice Simplon-OrientExpress was voted the most luxurious luxury train in the world. It takes number one spot amongst the best luxury travel trains in Europe and world over.
‘The Venice Simplon-Orient-Express offers travelers a one-of-a-kind travel experience from London, Venice, Rome, Budapest and Prague.’ It is arguably the most popular luxury tourist train in the world. Travelers get to cruise through England’s, as well as Italy’s most iconic attractions coaches carrying the princely names of the former Rajputana states. Travelers get to experience the rich Indian heritage of the maharajas. The train offers the opulence and lavish lifestyle of the maharajas for the duration of the journey. Other amenities aboard the Palace on Wheels includes two pantry cars, a bar and lounge.
and rich heritage. For a 6 day/5 nights trip, with sightseeing and meals included, costs range from $5,656 upwards. The costs might be prohibitive, but the overall experience is worth every penny.
Eastern & Oriental Express The Eastern and Oriental Express offers
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the best of luxury train travel in Asia. It is arguably one of the most exclusive luxury trains in the world.
‘It offers travelers amazing views of the scenery and exotic locations throughout Bangkok and Singapore.’ Travelers get to enjoy mystic landscapes incomparable to any other, in a journey traversing 2,000 km of South East Asia territory.
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The train provides a two day journey with occasional stops at scenic locations. It features three coach classes with full board amenities and an always on-the-service staff. The journeys have been split into four distinct packages that provide a truly exotic experience of the Asian peninsular.
Royal Scotsman The Royal Scotsman offers travelers an unprecedented access to Scotland’s magic sceneries. Little wonder it is considered one of the greatest travel experiences in the UK. It hosts 35 guests and offers an unparalleled experience of the Scottish rugged scenery. The Royal Scotsman boasts two dining cars with exotic dÊcor and lavish fabrics. It also serves some of the best cuisine in the world. The cabins are adorned with outstanding mahogany. To crown it all, the luxury train offers travelers an opportunity to delve into Scottish
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history through an Edwardian observation car. A local highlander is always on standby to regal you with stories of Scotland’s rich heritage. The Royal Scotsman is operated by the Orient-Express Hotels Ltd, one of the largest private luxury trains operators in the world.
Rocky Mountaineer The Rocky Mountaineer is perfect for individuals keen on a Rocky Mountains travel experience. The luxury train takes you on an unparalleled one-of-a-kind tour of the Canadian Rocky Mountains. Little wonder it was featured on BBC TV’s list of 50 Things to do Before You Die. You get to enjoy the snow covered peaks, huge forests and glacier fed lakes in Canada at the comfort of your luxurious cabin.
modation with mystic sceneries and quality on-board service.
‘The Rocky Mountaineer remains Canada’s most popular luxury train.’ It traverses scenic views between Jasper, Banff, Calgary and Vancouver. Luxury is exemplified by the Rocky Mountaineer’s Gold Leaf carriage with its transparent domed roof.
The Rocky Mountaineer today runs on four varying routes through the Canadian Rockies. Guests enjoy world class accom-
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- Carrie Ann
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The value and role played by the New generation of small business in propping the global economy cannot be underestimated. The New Gen small and medium sized enterprises (SMEs) have a considerable impact on the U.S., and indeed the global economy. For instance, Entrepreneur Magazine estimates that around 25 million and 27 million New Generation small businesses account for 60 to 80 per cent of all jobs in the United States. And it just doesn’t end there; these businesses even register more patents than larger firms! Little wonder thus that governments word over recognize the value of New Gen small business and have put in place measures to support them. Perhaps the problem could be governments are not doing enough to support SMEs! But regardless, there are New Gen small businesses that have distinguished themselves as leaders in their respective industries. Here is a list of the top new generation companies with big impacts!
1. Medifast, Inc. Medifast is a portion-controlled, nutritionally balanced, low-fat, and clinically proven program that helps people lose weight faster and more effectively than traditional diet plans. Medifast Meals come in individual packets that you mix with water and microwave or refrigerate, and are available in a wide variety of foods and flavors, including shakes, soups, stew, chili, oatmeal, scrambled eggs, fruit drinks and more. They are not only quick and easy to prepare, but they also offer a healthy fast food alternative to a busy lifestyle! Medifast is ranked as number one in America’s 100 best small companies. The company produces, distributes and sells weight management and disease management products. The company also sells health and diet products. Medifast had reached a mark of US$218 million in sales for 2011, registering a sales growth of 41 per cent. Its Earnings per share grew by an impressive 35 per cent and its ROE stood at 17 per cent.
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2. InterDigital InterDigital develops fundamental wireless technologies that are at the core of mobile devices, networks, and services worldwide. As a long-standing contributor to the evolution of the wireless industry, they solve many of the industry’s most critical and complex technical challenges years ahead of market deployment. According to a recent survey, InterDigital comes second as America’s best 100 New Generation companies. InterDigital, Inc. is a designer and developer of advanced digital wireless technology solutions.
‘The company achieved a sales target of US$359 million in 2011, marking a growth of 17 per cent.’ Its earnings per share grew by 149 per cent, with an ROE standing at 48 per cent. InterDigital has distinguished itself as a world leading developer of fundamental wireless technologies that are central to the use of mobile devices, networks and services globally.
3. Deckers Outdoor Deckers Outdoor finds and builds niche brands into global lifestyle leaders through innovative design and marketing. From fashion-oriented to outdoor, athletic to casual, their brands meet the specific needs of different groups, activities, jobs and individuals. Angel Martinez, CEO at Deckers Outdoor believes that by paying attention to vision and culture, Deckers has created a highly engaged workforce that encourages people to reach their potential and push hard to achieve a competitive advantage. Deckers Outdoor Corporation is ranked as one of the most promising small companies in America. The company is involved in the design, production, marketing and brand manager of innovative, high-quality footwear and accessories. With sales almost clocking the billion mark; Deckers Outdoor distinguishes itself as
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one of the most popular small businesses.
‘The company earned sales revenue of US$869 million, with a growth of 33 per cent.’ According to a business Magazine, Deckers Outdoor had earning per share growth of 35 per cent and ROE of 22 per cent.
4. NutriSystem NutriSystem ranks in the list of America’s 100 most popular New Generation small businesses of 2011 with a sales revenue of
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US$534 million. The company is a leading light in the provision of a weight management system based on a portion-controlled, prepared meal program.
‘NutriSystem experienced sales growth of 63 per cent in 2011, with earnings per share growth pegged at 73 per cent and ROE of 51 per cent.’
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Nutrisystem’s mission is to provide a weight loss program based on quality foods and a nutritionally balanced meal plan; individualized counseling is the core of their commitment that customers always have the privacy, support and knowledge needed to reach their goal weight.
5. WebMD Health Corporation The WebMD Health Corp. also takes its
rightful place in the list and can rightfully fit into the list of most popular New Gen companies. The company offers health information services to consumers, physicians and other healthcare practitioners. Its services are also handy for other groups such as employers. The company also provides health plans via its public and private online portals and health focused publications. WebMD Health Corp. crossed a sales mark of US$480 million in 2011, with a sales
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growth pegged at 28 per cent. Its earnings per share growth stood at 103 per cent and an ROE of 21 per cent.
6. American Public Education, Inc.
The company is one of the leading small providers of online post-secondary education. However, unlike other online post secondary education portals, the American Public Education Inc. primarily deals with the military and public service communities. Its earnings per share growth stood at 47 per cent, with an ROE of 28 per cent.
The American Public Education Inc. ranks as one of the most promising New businesses in America with 2011 sales crossing US$174 million.
7. Akamai Technologies, Inc.
‘The company sales reached US$149 million, with overall growth of 49 per cent.’ 46
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‘The company had sales growth of 35 per cent in 2011, with earnings per share growth of 9 per cent.’
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Akamai Technologies, Inc. is ranked as one of America’s best top 100 small companies with 2011 sales of US$930 million. Akamai Technologies, Inc is identified as a provider of services for accelerating & improving the delivery of content and applications over the Internet from live and on-demand streaming videos to conventional content on web pages to tools that help people transact business. Its 2011 ROE was pegged at 27 per cent.
8. VSE Corporation The VSE Corporation takes its rightful place in America’s list of 100 best small companies with 2011 sales of US$960 million. The VSE Corporation offers program management, logistics, engineering, IT, construction program, and consulting services to the government, other government prime contractors, and commercial entities.
‘The company had 2011 sales growth pegged at 42 per cent with earnings per share growth of 45 per cent and ROE of 26 per cent.’
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9. FrescoData
streams.
