September 2006 Archives

Recent IPO Filings

By
Tom Keating
on September 30, 2006 6:30 PM | | Comments (0)
Recent IPO Filings. Check it out:
(Comtex Business Via Thomson Dialog NewsEdge)
Filing Est. Amt
Date Company Name (Mil.)
------ ------------ --------
09/29 Altra Holdings Inc. (Quincy, MA) $172.5
Is a leading global designer, producer and marketer of a wide
range of mechanical power transmission.
09/28 Mellanox Technologies Ltd. (Yokneam, ) $86.2
Is a leading supplier of semiconductor-based, high-
performance interconnect products.
09/28 AeroVironment Inc. (Monrovia, CA) $115.0
Designs, develops, produces and supports a technologically-
advanced portfolio of small unmanned aircraft systems.
09/27 Switch & Data Inc. (Tampa, FL) $150.0
Is a leading provider of network neutral interconnection and
colocation services.
09/26 CVR Energy Inc. (Sugar Land, TX) $300.0
Is an independent refiner and marketer of high value
transportation fuels.
09/22 Carrols Holdings Corp. (Syracuse, NY) $210.0
Is one of the largest restaurant companies in the United
States.
09/21 NewStar Financial Inc. (Boston, MA) $100.0
Is a commercial finance company.
09/21 St. Francis Medical Technologies Inc. (Alameda, $86.2
Is a medical device company.
09/20 Paradigm Ltd. (George Town,Grand Cayman, ) $200.0
Is a leading provider of enterprise software solutions.
09/19 Danaos Corp. (Piraeus, ) $259.3
Is an international owner of containerships, chartering our
vessels to the largest liner companies.
# # #
This information is provided AS-IS, without any warranty of any kind.
IPO Monitor makes no claims concerning the accuracy or validity of the
information, and shall not be held liable for any errors, delays,
omissions or use thereof.

Copyright 2006 (c) IPO Monitor. All rights reserved.

Wacoal Holdings Annual Report to Shareholders, 'Transition to a Course of Growth'

By
Tom Keating
on September 30, 2006 6:30 PM | | Comments (0)
Wacoal Holdings Annual Report to Shareholders, 'Transition to a Course of Growth'. Check it out:
(Comtex Business Via Thomson Dialog NewsEdge) Tokyo, Japan, Sep 29, 2006 (JCN Newswire via COMTEX) --Wacoal Holdings (TSE:3591; NQ: WACLY) has published its Annual Report to Shareholders for the year ended March 31, 2006. The Company reported an increase in consolidated net sales of 2.0% year on year, to JPY 164.1 billion. Operating and net income decreased due to the recording of extraordinary factors, however excluding these factors, operating income was up 57.0% year on year.



Wacoal laid the foundations for new medium-to-long-term growth through initiatives such as the transition to a holding company system and the introduction of a special voluntary retirement scheme. To raise business value by stepping up the pace of growth, the Company vigorously enhanced the operations of existing businesses, expanded its share of Japan's innerwear market, continued to rebuild and strengthen overseas operations, and developed peripheral businesses.

To download the Wacoal Holdings 2006 Annual Report, please visit the Company IR website at http://www.wacoal.co.jp/w-holdings/aboutcom_e/ir/index_e.html

Wacoal Holdings Annual Report to Shareholders, 'Transition to a Course of Growth'

Yoshikata Tsukamoto, Wacoal Representative Director, speaks about the launch of the Holding Company system, strategies for the future, corporate governance and his outlook for the Company in his 2006 Address to Shareholders.

"In October 2005, the Company changed its name from Wacoal Corp. to Wacoal Holdings Corp., which became the parent company of subsidiaries in the Wacoal Group. Under the holding company system, the roles of Wacoal Holdings and such Group operating subsidiaries as Wacoal are clearly defined. The holding company manages the Group and oversees operating subsidiaries, while the operating subsidiaries implement operations. This system enables the holding company to target growth and deploy resources on a Groupwide basis. Also, the delegation of authority and responsibility to the operating subsidiaries enhances the efficiency and dynamism of operational implementation. Moreover, because it facilitates reorganization by business type or function, the holding company system is the most suited to pursuing business tie-ups and mergers and acquisitions aimed at achieving corporate structural reform to reflect the times.