FrescoData is without a doubt the world’s foremost email lists and marketing lists company and is rightfully listed in 100 best New Gen countries. It is a provider of top quality email lists of business contacts globally. The company has distinguished itself as a provider of the world’s most complete, accurate and up-to-date business contacts and company data. The company offers email lists of top quality business decision makers, CEO Email lists and executives’ management lists.
‘The company is a specialty provider of Email lists of Senior Executives and ‘C’ level Management Email Lists.’
Douglas Sacks, Vice President-Strategic Planning at Frescodata.com comes with a plethora of experience in the Database Industry. He believes that today’s leaders feel the need to improve their capabilities to lead their firms by example. He focuses on developing the leadership of top executives using innovative global marketing strategies for all round development of revenue
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A few approaches he suggests are: generation and proper usage of quality leads,
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maintenance of clients’ data using new age techniques and resources, the importance of up-selling in Business retention, Data exploitation post cross vertical and cross sectoral diversification, etc.
10. F5 Networks, Inc. The F5 Networks is a provider of technology essential in the optimization of the delivery of network-based applications and the security, performance and availability of servers, data storage devices and other network resources. F5 technology has an ability to adapt to their client’s unique network architecture and mix of applications. Their products can handle a wide variety of environments; they offer many different training and support options to fit a particular situation.
‘The company had 2011 sales of US$803 million, with a sales growth of 31 per cent and earnings per share growth of 17 per cent.’
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Glencore Heading
Miner With The Takeo
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g To be the 4th Largest over Of Xstrata - Jason Miller
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T
he successful takeover of Xstrata by Glencore might turn the company into the fourth largest miner globally. It has been billed as the “merger of equals” by industry observers and insiders alike. But the merger of Glencore and Xstrata has sent shockwaves in the mining industry. Early in the year, Glencore International reported it had entered talks with Xstrata for a possible $80 billion takeover merger. The Glencore/Xstrata merger will certainly be the mining industry’s largest in recent history. The buyout is expected to be an all-share transaction that will no doubt shake up the mining industry.
Glencore unveiled So who really is Glencore and why the jaw breaking deal? Glencore is the largest diversified commodities trader in the world. The company is headquartered in Baar, Switzerland, with operations across the globe. Glencore has interests in the production, sourcing, processing, refining, transporting, storage, financing and supply of metals and minerals, energy products and agricultural products. The mega
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acquisition move has raised competition concerns in the industry. But rival BP has dismissed such concerns. The company currently employs 3,000 people around the world in its various marketing operations. However, its headcount is more than 58,000 in its industrial operations, spread over 33 countries.
Why the jaw breaking deal? Glencore’s motivation for the Xstrata acquisition cannot be easily explained by expansion endeavors. The company already holds a 34 per cent controlling stake in Xstrata. Glencore could be responding to industry changes in terms of rival mergers and acquisitions and preparing for the future. The Xstrata acquisition is double Rio Tinto’s acclaimed buyout of Alcan in 2007 that was undertaken at $38 billion. According to industry observers and insiders, Glencore’s move for Xstrata was only a matter of time. A Reuters report even indicated that it was a matter of “when,” not “if.” The move is aimed at bringing on board more mining business to Glencore’s portfolio of mining assets. Perhaps this was made clear by Glencore Chief Ex-
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ecutive Ivan Glasenberg, during a financial conference in Moscow. According to Mr. Glasenberg, Glencore has always been of the opinion that the two companies should be one.
Stumbling blocks The acquisition has had its fair share of impediments. The success of the merger will mark years of failed talks. This is not the
first time Glencore was making an acquisition move on Xstrata. However, analysts and observers still believe the price may prove a stumbling block for the deal. An Xstrata shareholder meeting scheduled for April was postponed for a month. Xstrata shareholders had earlier made it clear they would not accept an offer that does not recognize the company’s growth profile. In addition, Xstrata shareholders have shown keenness on a sweetener, regardless of how friendly the interested takeover party is. That perhaps will determine whether or not they approve the deal.
Ironing out the differences amongst bosses According to a Reuters report, the successful completion of the deal depends considerably on the relationship between Glencore and Xstrata bosses. Glencore’s Glasenberg and Xstrata’s Mick Davis are both South African. But other than their shared nationality, the two are also quite ambitious! The problem then becomes, who will run the merged entity? Will “Glen-Strata” (the merged entity) retain Glasenberg and Da-
vis at executive positions? Certainly yes! Industry insiders have indicated the longer serving Davis will retain an executive role while Glasenberg will become CEO. The announcement of the Glencore takeover offer saw shares in both firms rise steadily. Glencore’s shares rose by over 8 per cent while Xstrata’s went up by more than 14 percent. Since making the offer, both sides have remained cautiously optimistic over the deal. The transaction, described by the firms as a “merger of equals,” could see the companies benefit from each other’s synergies in marketing and other operations.
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In terms of industrial power, the merger stands to create the world’s biggest Zinc and thermal coal producer. The Glencore/ Xstrata merger would also create a powerful player in the copper and nickel mining business. According to Credit Suisse analysts, “Glen-Strata” would have synergies pegged at around $468 million. The estimate corresponds to around 5 per cent of their aggregate net income for 2012. Prospects for the merger. The merger’s prospects look promising as long as both CEOs and Xstrata shareholders agree on the one thing impeding the union; price valuation. The shareholders will also have to work around a settled premium Glencore has to pay for the acquisition. Industry observers have long indicated that Davis and his Chairman John Bond will not agree to a deal that fails to recognize Xstrata’s growth prospects. Unfortunately for Glencore, it gets no say in this one, even though it is an Xstrata shareholder. One thing is clear though, an offer with no premium will certainly not get approval from Xstrata shareholders. Reuters’ reports quoted some unmanned top five shareholders reiterating their opposition to a nil-premium offer. These valuation
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and premium impediments bring back to memory a rather ironical flopped Xstrata acquisition attempt in 2009. Xstrata made a bid for Anglo American in 2009 but it flopped because the company refused to offer a premium. All signs are Glencore will most likely not offer a control premium on the Xstrata takeover. But industry pundits believe the company may offer Xstrata an “equalization” premium. According to Reuters, an equalization premium will include but certainly not limited to “an adjustment to the share ratio to better reflect the value of the two companies and their growth options....” On its own, Xstrata has grown its revenues over the years through a series of acquisitions and deals. The company is keen on doubling its production by the year 2014. It has already set aside a project pipeline pegged at a whopping $19.5 billion to be undertaken over the coming two years. Talk over the acquisition began last year May when Glencore went public in an IPO valued at $10 billion. Going by current share price, Glencore’s purchase of all Xstrata shares will cost it an estimated $33 billion.
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The Largest Resta 36860 Re 58
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aurant Chain With staurants
- Christine Taylor
S
ubway is inarguably one of the largest restaurant chains in the world. Industry Leaders Magazine
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Fred DeLuca, Founder of Subway The company has some 36860 restaurants globally and traces its history back to the 1960s. The Subway chain of restaurants was started by 17 year old Fred DeLuca in 1966. Whereas he had initially set out to attain a medical degree, the young DeLuca went into a business partnership with family friend Dr. Peter Buck and the first Subway restaurant was born. DeLuca and Dr. Buck’s first Subway restaurant became operational in Bridgeport, Connecticut, USA. That was 1965 and its original name was Pete’s Super Submarines. It would be years later before the first franchised Sub-
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way restaurant opened in Wallingford, Connecticut.
Operational overview Today, the Subway Restaurant chain is headquartered in Milford, Connecticut, but has regional hubs for manning its global operations. The company also has country offices located throughout the world with a headcount of 1,000 employees. However, its franchisees world over employ more than 300,000 people in the localities they operate. The Subway Restaurant chain is
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operated by Doctor’s Associates, Inc. The restaurant is famous for making submarine sandwiches and salads. As of 2012, Subway has operations in 100 countries and is the second biggest single-brand restaurant chain in the world. The company is also inarguably one of the fastest growing restaurant chains in the world. It comes second to Yum! Brands, with five regional centers and an ever expanding global empire. Today, Subway’s regional offices can be found in Europe, Australia, Asia, Latin America and the Indian sub-continent. The European regional hub is based in Amsterdam and is responsible for Subway’s European operations, cutting across several European states. The Australian and New Zealand chains are operated or run from Brisbane, Australia. Sub-
way’s Asian operations are managed from hubs in Beirut, Lebanon, Malaysia, Singapore and India. Latin America operations are operated from Miami, Florida.