Medium-to-Long-Term Strategies

"At present, Wacoal Holdings and its operating subsidiaries are taking steps based on the Corporate Activation Project 21 (CAP21), which sets out medium-to-long-term strategies for enhancing business value. CAP21 (Medium-to-Long-Term Growth Strategies) formulates new business strategies that will enable the Company to make a fresh start and step up the pace of growth. Our transition to the holding company system resulted from the implementation of one such strategy. Guided by CAP21 (Medium-to-Long-Term Growth Strategies), we are reorganizing and strengthening existing businesses. Those efforts focus on rigorously heightening the efficiency of management systems and operational processes to bolster competitiveness and create an unshakable platform for growth. Further, not limiting ourselves to independent business development, we are cultivating businesses in areas that promise growth through the active pursuit of mergers and acquisitions, strategic operational tie-ups, capital tie-ups, and OEM. For example, in June 2006 the Company entered into an operational and capital tie-up with Peach John Co., Ltd., which mainly conducts mail-order sales of innerwear. Very popular among women in their teens and 20s, Peach John has grown rapidly in recent years.

The Company's overriding management goal is to benefit society at large by enabling women the world over to express their beauty. Also, in our business and management activities we seek to create value and establish a reputation befitting an international brand. Mindful of those management goals, we will implement the strategies of CAP21 (Medium-to-Long-Term Growth Strategies), aiming to surpass consolidated net sales of JPY 200 billion, ROE of 6%, and an operating income margin of 9% by the year ending March 2011. To meet those targets, we will implement a strategy of actively investing in businesses to realize new operational expansion. We aim to increase sales in markets in Japan, the United States, China, and Europe. Moreover, we will mull forays into markets in new regions.

Business Review

"In fiscal 2006, consolidated net sales increased 2.0% year on year, to JPY 164.1 billion, operating income was down 88.7%, to JPY 1.3 billion, and net income decreased 58.5%, to JPY 2.8 billion. The decline in operating income was mainly due to the recording of a government subsidy of JPY 7.1 billion in the previous fiscal year and the November 2005 recording of JPY 6.9 billion associated with special retirement related expenses.

Excluding such temporary increases and decreases in income due to the recording of extraordinary factors, operating income was up 57.0% year on year. The main contributions to higher net sales came from brisk sales of Wacoal-brand Hip Walker and Wing-brand Style Up Pants. Also-a focus of our promotional efforts in winter-sales of innerwear products designed for cold weather were favorable, centered on the Kaiteki NAVI lineup, which we launched in response to the Japanese government's "Warmbiz" environmental initiative to encourage the wearing of thermal business apparel to minimize the use of heaters in winter. On the other hand, net sales growth was held back by generally sluggish sales of mainstay brassieres and continuing weak mail-order catalog sales. Overseas, business grew favorably, with the exception of operations in France, where consumer spending remained flat. Wacoal America, Inc., posted particularly strong growth, with sales up more than 15% year on year.

Corporate Governance

"The basic corporate governance policy of Wacoal Holdings is to continue heightening enterprise value by enhancing the efficiency and transparency of management from the perspective of all of the Company's stakeholders. In 2003, we established the Disclosure Committee to strengthen corporate governance and ensure the reliability of financial and other information that we issue. That committee checks the propriety of internal controls and-pursuant to Section 302 of the U.S. Sarbanes-Oxley Act-the propriety of disclosure with respect to annual reports filed with the U.S. Securities and Exchange Commission and the accuracy of disclosed information.