Doctor’s Associates (The restaurant’s holding business) DeLuca and Buck started the Doctor’s Associates in 1966 as the holding company for Subway upon launching the second Subway restaurant in Bridgeport. Subway’s journey over the years has been marked by rising superior performance, thanks to ambitious growth plans. The two entrepreneurs launched Doctor’s Associates a year after launching the first Subway restaurant. To start the business, DeLuca took a $1,000 loan from Dr. Buck, a family friend. He opened his first sandwich shop on August
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28, 1965. Over the years, Subway has enjoyed uninterrupted ranking in Entrepreneur Magazine’s Top 500 Franchises. The crowning moment in the restaurant chain’s journey came in 2008 when the company was ranked 2nd overall franchise and the leading “Global Franchise”. In a poll conducted last year via social media, the company came tops as the most popular “Fast-Food Restaurant in the United States of America.” Most importantly though, the company has over the years expanded its franchise globally and surpassed renowned names in the restaurant business such as MacDonald. As of 2010, Subway was ahead of MacDonald in terms of franchisees globally, but MacDonald dwarfed Subway in terms of revenue.
Range of Subway offerings Primarily, Subway is renowned for the submarine sandwich (Sub). However, it also offers wraps, salads, meat, vegetables, cheese, cookies donuts and muffins. But with the global push for expansion, the company has had to adjust its offerings depending on the locality it’s operating. As such, menus may differ from country to country. One of Subway’s biggest and most common sandwich is the MBT. The BMT is made of pepperoni, salami and ham. The initials stood for Brooklyn Manhattan Transit before being changed to the current Biggest, Meatiest, Tastiest.
Brief Historical Overview
Timeline
1960s, 70s and 80s The 1960s, 70s and 80s were years of ambitious growth plans for the two entrepreneurs. The Subway brand name was first used in 1968 and the first franchised Subway sandwich shop opened in Wallingford, Connecticut in 1978. Subway’s most famous sandwich, the BMT, was first introduced in 1975. Initially known as BrooklynManhattan Transit system in full, the name was changed in advertising campaigns to
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“Biggest, Meatiest, Tastiest.” The year 1975 also saw Subway launch its first restaurant outside of Connecticut; in Massachusetts. The company would later follow up with additional national restaurants in other states of the U.S. By 1981, Subway had 200 restaurants, with that number reaching 300 a year later. By the year 1984, Subway was opening its 400th restaurant in Dallas. The same year, Subway launched its first international restaurant outside of the U.S. in Bahrain. The 1980s witnessed the expansion of Subway’s menu to include a range of other delicacies such as bread, cheese, steak, breakfast etc. The company also accelerated the expansion of its international operations with additional restaurants in Canada, Bahamas, Australia, Mexico etc.
1990s and 2000s This growth was sustained in the 1990s with the opening of additional global subsidiaries and menus. By the year 2001, Subway had clocked 15,000 restaurants worldwide and greatly expanded its range of delicacies. In 2002, Subway officially surpassed McDonald in terms of open and operating chains in the U.S. with 16,000 locations globally. By last year, 2011, Subway had reached its 35,000th restaurant. The Subway restaurant also has some 8,000 non-traditional restaurants. It has also opened a number of Eco Restaurants.
Going Forward As the leading global restaurant brand, Subway is a restaurant of choice for many loyal customers globally. The company offers quick but healthy nutritious meals encompassing a wide array of menus. The company’s growth is guided by the need to offer customers fresh, delicious, made-to-order sandwiches. Its global outlets continue to expand daily.
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BrightSo
not to shin
Journey from a Coll
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lege Dorm to NASDAQ -Jason Miller
F
acebook Inc, the California based world’s largest social networking site rang the bell on NASDAQ on 18th May, 2012. What started off as a simple algorithm in a dorm in Harvard is now publicly listed at $38 per share to raise $18.4 billion. Industry Leaders Magazine
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So what were investors expecting out of this public offering? Will the shares ride high on the wave of retail investor’s optimism? Facebook is valued at $104 billion at the IPO price but is it really worth it? The valuation is based on the company’s ability to generate future earnings, and recent announcements of General Motors planning to withdraw $10 million advertising buy from Facebook and its dwindling revenue model is not really helping the case. The world’s largest social networking hub,
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a convergence point to more than 900 million monthly users worldwide has believed in creating a history ever since it was born. Right from the Harvard dorms, where a 22 year old Mark Zuckerberg triggered this social exchange among the Harvard students, Facebook has created a phenomenal history by connecting with people across the globe, allowing them to connect with their friends and family, do business, find long lost acquaintances, discover the world around them, and get a voice in the public.
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NASDAQ’s New Ticker The new addition on the NASDAQ ticker, FB, shall be the most sought after script when the market reopens tomorrow. With continuous increase in demand, the company has re-filed with the SEC twice in the past forty-eight hours and increased its shares to 421 million, 25% more than its initial plans. To this strong demand Facebook upgraded the target price from $28-$35 to $34-$38. This brings the valuation of the company to around $100 billion, roughly 27 times its 2011 revenue of $3.7 billion and around 99 times its earnings of around $1 billion, which was majorly from advertisements. With this IPO, the young and brilliant Mark Zuckerberg shall become one of the youngest and richest American billionaires, with his stake worth upward of $18.7 billion.
Also with this historical moment, many lives will see a stupendous income pouring in. The Facebook employees, initial investors and venture backers and the underwriters will bang on an overnight fortune. But the retail investors shall have to wait for a while before they get their hands on this supposed goldmine. And that is where the critics come in. The Facebook IPO is the talk of the town, but it is for the world to see, how much justice Mr. Zuckerberg and his team is able to do in satisfying his new and hungry shareholders. The eight years from the Harvard dorms to conquering lives across the world have been breath taking. However, it is for the world to judge how much innovative can the source of earnings be for Facebook, that it justifies its $100 billion valuation! If Facebook will be able to do justice to this hype and honor it is getting in the creation of a spectacular
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history, can only be answered in the following few months and years to come.
Facebook for Americans The alchemy with which Facebook has kept its audience captivated does seem to continue for a long time. Two-third of America is on Facebook and, on an average they spend 20% of their internet surfing time on Facebook. All over the world, over 300 million photographs are uploaded on Facebook daily. And this spell does not seem to be dwindling any time soon. Though, Facebook is expected to struggle a lot to draw new users towards it. They cannot let the saturation point come too soon. Tie-ups and buying of other smaller ventures has become a Facebook habit now. For instance, FB has bought almost two dozen smaller companies, not to forget the recent acquisition of Instagram. This builds up an inventory of talent pool, ideas and innovations to keep the users engrossed. With time and spread, Facebook has established a coterie around itself. The concepts of Marketing have added to the books, a social networking phenomenon, of which Facebook has today become a synonym. If its present, it’s on the Facebook, is the new concept for a business. Gaming portals like Zynga drives 90% of its business from Facebook alone. According to a study published by Deloitte in January 2012, Facebook app industry is worth £467 million in UK alone, while Facebook injects € 15.3 billion into the European economy. With such enormous impact to the industry, the Facebook IPO is all set for success. Though, there are a certain pressing issues that may make this Goldmine lose its luster in the long run. Facebook is the virtual databank of people around the world. But the efficiency with which this databank is utilized to generate revenue out of it is left to be seen.
Facebook Ads need to Add Value Mobile usage has increased many folds recently and is likely to grow even more. With Google and Apple dominating the smart phones soft-
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ware, it forms a pressing issue for Facebook to capture the mobile phone market and the source of revenue from the same. The impact of advertisements and the lack of creative options in Facebook ads is a pestering issue with Facebook. The announcement that General Motors withdrew from Facebook advertisements just 3 days before the IPO launch of Facebook dint help.
“The ads in Facebook don’t help. In Google, people click the ads because they are searching for it! But people Facebook to talk to their friends and family, to check out on a friend’s girlfriend, update things that are important and not-soimportant to them, so ads don’t come into the picture!” commented an analyst and it may well hold true if significant options are not made available in time. Moreover, the Hacker Way might get significantly constrained for Mr. Zuckerberg after going public, once Facebook has investors to answer to. For the day of opening, most experts predict an overwhelming response, but how long will the Zuckerberg team be able to attract and hold the shareholders, that only time and the future strategies may tell.
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The Most Expensive Wedding the World has seen
- Christine Taylor
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L
avish weddings certainly don’t come cheap! But some weddings will go down in history as the most memorable in a number of ways. If every bride had her way, there would be numerous weddings competing for the “most expensive” tag. Unfortunately, only a few brides can flaunt this tag. Industry Leaders Magazine
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For a majority of others, the average wedding costs not more than US$50,000. On average, an American wedding costs US$30,000.
‘The rich can afford to spend lavishly on their weddings to make known their love for each other.’ But what if you had the opportunity to spend even more money? Way out of this world? What if you could run your wedding for five days straight? Or better yet splash some US$1.5 million on reception wine? Or a bride with an over US$1 million gown? The above questions or possibilities fit the wedding profiles of only the most moneyed people in the world.
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Nuptials have never been this expensive! The moneyed will go to whatever possible lengths to show the world what it means to tie the knot. Millions of dollars are invested in lavish ceremonies that are the envy of every bride or groom. Unfortunately, as expensive as they are, some of these lavish weddings don’t survive past their first anniversary. But that is a story for another day! In a survey of the world’s most expensive weddings ever seen, one nuptial celebration stands out. To date, the Guinness Book of Records topping wedding of Vanisha Mittal and investment banker Amit Bhatia remains the most expensive wedding ever. Vanisha Mittal is daughter of Indian billionaire Lakshmi Mittal. The record holding wedding cost an estimated US$78 million.
So who really is Vanisha Mittal? As earlier indicated, Vanisha Mittal is the youngest daughter of Indian billionaire Lak-
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shmi Mittal. The Indian billionaire is owner of the world’s largest steel company (Mittal Steel Co N.V.) and was ranked the fourth richest person in the world by Forbes Magazine in 2008. Vanisha Mittal holds a Business Administration degree from the European Business School and a Masters degree in South Asian studies from the London’s School of Oriental studies. She is also a holder of a Masters degree in African Studies from the University of London. She joined her father’s company in 2004 as a member of the board of directors.
wedding. Held for five days in June 2004, Mr. Mittal rented the Vaux le Vicomte, a 17th-century chateau in France as the venue. The wedding was the biggest single event on the Indian calendar in 2004. Some of the lavish activities during the
The wedding, an event like no other Perhaps being daddy’s little girl may have played a part in Vanisha Mittal’s
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wedding could only be undertaken by a rich couple. For instance, invitations were dispatched in a 20 page silver book. Additionally, a top chef was dispatched from India to service the occasion with more than 100 dishes. As for the wine, a wine tab went for US$1.5 million. The event was attended by some 1,000 guests who travelled from various parts of the world to France in 12 chartered Boeing jets. For the occasion, the couple had their own special castle built in Saint-Cloud.
The engagement ceremony, 20 June 2004 The five day wedding event kicked off with an engagement ceremony held at the Palace of Versailles. It was a wedding event of proportions never before witnessed in modern Paris. What better place to make a statement than at the Palace of Versailles and its entire rich heritage? In fact, it was the first time in the Palace of Versailles’ history that a private function had been allowed. According to insiders, it took the billionaire more than a year to obtain the necessary permissions for use of the Palace of Versailles. The engagement party was crowned by a kneeling groom asking for Vanisha’s hand in marriage. And she, of course, said YES! The lavish dinner for the engagement party was hosted in the Battle Gallery at Versailles. Guests at the engagement ceremony were treated to music from the couple’s favorite composers and performers.
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The Highlights of the event The crowning activity for the wedding was a performance by Kylie Minogue. But a cocktail party for the guests witnessed an interesting performance from Mr. Mittal and his wife, Usha. Journalists were strictly not allowed at the function. But reports suggested Mr. Mittal and his wife acted themselves in an hour long drama depicting the love story of their daughter and her husband. The function was held at the banks of the Seine. The India Telegraph then reported that the Can Can girls had also entertained visitors. Vanisha Mittal’s bridal trousseau was designed by acclaimed Indian designers, with names such as Suneet Verma and Tarun Tahiliani popping up.
Bollywood Themed Night, 21 June 2004 The Bollywood Night was a hit with performances from pop star Kylie Minogue, as well as Shah Rukh Khan. The high powered guest list was entertained by Kylie Minogue for 30 minutes. Everything about the wedding and the various activities spoke of wealth and riches. Rani Mukerji and Saif Ali Khan gave the couple some marriage advice, played out through songs and carefully done scripts. The lavish spread of cuisine at the Bollywood themed night featured the best of the best from top notch restaurants around the world. It will be a long time before Vanisha Mittal and investment banker Amit Bhatia’s wedding is removed from the number one “most expensive wedding” spot. Even the English monarchy’s recent wedding, at around US$34 million, couldn’t come near Vanisha’s wedding in terms of costs.
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Gamesa Corp Tecnol贸g
Everlasting E
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poración gica
Energy
- Richard Meryn
G
amesa Corporation Technológica is a Spanish company and a global technology leader in the wind industry. The company was started in the 1970s and is the world’s leading player in the design, manufacture, installation and maintenance of wind turbines. Industry Leaders Magazine
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As of 2012, Gamesa Corporation Technologica has 24,100 MW installed and 16,300 MW under maintenance. Today, the company operates its global business out of 34 production facilities spread across four continents. It has facilities in Asia (India, China), North America (United States), Latin America (Brazil) and Europe (several locations). Gamesa has a headcount of around 8,300 employees globally. Other than the manufacture of wind turbines, Gamesa also constructs and sells wind farms. The company’s installed capacity as of 2012 stands at 5,000 MW, with an additional 24,000 MW in Europe, America and Asia.
Why wind energy is vital to Gamesa’s future? Gamesa Corporation Technologica prevents a great deal of atmospheric pollution caused by carbon emissions. The compa-
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ny’s 24,100 MW installed capacity is roughly equivalent to 5 million tones of petroleum per annum. On average, Gamesa prevents the emission of around 36 million tons of CO2 per annum.
Business Profile Gamesa is present in a number of key business lines. The company’s lines of business include operations in Wind turbines manufacture, operation and maintenance services, Wind farms and new businesses. The company employs an incorporated approach to all its wind projects i.e. its operations cover all aspects of the wind energy industry. Today, Gamesa is the undoubtable world leader in wind turbine installation. It has a considerable market share with installed capacity of 24,143 MW as of 2011. The company has embarked on an expansion plan targeting vital strategic markets globally, for instance the U.S., Brazil, China and India.
Industry Leaders Magazine
To that end, Gamesa has ramped up its operations in the U.S., Asia and Brazil. The strategy also seeks to bolster the company’s operations in places where the potential for wind energy is enormous. This undertaking will be achieved in partnership with local partners in growth markets. The company has also developed and commissioned ambitious mega wind farm projects globally. It generates an installed capacity of 4,972 MW from its wind farms. There is further portfolio of 23,891 MW of wind farms that are still under development across Europe, America and Asia. To un-
dertake its massive global business operations, Gamesa employs a core of qualified experts in diverse areas.
Historical Timeline Overview 1976-1993—Beginnings Gamesa Corporation Technológica was started in 1976. The company was originally registered as Grupo Auxiliar Metalúrgico. Its main operations were in the construction and sale of industrial machinery and equipment. This line of business was primarily
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meant for the automotive sector. However, the company delved into other emerging areas such robotics, microelectronics, the environment and composite materials. It is in these new realms that Grupo Auxiliar Metalúrgico would distinguish itself through innovating new technologies for the emerging areas of business such as robotics. But as the years unfolded, Grupo Auxiliar Metalúrgico narrowed down on two business lines; renewable energy and aeronautics. By the year 1993, Gamesa was already developing its inaugural aeronautic programme; Embraer ERJ-145 regional jet.
1994-1999--Renewable ergy operations
en-
The years 1994 to 1999 marked intensified focus on the renewable energy sector. Gamesa officially marked its entry into the wind energy industry in 1994. The first ever wind farms developed and sold by Gamesa were built in Aragon in 1995. The La Plana III wind farm development marked the inaugural wind farm in Gamesa’s currently expanding portfolio. To bolster its position in the renewable energy sector, Gamesa also delved into the manufacture of thermosolar and photovoltaic components. This move was followed by a venture into the development and sale of photovoltaic solar parks. Over the years, the company would also later delve into the construction of facilities powered by other renewable energy sources such as biomass and mini hydro. However, throughout this time, Gamesa’s aeronautics division participated actively in various partnership programs for the development of aircraft systems. In the aeronautics division, the company primarily focused on the regional jet segment, which involved the production of jets with a 100 passenger capacity. However, the company also undertook projects for other major aircraft manufacturers in the world, for instance Embraer, Bombardier and Airbus.