In 2005, due to the discovery of potential defects in certain products sold, the Company provided replacements or refunds. In addition, there was a leakage of the personal info-rmation of certain customers of Wacoal's Internet shopping service. To restore customer confidence, we strengthened our quality control system through stringent implementation of an ISO quality management system and other measures. Further, aiming to deal with overall management risks, we changed our Crisis Management Committee to the Risk Management Committee, under which we established a subcommittee responsible for measures relating to accidents and disasters. Also, we created a system to counteract information security risks based on the establishment of a new department that is dedicated to addressing such risks.

In addition, by introducing the holding company system we clearly separated the role of the holding company, which undertakes Group management and oversees operating subsidiaries, and the role of the operating subsidiaries, which implement operations. We plan further development of systems for oversight and operational implementation.

Returns to Shareholders

"Our basic policy for returns to shareholders is to continue steady cash dividend payments, invest actively to enhance earnings and business value, and increase earnings per share. The Company intends to invest retained earnings to increase profit, raise business value, and enhance future returns to shareholders. Those activities will concentrate on the creation of new sales areas through the development of SPA shops, the development of new points of contact with customers, aggressive investment in overseas operations, and investment in new businesses.

Despite a significant decrease in earnings associated with such factors as the recording of special retirement related expenses, in the fiscal year under review we maintained cash dividends per ADR at the previous fiscal year's level of JPY 100.

Outlook

"In Japan, the women's fashion apparel industry promises robust growth as economic recovery bolsters consumer confidence. As the second year of the government's "Coolbiz" environmental initiative, 2006 will likely see stepped-up efforts to encourage the wearing of light business apparel to curb the use of air conditioners in summer. Amid those business conditions, the Company will redouble efforts to develop products that earn customer endorsement by fortifying new strategic product categories, such as Style Science lineups. At the same time, we will decisively implement measures aimed at expanding SPA operations and increasing new points of contact with customers. And, we will accelerate growth by implementing the strategies of CAP21 (Medium-to-Long-Term Growth Strategies).

In the current fiscal year, ending March 31, 2007, we project increases of 2% in consolidated net sales, to JPY 168.0 billion; 9.5 times in operating income, to JPY 12.6 billion; and 2.8 times in net income, to JPY 8.0 billion. The main factors contributing to the significant increase in operating income will be: improved return on sales through the reduction of such items as selling, general and administrative expenses; the absence of the JPY 6.9 billion special retirement related expenses, which was temporarily incurred due to the October 2005 implementation of the special voluntary retirement scheme; the absence of a JPY 0.6 billion additional retirement benefit expense that was recorded in the year under review stemming from the dissolution of Fukushima Wacoal Sewing Corp.; and lower personnel costs resulting from special voluntary retirement."

(Excerpts from the 2006 Wacoal Annual Report to Shareholders)

To download the Wacoal Holdings 2006 Annual Report, please visit the Company IR website at http://www.wacoal.co.jp/w-holdings/aboutcom_e/ir/index_e.html or the JCN Network Annual Report Gallery at http://www.japancorp.net/reports.asp

About Wacoal Corporation

Wacoal (TSE:3591; NQ: WACLY) has led the Japanese market for women's innerwear since its establishment in 1949. Still holding a dominant share of the home market, the Company is steadily growing sales in North America, Europe, and Asia. In October 2005, the Company changed its name from Wacoal Corp. to Wacoal Holdings Corp., which became the parent company of subsidiaries in the Wacoal Group. For more information, please visit www.wacoal.co.jp.

Contact:

Wacoal Holdings Corp.
Tadahiro Kondo
Tel: +81-75-682-1028
Fax: +81-75-672-3219
Email: t-kondo@wacoal.co.jp

Copyright (C) 2006 JCN Newswire. All rights reserved. A division of Japan Corporate News Network K.K.

**********************************************************************

As of Tuesday, 09-26-2006 23:59, the latest Comtex SmarTrend(SM) Alert,
an automated pattern recognition system, indicated an UPTREND on
11-22-2005 for WACLY @ $68.83.

For more information on Comtex SmarTrend Alert, contact your market data
provider or go to CSTADirect.com

SmarTrend is a registered trademark of Comtex News Network, Inc.
Copyright 2004-2006 Comtex News Network, Inc. All rights reserved.