2000-2009--Global expansion and consolidation
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The years 2000 to 2009 were marked by increased global expansion and consolidation. In 2000, the company further expanded its global footprint with projects in European countries such as Portugal, Italy, France, Greece, Germany, Ireland and the UK. This move was further bolstered by additional projects in other key markets such as China, the U.S. and Mexico. The company went public in October 2010 through an IPO and shifted its business growth trajectory to the renewable energy technology sector. The company then embarked on a drive to attain new markets. This was exemplified by industrial projects, for instance in Brazil. The 2010 Mercosur industrial projects were meant to reinforce its hold on the key market. The company officially became Gamesa Corporación Tecnológica in 20002. To further its global expansion strategy, Gamesa acquired Cantarey in 2004. This acquisition bolstered its production of specialty wind power generators. It was followed by the acquisition of Enertrón, an electronics company, primarily to enhance Gamesa’s electronics segment. The company never launched its U.S. operations until 2005 when it commissioned its inaugural productive facility. 2005 also saw the company expand its industrial production in China and build the biggest wind farm in Portugal. 2006 marked a change in direction for Gamesa’s line of businesses with the sale of its automotive and aeronautics segments.
2012 and Beyond… The company has totally shifted its focus to the development of sustainable energy technology. This move followed the disposal of the solar power business segment in 2008. The company is now solely focused its operations on wind energy. As of 2012, Gamesa has successful become one of the leading wind turbine manufacturers with operations in 20 European, American and Asian markets. This capacity is expected to grow as the company plans to install its inaugural off shore wind turbine in Spain. The company also plans to launch its inaugural major components reconditioning services business in Europe. Industry Leaders Magazine June 2012 87
PENN NATI Gaming. Inc. Entertainment at its
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IONAL Best - Jason Miller
P
enn National Gaming Inc. is a diversified company that runs a number of gaming and racing facilities, as well as ownership interest in others. Its businesses in the industry focus mainly on slot machine entertainment. Industry Leaders Magazine
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The company runs casino properties, horse racetrack and related off-track betting facilities. These businesses are primarily found in the United States of America. However, the company also has operations in Ontario, Canada. As of 2012, Penn National Gaming Inc. runs 27 facilities around the United States in different jurisdictions as Colorado, Florida, Illinois, Indiana, Iowa-Kansas, Louisiana, Maine, Maryland, Mississippi, Missouri, Nevada, New Jersey, New Mexico, Ohio, Pennsylvania, Texas, West Virginia and Ontario. In terms of entertainment infrastructure, Penn National Inc. has an estimated 31, 700 gaming machines, 2,400 hotel rooms and 1.35 million square feet of gaming floor space, and in excess of 2,400 hotel rooms and 1.35 million square feet of gaming floor space. In aggregate, Penn National is ranked as the 3rd largest gaming company in the United States, with annual revenues in excess of $2.5 billion. Penn National Inc. is amongst the biggest gaming companies in the world.
History overview Penn National Inc. was founded in 1972 from the Penn National Race Course. The company traces its early roots to the national race course in Harrisburg, Pennsylvania. However, it was not until 1982 that it was formally incorporated as PNRC Corp. In 1994, the company changed its name to Penn National Gaming, Inc. Today, Penn National Gaming, Inc is headquartered in Wyomissing, Pennsylvania. The current CEO of the company is Peter Carlino, who has been in office since 1996. Under his stewardship, the company has undertaken some meaningful expansion investments that have increased its portfolio of assets considerably. In Pennsylvania, Penn National Inc. has two tracks, one located in Harrisburg and the other outside Wilkes-Barre. The Penn National Race Course is located in Harrisburg while the Pocono Downs Racetrack is found outside WilkesBarre. Penn National Inc. also has an 89 per cent stake in the Charles Town Entertainment Complex, Charles Town, West Virginia. The Virginia facility provides live horse racing, pari-mutuel wagering, and video gam-
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ing machines. In New Jersey, Penn National Inc. controls a 50 per cent stake in two race tracks, namely the Freehold Raceway in Freehold, New Jersey, and Garden State Park, in Cherry Hill. Penn National Inc. operates pari-mutuel wagering on both its own races and on simulcasts of races run at other tracks
Key Timeline Dates:
Company for around $2.2 billion in 2005. The investment bolstered Penn National’s profile as the 3rd largest publicly held gaming company in the United States. MGM-Mirage Inc. and Harrah’s Entertainment Inc. still lead the pack. However, the company has relentlessly worked towards enhancing its portfolio and position within the industry with expanded facilities and services. Such an endeavor was evident in 2006 when Penn
1972: The Penn National Race Course starts off with its first race. 1978: A turf course is added to the Penn National facility. 1992: Opening of its first offtrack wagering facility. 1994: Public listing. 1996: Acquisition of the Pocono Downs racetrack, near Wilkes-Barre, Pennsylvania. 1997: Acquisition of an 89 percent ownership of the Charles Town Race Track in West Virginia. 1999: Acquisition of a 50 percent stake in two New Jersey racetracks. Also enters formal agreement to acquire two Mississippi casinos.
Company tives
Perspec-
Penn National Inc. strives to establish itself as a profitable and respected leader in the racing and gaming industry. The company has always worked towards becoming a valued partner in the communities it operates, as well as a role model for ethical business standards in the industry.
Growth and Expansion Penn National Inc. acquired Argosy Gaming
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National attempted an acquisition of one of its industry rivals, Harrah’s Entertainment. Whereas Penn National’s bid flopped, Harrah’s Entertainment was eventually acquired by two private equity firms. Penn National Inc. undertook further expansion investments with the 2007 acquisition of Zia Park & Black Gold Casino in Hobbs,
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New Mexico. The investment cost the company an estimated $200 million. With the acquisition of Zia Park & Black Gold Casino, Penn National took control of key Zia assets such as Zia Park Racetrack and its Black Gold Casino. The Zia casino, with its location, gave Penn National around 320 acres (1.3 km2) of land located in Hobbs, New Mexico. However, a
Bringing the track to the people The Penn National Inc. has been on the forefront of bringing the track back to the people. The company is famously remembered for the introduction of off-track wagering facilities or OTWs. The move effectively gave race lovers the opportunity to bet on their favorite riders outside of a racing facility. However, the betting could only be done within predetermined locations by each racetrack within the state. The first off-track wagering facility went live in 1992 to much acclaim from race lovers. The first facility was built in Reading and gave racing fans an opportunity to wager on races simulcast from around the United States while enjoying a drink or dining. This initiative proved a success and by 1996, a number of such facilities had been opened nationwide. Between 1995 and 1996, Penn National Inc.’s sales shot up from $33.3 million to $57.6 million.
Listing and further expansion
buyout meant to take Penn National Inc. private flopped in 2007. The privatization had been fronted by New York-based Fortress Investment Group and Centerbridge Partners and was pegged at a whopping $6.1 billion.
Penn National Inc. was listed in June 1994 on the NASDAQ exchange. Whereas its stock price fared poorly initially, it had picked up by early 1996 thanks to improving profits. To sustain the steady increase of its share price, Penn National embarked on further expansion of its off-track wagering facilities. The idea had proved a profitable, cost effective revenue generating measure. The company has since gone into various partnerships and alliances that have brought new opportunities for business and expansion. Today, Penn National Inc. owns a number of subsidiaries throughout the United States.
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Kingston T
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Technology Inc. - Jason Miller
Kingston Technology Co. Inc was founded by John Tu and David Sun in 1987. Whereas the company launched with a single product, its portfolio has expanded over the years and today includes more than 2,000 memory products. Industry Leaders Magazine
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The company’s founders, John Tu and David Sun, sought to fill a market gap in the surface mount chips with a memory module that has since shaped the industry. From the outset, Kingston Technology Co. Inc set the standards in memory device manufacture. At its founding, there was a severe shortage of surface mount memory chips in the high tech market. The company’s range of memory products conform to the best industry standards, having undergone the most extensive and stringent testing processes. After 24 years of exceptional business, Kingston Technology continues to set industry standards in quality and reliability. It’s extensive range of memory products support a wide range of memory using devices, from digital cameras, computers, servers, printers, mobile phones and MP3 players. Kingston Technology has continually bolstered its position in the industry as a leading memory manufacturer by producing quality products. The company reported annual 2010 sales of $6.5 billion, marking a significant increase in its business revenue.
employees has been at the core of the company’s success over the years. As of 2012, Kingston Technology runs major manufacturing operations in the U.S., China and Taiwan. However, the company also has regional offices for managing its operations in various regions of the world. The Asia/Pacific region is managed out of a regional office in Taiwan while the EMEA region is run from an
Operational overview Kingston Technology Co. Inc. is headquartered in Fountain Valley, California. The company’s global operations are run from California with a headcount in excess of 4, 700 people worldwide. As an appreciation of the company’s quest for quality and efficiency, Fortune Magazine named
Kingston Technology as one of the “Best Companies to Work for in America.” The recognition was for Kingston Technology’s adherence to virtues such as respect, loyalty, flexibility and integrity. However, part of the company’s operational credo throughout its global operations is investing in people. A corporate culture that values
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office outside London. The Canada, Eastern Europe and Latin America operations are run from corporate headquarters and incountry sales representatives. The company’s sales representatives are spread out in the United States, Taiwan, China, India, Australia, Vietnam, Europe, the Russian Federation, Ukraine, Turkey, and Latin America. From its corporate headquarters and regional hubs, Kingston
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Technology operates an international chain of distributors, resellers, retailers and OEM customers on six continents.
Company Historical Timeline 1987 –Filling the market gap in memory mount chips The year 1987 marks the start of efforts by
Company was born.
1989-- Market Leadership The year 1989 heralded a new age in industry testing and quality assurance. The entry of Kingston Technology into the play was to be felt again when the company introduced 100-per cent testing. This brought more reliable quality assurance and gave Kingston a leading position in memory mount chips manufacture. The move also helped Kingston Technology gain competitive advantage over its rivals in the industry.
1990-- Diversifying its business The year 1990 marked a change in product strategy with the launch of the company’s first non-memory product line. 1990 also saw the company launch its first processor upgrades. It marked a new dawn in Kingston Technology’s portfolio of products. A lot more new and varied product lines have followed since then.
1992--Bags Number one ranking as fastest growing firm The year 1992 brought with it mixed blessings for the company. Inc. Magazine ranked Kingston Technology as the fastest growing privately held company in America.
1993--Further diversification
engineering experts John Tu and David Sun (co-founders) to find a way to fill the glaring market gap in high tech memory mount chips. The co-founders are informed in their quest for entrepreneurship by a severe shortage of surface mount memory chips. To start off, the two engineers develop an industry shaking new Single In-Line Memory Module (SIMM). This new innovation would set the industry standard from thence on and give birth to a new tech firm. On the 17th of October 1987, Kingston Technology
In 1993, Kingston undertook further diversification to expand its product portfolio. The company heralded a new product age by venturing into networking and storage product lines.
1994--First Portable products The year 1994 saw Kingston introduce its first portable products, namely the DataTraveler® and DataPak™. It was also the year the company got the International Standardization Organization’s (ISO) stamp of approval on its first assessment attempt. It was awarded the ISO 9000 certification. Kingston’s fortunes had been growing over
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the years and Forbes Magazine listed the company as number 367 in its list of the
“The 500 Largest Private Companies in the U.S.” As of the year 1994, Kingston was listed as having annual revenues of $489 million.
1995-- First revenue in excess of $1 billion 1995 was the year all of the founders’ hard work paid off when Kingston joined other companies with revenues in excess of $1 billion. The company’s 1995 sales surpassed the $1 billion mark to stand at $1.3 billion.
1996--80 per cent stake acquired by Japan’s Softbank® Corporation
Japan’s Softbank ® Corporation. The acquisition was for a whopping $1.5 billion. To thank its employees for the hard work and dedication towards making the company a success, $100 million was paid out as employee bonuses. 1996 also marked the first time that a PC OEM and a memory manufacturer teamed up to create a cobranded module when Kingston and Toshiba went into a partnership.
1997 to 2011--Accelerated growth and rising revenue From the year 1997 to date, the company has experienced sustained growth in product lines and revenue with the opening of new global centers of operations. The co-founders bought back the 80 per cent stake owned by Softbank for $450 million in 1999. The company has developed and launched revolutionary products, such as the industry-leading memory tester unveiled in 2002. Kingston Technology continues to enjoy leading status in memory manufacture.
In 1996, Kingston sold 80 per cent stake to
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PANALPINA On 6 Continents
- Richard Meryn
The Panalpina Group is a global leader in the provision of supply chain solutions. The company combines intercontinental Air and Ocean Freight with wide-ranging Value-Added Logistics and Supply Chain Services. Industry Leaders Magazine
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The company is one of the leading providers of integrated end-to-end solutions that are specificity customized for its various clients. The company tailors its expertise in the creation of solutions that cater for customers’ supply chain management requirements. As of 2012, the Panalpina Group has a global network that encompasses 500 branches spread out in over 80 countries. The company also has partnership arrangements with other firms in an additional 80 countries globally. The Panalpina Group has a global headcount as of 2012 that stands at 15, 000 employees. The company was listed on the Swiss Stock Exchange in 2005. Until then, it was 100 per cent owned by the Ernst Göhner Foundation. Money raised from the public offering was used in the acquisition of Singapore’s Janco Oilfield Services and Norway’s Overseas Shipping Group. Today, the Panalpina Group identifies itself as inarguably one of the leading suppliers of forwarding and logistics services with a specialization in end-to-end supply chain management solutions and intercontinental air freight and ocean freight shipments.
Core Competencies Panalpina’s core competencies are in air freight forwarding and ocean freight shipping. To date, the company is present in 160 countries globally, operating hubs and gateways that make its cargo flows quite efficient. The company’s services are tailor made to meet specific customer requirements. Requirements may vary from customers who ship full container loads or those who deal with smaller consignments. The range of services and logistics solutions are tailor made to bolster the management of a client’s supply chain.
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Market Leader The Panalpina Group has effectively distinguished itself over the years as a market leader in freight forwarding services. The group’s impact has especially been felt in the oil and
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Its global expertise in the provision of supply chain management solutions is unrivalled. As of 2012, the company has the largest global networks in air and ocean freight forwarding. It also boasts a global network of more than 100,000 customers, both from medium and large enterprises. This gamut of SMEs and large enterprises rely on Panalpina for the management of their supply chains worldwide. Over the years, Panalpina has built one of the best in class technology capacities in the freighting business.
Operational organization The Panalpina global network is run by regional hubs spread throughout the world. These regions are split into various segments based on their core business competencies. The regions are grouped as Europe/Africa/Middle East/CIS, North America, Asia Pacific and Central and South America. However, Panalpina boasts a more robust presence in Asia – Europe –Asia trade lane that generates a considerable chunk of its annual volumes. For the years 2009, the Asia – Europe –Asia trade lane generated a third of the company’s total transport volumes.
Matthew Mahoney, managing director of Panalpina gas industry, where it is undisputed freight forwarding services provider. However, the company’s global machinery and expertise has also had a positive impact in industrial sectors such as Telecoms, Retail and Fashion, High-Tech, Healthcare and Chemicals.
Revenue is calculated as per region, for instance, the Europe/Africa/Middle East/CIS, North America, Asia Pacific, Central and South America generated 53 per cent, 19 per cent, 18 per cent and10 per cent respectively of its gross profits for the year 2009. In terms of freight and forwarding, the company handles customers as per requirements, i.e. customers are handled/invoiced according to their needs. Revenue generation from the various business segments of the group were as follows in 2009; 41 per cent, 33 per cent and 26 per cent gross profit from air freight forwarding, ocean freight forwarding and SCM services respectively.
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Business strategy going forward The Panalpina Group has sustained an impressive mix of global customers that generate its revenues. The company boasts an array of small and medium enterprise clients, as well as major Global accounts. Thanks to its army of SME customers globally, Panalpina generates around 70 per cent of its revenues from SME global operations. The remaining 30 per cent is generated from Global Accounts. The single largest customer for the group makes up for 3 per cent of its annual turnover. The focus on SME is both strategic and profitable. It protects the group from any single individual global account and diversifies its portfolio. In 2009, the company took a deliberate decision to ramp up its sales operations on SMEs. This push was mainly targeted at further diversifying the customer mix and
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optimizing returns from SMEs. Panalpina is keen on profitable growth through better relationships and working with clients and partners. Panalpina’s business strategy going forward will hinge on further expanding its service offering in its core competency; supply chain management. The company plans to ramp up the growth of this business segment faster. The group has undertaken this expansion by launching new SCM core products, as well as putting in place the tools and mechanisms to make it happen. However, Panalpina will not change its asset-light business model. Instead, the company has decided to shift its focus to the service aspects of such operations. It will also focus on lowering its cost base while optimizing its core competencies. This will be undertaken by creating a
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shared service center for operations and by economies of scale through heightened volumes. To further its global expansion and growth, Panalpina plans to embark on bolt—on acquisitions aimed at expanding its scale of operations, network and skills of its workforce. Network expansion is perhaps the most significant aspect of the company’s strategy going forward. Panalpina plans to acquire well performing partner firms in its business line within strategic markets. That move will give it direct
control of key markets across the globe and bolster its capacity as well as bottom line. In terms of skills, acquisitions will help the company benefit from a diversified pool of expertise, crucial in bolstering capacity in selected industries within strategic geographic regions. In line with its strategy, the company intends to maintain its focus on its key core competencies and will not diversify into hitherto “unventured” areas.