Kaine says Va. poised for bright economic future: For the state to realize its potential, the governor said, it must first settle its transportation problems.

By
Tom Keating
on September 30, 2006 6:30 PM | | Comments (0)
Kaine says Va. poised for bright economic future: For the state to realize its potential, the governor said, it must first settle its transportation problems.. Check it out:
(Roanoke Times, The (Roanoke, VA) (KRT) Via Thomson Dialog NewsEdge) Sep. 30--Gov. Tim Kaine disclosed his administration's economic development strategy Friday in Roanoke, saying Virginia has a highly rated business climate with strong air and sea connections to other countries.



Those strengths were not helped by the General Assembly's transportation special session, which "came to a very ignominious end" Thursday in Richmond, Kaine told the Virginia Economic Developers Association meeting in Roanoke.

Lawmakers failed to adopt a transportation funding plan during the three-day session.

Still, Kaine said he was optimistic about Virginia's economic potential 10 to 20 years from now.

"I believe we are in a very powerful position here in Virginia," Kaine said, because of opportunities in global trade.

Virginia was formed, he pointed out, with English investors backing the Jamestown colony 400 years ago.

Today, some Virginia communities that have lost textile and other manufacturing jobs have reason to fear global competition, Kaine said, but companies on other continents are willing to invest in any American states that compete for them.

"We have to embrace that competition and win," Kaine said.

That could mean an attractive incentives package for a select few types of businesses, Kaine said. Virginia can't afford the dollars some states put into incentives, he said, but the right prospect might be worth a generous package.

Virginia's business climate was endorsed this year by Forbes magazine's first rating of states for their business climate. No other state "was even a close second" to Virginia's No. 1 ranking, Kaine said.

Two things in Virginia's favor are Dulles International Airport and the ports of Virginia, he said.

Dulles has direct flights to every continent, and few states can match that, Kaine said. The problem that keeps Dulles from reaching its potential, Kaine said, is congestion on the roads leading to it.

Virginia's ports already are the second-busiest on the East Coast, and can surpass New York because Virginia's bays can be dredged to accommodate ever-larger ships.

New York Harbor has a rock bottom, and making it deeper would be difficult, Kaine said.

Virginia needs better highway and rail connections with the ports, Kaine said.

"I look at the power of our education system and the connections we have in transportation that other states don't have," Kaine said.

But there are some "flies in the ointment," he said, and a major one is that the legislature, after nine months of talking about transportation, has "ended up with very little to show for it."

A compromise plan that was developed over the summer by Republican legislators from Northern Virginia and Hampton Roads was shot down Tuesday, the first day of the special session, Kaine said.

"On the critical issue of investing dollars in what we need, there has been zero progress," he said.

Kaine said the transportation issue isn't settled yet.

"I don't have any doubt we will deal with it in the course of my term," he said. But the delay means inflation will reduce what Virginia can afford for a solution, Kaine said.

His presentation in Roanoke also attracted a protest.

A newly formed group called Free Enterprise Watch, headed by Michael Reynold in Richmond, posted a mockup of a Trojan horse near the Hotel Roanoke, where Kaine spoke.

The group said Kaine favors organized labor because he received 10 times more campaign contributions from labor groups that did his predecessor, Gov. Mark Warner.

Free Enterprise Watch also noted Kaine appointed two people from labor groups to his administration: former AFL-CIO president Daniel LeBlanc to be his senior work force adviser; and Jean Bankos, former president of the Virginia Education Association teachers' group, as his senior adviser for education projects.

Copyright (c) 2006, The Roanoke Times, Va.
Distributed by McClatchy-Tribune Business News.
For reprints, email tmsreprints@permissionsgroup.com, call 800-374-7985 or 847-635-6550, send a fax to 847-635-6968, or write to The Permissions Group Inc., 1247 Milwaukee Ave., Suite 303, Glenview, IL 60025, USA.