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EMCOR INC. - Christine Taylor
EMCOR Group is a Fortune 500 company and one of the world’s foremost specialty construction firms. It was founded in 1966 and is currently headquartered in Norwalk, Connecticut. Industry Leaders Magazine
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. EMCOR’s primary line of business is electrical and mechanical construction. The company has over the years distinguished itself as a leading designer and developer of complex mechanical and electrical systems. EMCOR manufactures critical systems for lighting, energy infrastructure, LEED construction, design/build, life safety, and facilities services, voice and data communications, air conditioning, plumbing, fire protection etc.
Operational overview As a leading provider of critical infrastructure systems, EMCOR’s operations cut across the globe. It develops new critical infrastructure systems as well as providing crucial components for existing infrastructure. The company also develops high quality commercial construction and facilities services. EMCOR services include planning, installing, operating, maintaining and protecting the critical systems that enable the smooth operation of specialty facilities. Today, EMCOR’s quality manufacturing is evident in virtually all sectors of the economy. The company also
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provides critical systems for a wide range of businesses, organizations and government. Globally, EMCOR operates from more than 170 hubs. With a more than 26,000 strong workforce, EMCOR Group combines its rich industry experience with local expertise in its global operations to produce quality systems. The company has won the “World’s Most Admired” and “Best Managed” titles over the years. In addition, the increased global presence and company diversity has enabled EMCOR attain sustained results in its operations. The company today enjoys a diversity of operations in areas such as energy, construction, building and facilities management services. Through its local and regional workforce, EMCOR continues to undertake and complete some of the most ambitious facilities projects in the world. The company has over the years redefined the nature of the commercial construction and facilities services sector.
Business Summary Through its subsidiaries, EMCOR Group,
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Inc. provides leading electrical and mechanical construction and facilities services world over. Clients include those in the commercial, industrial and utility sector, as well as institutional organizations. Primarily, a majority of its operations are undertaken in the United States and the United Kingdom. Subsidiaries and partnerships throughout the world are responsible for its whole gamut of global operations. EMCOR’s primary line of business is the design, installation, startup, operation and maintenance of various electrical and mechanical systems. Such includes manufacture of electric power cables, conduits, distribution panels, transformers, generators, uninterruptible power supply systems, and related switch gear and controls. The company also provides interrelated premise electrical and lighting systems such as fire alarms, security and process control, fixtures and controls, fiber optic and low voltage cabling, transit lighting etc. EMCOR also has business operations in the design and installation of heating systems, air conditioning, ventilation, refrigeration, piping systems, filtration systems water and wastewater treatment systems; central plant heating and cooling systems; cranes and rigging; mill righting; and steel fabrication, erection, and welding systems. Additional facilities include provision of military base operations support services mobile mechanical maintenance and services;
floor care and janitorial services; landscaping, lot sweeping, and snow removal services; facilities management; installation and support for building systems; technical consulting and diagnostic services; small modification and retrofit projects; program development, management, and maintenance for energy systems. Key Executives overview (adapted from finance.yahoo.com/q/pr?s=EME) Key Executives Pay (US$) Exercised Mr. Anthony J. Guzzi , 48 Chief Exec. Officer, Pres and Director 3.76M 0.00 Mr. Mark A. Pompa , 47 Chief Financial Officer, Principal Accounting Officer and Exec. VP 2.10M 2.83M Mr. Sheldon I. Cammaker Esq., 72 Exec. VP, Gen. Counsel and Corp. Sec. 1.94M 3.75M Mr. R. Kevin Matz , 53 Exec. VP of Shared Services 1 . 6 6 M 3.24M Mr. Daniel Rodstrom , Exec. VP of Emcor Facilities Services And Gen. Mang. of Emcor Facilities Services N/A N/A Amounts are as of and compensation values are for the last fiscal year ending on that date. Pay is salary, bonuses; etc. Exercised is the value of options exercised during the fiscal year.
EMCOR Timeline
Group
Historical
EMCOR Group is a Public Company that was incorporated in 1966 as Jamaica Water Supply Company. Its origins are traceable back to the Jamaica Water Projects Inc.
• 1966—Jamaica Water Company Launched The Jamaica Water Supply Company was
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started in 1966 to supply water to Nassau County, Long Island, and Queens, New York. The company would later transform into EMCOR Group.
•
1971—First Acquisition
In 1971, five years after its launch, the company acquired Welsbach Corp. Welsbach Corp was then based in Philadelphia and provided electrical contracting. The move marked the first major acquisition by EMCOR Group in its endeavor for expansion outside of the water business.
• 1970s, 80s and 90s—Instability and restructuring The period between 1966 and the 1980s was marked by ongoing instability at EMCOR. One such unstable aspect was company name changes. The fledgling company changed its name severally, whereas continuing with attempts at expansion by taking up rivals. Acquisitions over the early years were meant to turn the company into a force in the water business. But ongoing frustrations’ with instability meant the company had to diversify outside of the water business. This acquisition helped bolster Jamaica Water Company’s operating bottom line and stem cash flow crisis. By the mid 1970s, the company’s fortunes had fallen drastically that it was almost going bankrupt. The task of reviving the company was put under Andrew T. Dwyer, son of founder Martin Dwyer. He immediately entered the restructuring phase that helped rescue the company from the doldrums. The younger Dwyer sold off non-performing assets and diversified the company, off loading its majority water utility business. In 1986, the company changed its name to JWP Inc. but almost a decade later, in 1995, reorganized as EMCOR Group Inc.
•
2000s---Growth acquisitions
From 2000, EMCOR Group has generally performed impressively in its range of businesses. In 2002, the company acquired 19 firms from Comfort Systems USA and purchased Consolidated Engineering Services Inc., further bolstering its position in the industry. In 2003, EMCOR bought Siemens’s facilities management, followed by other major acquisitions in 2007 and 2008.