Former executives get 6 to 8 years: Baptist Foundation pair maintain their innocence

By
Tom Keating
on September 30, 2006 6:30 PM | | Comments (0)
Former executives get 6 to 8 years: Baptist Foundation pair maintain their innocence. Check it out:
(Tribune, The (Mesa, AZ) (KRT) Via Thomson Dialog NewsEdge) Sep. 30--Two former executives of the bankrupt Baptist Foundation of Arizona maintained their innocence Friday as a judge gave them eight- and sixyear prison terms for their roles in one of the largest collapses of a non-profit organization ever.



Former president William Crotts, 61, and former general counsel Thomas Grabinski, 46, said they always believed they were following the letter and spirit of the law in structuring the foundation's finances and they never tried to steal anyone's investments.

"There's no pot of gold hidden away," Grabinski said, addressing Judge Kenneth Fields of Maricopa County Superior Court, who imposed upon him a six-year prison term.

Fields, the prosecutor and defense attorneys agreed that the case was unusual as far as fraud cases go because there was no intent to steal, and many of the victims came to the defense of the defendants.

A jury convicted them in July on three counts of fraud and one count of knowingly conducting an illegal enterprise, but acquitted them of 23 counts of theft.

Fields gave them harsher penalties than what the law typically calls for, saying the circumstances calling for a tougher sentence outweighed those for a lighter one by a "small degree."

Fields said some of the reasons for the tougher sentence were the high number of victims -- most of them elderly -- the emotional and financial harm they endured, and the two former executives exploited their religious beliefs for many years to get them to invest.

"I thought it was a fair judgment," said Katy Moss, 81, of Scottsdale, who invested $250,000 before recouping about 53 percent of her loss in the bankruptcy proceedings.

Grabinski's father, Dale Grabinski, said his son refused to take a plea deal like five other defendants did because any admission to committing a crime would have been a lie.

The foundation, which was formed in 1948 to raise money for Baptist causes, declared bankruptcy in November 1999, owing 11,000 to 13,000 investors between $500 million to $600 million.

Investors were able to regain up to 70 percent of their money after the sale of assets and lawsuit settlements.

Prosecutor Donald Conrad said the foundation continued to seek investors even as Crotts and Grabinski knew it was sinking financially, telling them it was financially sound.

Conrad said the men misled investors by hiding the foundation's losses in associated companies.

Copyright (c) 2006, The Tribune, Mesa, Ariz.
Distributed by McClatchy-Tribune Business News.
For reprints, email tmsreprints@permissionsgroup.com, call 800-374-7985 or 847-635-6550, send a fax to 847-635-6968, or write to The Permissions Group Inc., 1247 Milwaukee Ave., Suite 303, Glenview, IL 60025, USA.

University doctors' offices sprouting in the northwest

By
Tom Keating
on September 30, 2006 6:30 PM | | Comments (0)
University doctors' offices sprouting in the northwest. Check it out:
(Columbia Daily Tribune (Columbia, MO) (KRT) Via Thomson Dialog NewsEdge) Sep. 30--Construction is under way on a 15,000-square-foot one-level medical office building on the northwest corner of Smiley Lane and Oakland Gravel Road for a University Physicians Family Medicine Clinic slated to open in about a year.



The property is near Lange Middle School and the Springdale Estates subdivision. Bruce and Elizabeth Odle purchased the land in April from Drew Properties LLC, according to county records.

The sprouting medical complex is a project of the Odle family's Trittenbach Development LLC.

Officials at the University of Missouri-Columbia approached the Odles and pitched a deal to lease the entire building to house the clinic, Nathan Odle said. The deal is a classic win-win, he said.

"It's going to be really good for that area because it is going to be family medicine," Odle said. "It's a good use for that corner."

The Odles develop commercial and residential property and have forged a niche in medical office buildings near Columbia Regional Hospital. Construction is under way on their four-level, 60,000-square-foot 303 N. Keene St. medical building, part of their Columbia Medical Plaza.

The sprouting complex, expected to open at the end of this year, will feature covered parking, high-speed elevators, a private workout facility and outdoor patios.