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ENERGY The Wind Energy Expo & Conference : Date: 03-JUL-12 to 05-JUL-12 The Wind Energy Expo And Conference will be a very unique and a very rare category of conference which is being organized to draw the attention of the guests and participants to the topic of wind energy and its importance. The exhibition is being planned to be held on a very large and grand scale and is gathering considerable amount of interest because of the topic on which the show is going to have discussions on. Venue: Buenos Aires La Rural Predio Ferial de, Buenos Aires, Argentina
Solar Argentina : Date: 03-JUL-12 to 05-JUL-12 Solar Argentina is a wonderful show of its kind which will see participations from large number of exhibitors from all over the world and this show will provide a center stage for the participating companies to do good promotion of devices and products. Starting from products from the photovoltaic sector to devices & equipments from the solar thermal sector, from concentrating solar power technologies to batteries, this event will have everything from the sector catering to the needs of wide range of customers. Venue: Buenos Aires La Rural Predio Ferial de, Buenos Aires, Argentina
Eolica Argentina : Date: 03-JUL-12 to 05-JUL-12 Eolica Argentina will see participations from large number of exhibitors from the wind energy sector and the participating companies will get a center stage to showcase all their goods & services. As a part of this show, the exhibitors will get to interact with other fellow exhibitors & they can form channel partnerships for reaching out to market segments which were unaccessed before. The attendees can also take part in workshops to gather more information about services & facilities. Venue: Buenos Aires La Rural Predio Ferial de, Buenos Aires, Argentina
EnerSolar+ Brasil : Date: 11-JUL-12 to 13-JUL-12 EnerSolar Brasil is an event that will be highly significant in providing one with business opportunities throughout the entire spectrum of the Brazilian and South American solar industry. This event is designed to promote the photovoltaic, thermal & concentrating industry in Brazil. EnerSolar Brasil is expected to be a huge success drawing in more than 200 exhibitors & 12, 000 visitors & bringing in international companies to lead to the growth of the Brazilian solar industry. This event will be an excellent opportunity for all professionals related to this sector & interested in the South American solar market which is developing with each passing day. Venue: Centro de Exposicoes Imigrantes, Sao Paulo, Brazil
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MANUFACTURING
Glasstech Asia : Date: 18-JUL-12 to 20-JUL-12 Glasstech Asia is a prestigious event for the glass industry and the only event of its kind in the entire South-East Asian region. Every year, exhibitors from scores of countries all over the world participate in this event which hosts trade visitors from 45 countries or more. Glasstech Asia is co-located with Hollow Glass Asia, Glass Accessories Asia and Solartech Asia, providing attendees with a holistic outlook on the state of the glass industry in this part of the world. Venue: TBA, Bangkok, Krung Thep, Thailand
India Machine Tools & Automation Expo Chennai : Date: 20-JUL-12 to 22-JUL-12 India Machine Tools and Automation Expo Chennai is an exclusive exposition that will be showcasing products and services that are allied to industries such as automation and machine tools. It is a three day event that will be held in the city of Chennai and will be a great platform for exhibitors to display their products and services to the world. India Machine Tools & Automation Expo Chennai will try to bring all the manufacturers & suppliers in the industry together under a single roof. The event is being organized by Paramount Exhibitors who have a great amount of experience and expertise dealing with exhibitions. Venue: Chennai Trade Centre, Chennai, Tamil Nadu, India
China MAC Fair - VN : Date: 25-JUL-12 to 28-JUL-12 The China MAC Fair - VN is biggest and best machinery show from China in Vietnam. There were more than 470 booths at 2011 China MAC Fair-Vietnam. Of the 360 exhibiting firms, 50% were the famous companies from China, About 30,000 professional visitors from all corners of Vietnam, China have visited the show. Venue: Saigon Exhibition & Convention Center (SECC), Ho Chi Minh City, Ho Chi Minh, Vietnam
Malaysia Rubber Plastic Mould & Die Industry Fair : Date: 19-JUL-12 to 22-JUL-12 Rubber-Plas Intro - Malaysia Rubber, Plastic, Mould & Die Industry Fair is a premium exhibition providing the latest and the best in plastic materials for all manufacturing and processing industries alike. The unique feature of the expo is the presence of the entire spectrum of plastic & rubber products manufacturers. Venue: Putra World Trade Centre (PWTC), Kuala Lumpur, Malaysia
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CONSTRUCTION
Weld Tech Vietnam : Date: 03-JUL-12 to 06-JUL-12 Weld Tech Vietnam is an international exhibition dedicated to the sectors of welding, surface treatment & joining technology. The exhibition will be taking place in the city of Ho Chi Minh in Vietnam in the course of four days of intense industry discussions & active networking sessions. Weld Tech Vietnam will be a great opportunity for the manufacturers & suppliers of welding & joinery equipments. Venue: Saigon Exhibition & Convention Center (SECC), Ho Chi Minh City, Ho Chi Minh, Vietnam Master Builders SA Building & Home Improvement Show : Date: 06-JUL-12 to 08-JUL-12 Building & Home Improvement Show will be a place where lots of products & services will be show cased such as Bathrooms, Kitchens, Flooring, Lighting, Heating / Cooling, Doors & Windows, Energy Efficiency & Solar Products, Roofing, Fencing & Gates, Building Materials and many more. More than 350 handpicked companies will come to Building & Home Improvement Show from different parts of the country. This will be one of the most famous events for the professionals working in this industry. Venue: Adelaide Showground, Adelaide, South Australia, Australia China Building & Decoration Fair : Date: 08-JUL-12 to 11-JUL-12 China Building & Decoration Fair will be the 14th edition of the event & is one of the foremost tradeshows for the building & decoration industry. Standing out as the largest exhibition for the respective industry in Asia, this significant trade event will showcase cutting-edge products & services. China Building & Decoration Fair 2012 will provide a world-class environment for conducting trade discussions & communication. Venue: China Import & Export Fair Pazhou Complex, Guangzhou, Guangdong, China China International Exhibition for Sanitary Ware & Building Ceramics : Date: 08JUL-12 to 11-JUL-12 Sani-CeramEx is China’s premier International Exhibition for Sanitary Ware and Building Ceramics industry. It will be held at Guangzhou International Convention & Exhibition Center from 8 to 11 July 2012 & organized by Merebo Messe Marketing. Sanitary appliances, tap fittings, bathroom furniture, bathroom equipment & accessories will be targeting Bathroom fitters, manufacturers, plumbers, Architects, decorators, Design offices, consultants. Venue: China Import & Export Fair Pazhou Complex, Guangzhou, Guangdong, China
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SUPPLY CHAIN Beijing International Packaging Fair : Date: 03-JUL-12 to 06-JUL-12 CHIPF2010 was strongly supported by many international packaging associations, such as WPO, APF & PPMA. The exhibition covers an area of 60,000 sqm and attracted about 500 enterprises plus tens of thousands of visitors. About 1,000 leaders from competitive packaging corporations attended the exhibition. CHIPF 2012 will choose Better Packaging, More Success as a theme. The exhibition will focus on packaging design, new packaging materials application, simple packaging concept, packaging recycling &packaging safety. Venue: China New International Exhibition Center, Beijing, China India Logistics Show Hyderabad : Date: 06-JUL-12 to 09-JUL-12 Being hosted at Hitex Exhibition Centre, Hyderabad, India Logistics Show Hyderabad is characterized as an entrusted meeting place for logistics sector. For 4 days, the show will be classified as an eminent platform which will facilitate display of latest trends and innovations of logistics sector. The show will be organized by Print Packaging.Com Private Limited & will prove to be a podium which will facilitate direct dialog with leaders, associations & others. Venue: Hyderabad International Trade Exposition Centre(HITEX), Hyderabad, Andhra Pradesh, India Expo Logistica Brazil : Date: 20-AUG-12 to 22-AUG-12 Expo Logistica Brazil is an exposition dedicated to logistics and supply chain industry, scheduled to be held in the capital city of Rio de Janeiro in Brazil. The event will act as a meeting place for industry executives and company professionals from different areas where they could engage in high level networking sessions and interactive industry discussions. Expo Logistica Brazil will be a great opportunity for the leading logistic brands & supply chain companies to display their products . Venue: Royal Tulip Rio De Janeiro, Rio De Janeiro, Rio de Janeiro, Brazil TRALOBA Transport & Logistics Indaba : Date: 21-AUG-12 to 24-AUG-12 The INDABA will also include a three-day exhibition for industry to exhibit their products and services. These will include both internal and external facilities for static and dynamic displays. Substantial exhibition capacity has been created to ensure the presentation of a very broad spectrum of goods and services from all sectors involved in this industry. Venue: North West Transport Museum, Klerksdorp, South Africa
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FOOD & BEVERAGES Imbibe Live : Date: 03-JUL-12 to 04-JUL-12 Imbibe Live will be a chief show which will exhibit the products like drinks of all kinds. The grand show will be instrumental for anyone who serves, buys or sources drinks, which can be included with in the on trade license. The visitors of the show will gain a lot of knowledge, regarding the serving, buying or sourcing of the drinks of all kinds. The extravagant show will be held over a period of two days. Imbibe Live will be a chief show which will involve an interesting exhibition, which will give priceless networking opportunities, inspirational ideas & an efficient tasting & education sessions on drinks like wine, tea, etc. Venue: Olympia Grand Hall London, London, England, United Kingdom Malaysia International Food & Beverage Trade Fair : Date: 12-JUL-12 to 14-JUL12 Malaysia International Food & Beverage Trade Fair (MIFB) plays a pivotal role in bringing together F & B industry players and professionals from around the world to interact, transact and explore unlimited business opportunities from a multi-billion marketplace. Its proven track record, popularity with visitors and success for exhibitors have earned itself accolades of being one of the most anticipated events of its kind in the region. Venue: Putra World Trade Centre (PWTC), Kuala Lumpur, Malaysia International Gourmet Festival : Date: 12-JUL-12 to 15-JUL-12 The International Gourmet Festival deals with variety of vertical markets which includes food, wines, spirits, chefs, sommeliers, national and international restaurants offering their products, machinery, technology and services. The expo will provide innovative platform to various manufacturing companies to adopt advance technologies & services concerning with diverse sectors such as food, wines & spirits, gourmet products & kitchen equipments. Venue: Centro Internacional de Exposiciones de Caracas, Caracas, Venezuela Food & Technology Expo : Date: 27-JUL-12 to 29-JUL-12 Food & Technology Expo is an international exhibition for the agriculture and the food sector. Organized by India’s most diversified media group since 1950, ‘NNS Media Group,’ the trade show is an excellent platform for the fastest growing agriculture based industries, food processing sector, related technologies and service providers etc. The 8th edition of the Food & Technology Expo has established itself as the leading trade fair for the food processing, & agriculture sectors. Venue: Pragati Maidan, New Delhi, Delhi, India 124 June 2012 Industry Leaders Magazine