GODAS GRACIOUS

Lakeview Mall, a 27,000-square-foot retail center north of Interstate 70 just off the Lake of the Woods exit, recently bagged a store expansion and a new tenant.

La Acapulquena Supermarket, which opened this month in a 1,700-square-foot leasehold, will expand 3,300 square feet to stock more goods and launch a taqueria, a small eatery for shoppers to take a break and have a snack, co-owner Brandie Garay said.

The Garay family enterprise sells fresh fruits and vegetables and canned goods. Fresh meat is coming soon. Plans for the additional space include a Mexican bread shop and a sports store specializing in soccer clothing and gear.

The expanded area is expected to open early next year.

And Chris Daly of Cape Girardeau plans to open a gardening store called Let it Grow in a 1,700-square-foot leasehold. The store will sell indoor and outdoor gardening products and supplies.

Lakeview Mall is owned by local businessman and real estate developer George Godas. Leasing agent John John of Re/Max Boone Realty said about 12,000 square feet remains available for lease.

WE'LL SEE

Here's more on what's happening along the burgeoning Range Line Street, aka Highway 763, corridor.

A Commerce Bank branch at the southeast corner of Range Line and Brown School Road is under construction and slated to open by the end of the year, said Teresa Maledy, the bank's president and market manager for the Central Missouri Region.

Across the street is a planned phase of the commercial and residential Auburn Hills development, owned by a group that includes local developer Rob Wolverton.

Last year, a local company linked with the Grindstone Parkway Wal-Mart Supercenter bought an option to buy land in the development, fueling speculation that the land would someday sprout a Supercenter. Mum is still the word on that deal.

On Brown School Road just east of Range Line, a UMB Bank branch and a 20,000-square-foot retail center is planned, or so says a sign posted on the property.

Brian Neuner, president of UMB's three Columbia branches, said it might be time to take that sign down. He said the bank has taken a "wait-and-see" attitude about the location and could end up selling its 1-acre parcel.

"We're waiting to see what's going to happen up there," Neuner said. "There are so many factors that we can't control," he said.

A PEnOS BY ANY OTHER NAME

Would you buy a house on a street named Point Penos?

That street name in the sprouting 102-lot Monterey Hills residential subdivision was changed to "San Mateo," Planning and Development Director Tim Teddy told the city's Planning and Zoning Commission last week.

The development, off Stadium Boulevard just north of Interstate 70, is named after the Monterey Bay area of California with street names that include Cannery Row Court, Spanish Bay Drive, Carmello Rock Drive and the like.

The name change notice from Teddy drew muted laughter and shoulder bobs from Commissioners David Brodsky and Glenn Rice, who likely thought the obvious -- add a Missouri drawl and the name could be trouble.

Teddy let out a polite chuckle this week when he heard about the heehaw going on over the name. Maintaining proper decorum, Teddy chose the higher ground and stuck to the official explanation: The street name was changed to avoid having two streets in the development that start with "Point."

MORE GRAF

The Mexico City Council recently approved $800,000 in Chapter 100 industrial development bonds to build a new 23,000-square-foot distribution and customer service facility for homegrown Graf & Sons, a manufacturer of reloading products and accessories for the sport shooting industry, according to a news release.

Company officials said the planned expansion, expected to open in the spring, will create 20 new jobs, or a 50 percent increase from the current payroll of 40 employees.

Bond proceeds will be used by the city to buy the land and build the facility. The company leases the property from the city, and the lease payments are used to repay the bonds.

Arnold Graf and sons Bob and Howard founded the company in 1957.

QUICKIES

Local franchise owner Mark Telken wrote to say that the name of his upcoming seafood restaurant at the Shoppes at Stadium has changed to Joey's Seafood & Grill. The restaurant is expected to open in November. Veteran local travel agent Dan Stookey has left Summit Travel and teamed up with Great Southern Tiger Travel, a subsidiary of Springfield-based Great Southern Bank that has bought two local travel agencies during the past year. Last year, Summit Travel owner Jerry Price bought Cooper Travel Service from Stookey. ... Jefferson City-based Premier Bank, founded by Bruce Wiley in 1995, has reached the $1 billion in assets milestone, according to a news release. To celebrate, the bank plans to give away a vacation to Napa Valley, Calif.

Copyright (c) 2006, Columbia Daily Tribune, Mo.
Distributed by McClatchy-Tribune Business News.
For reprints, email tmsreprints@permissionsgroup.com, call 800-374-7985 or 847-635-6550, send a fax to 847-635-6968, or write to The Permissions Group Inc., 1247 Milwaukee Ave., Suite 303, Glenview, IL 60025, USA.

Congress repeals Wright: Love flights anywhere allowed when bill signed as early as next week

By
Tom Keating
on September 30, 2006 12:30 PM | | Comments (0)
Congress repeals Wright: Love flights anywhere allowed when bill signed as early as next week. Check it out:
(Dallas Morning News, The (KRT) Via Thomson Dialog NewsEdge) Sep. 30--WASHINGTON -- Congress approved legislation late Friday to repeal the Wright amendment, potentially resolving a decades-old battle over the role of Dallas Love Field.

The bill to phase out flight restrictions at the Dallas airport cleared the House overwhelmingly in a late-night vote before lawmakers departed for a pre-election recess.

The legislation won passage in the Senate earlier Friday after months of pressure by Texas Sens. Kay Bailey Hutchison and John Cornyn to win over a final detractor, Sen. Patrick Leahy, D-Vt.

President Bush is expected to sign the measure as early as next week.

"It's a great relief to have a final solution," said Rep. Kenny Marchant, R-Coppell, whose district includes Dallas/Fort Worth International Airport. "The fact that none of the parties are completely happy, and all of the parties are relieved to have it over, should be a sign that it's a good agreement."



Still, lawmakers acknowledged that the Wright battle may not be over. North Texas residents and groups that opposed the deal are expected to challenge the legislation in court.

The Wright legislation stalled this summer under criticism over its treatment of federal antitrust laws, and supporters in Congress fought hard for language to help shield the deal from a long court fight.

The legislation will repeal Wright in 2014, implementing a June agreement by the cities of Dallas and Fort Worth, American Airlines, Southwest Airlines and D/FW Airport.

It would immediately allow flights anywhere from Love Field, as long as they first stopped inside the nine-state Wright perimeter.

The agreement would also cut the number of available gates at Love from 32 to 20, part of a plan to compensate for an expected increase in noise, pollution and congestion. Nineteen gates are in use now.

On Congress' last day, the House turned out to be the greatest source of contention over repealing the Wright law.

House members planned to clear their bill under suspension of normal rules, a procedure often used for uncontroversial measures that would prevent lawmakers from offering amendments.

Suspension bills often pass without recorded votes, but objections to the Wright legislation forced proponents to corral the support of two-thirds of those present.

A heated evening debate had opponents sparring over the antitrust issue, while also arguing that residents outside the existing Wright perimeter would be saddled with higher airfares as a result of the deal.

The chairman of the House Judiciary Committee, Rep. James Sensenbrenner, R-Wis., said the bill "will continue vestiges of the Wright amendment" until 2025, when gate arrangements expire under the deal.

In a departure from many congressional debates, supporters and opponents of the Wright agreement weren't split by party affiliation or geography.

Rep. John Conyers of Michigan, the top Democrat on the judiciary committee, argued against a frequent ally, Rep. Eddie Bernice Johnson, D-Dallas, whose district includes Love Field.

Bumper sticker

Mr. Sensenbrenner, recalling the "Don't Mess with Texas" bumper stickers in the House garage, said, "Tonight is one of the nights where we ought to mess with Texas.

"This is the most anti-consumer, anti-free-enterprise bill that has come before this House in a long time," he said.

The debate on the House floor was not expected a day earlier. North Texas lawmakers positioned the legislation to allow it to pass easily.

A tougher fight had been expected in the Senate, where rules and traditions allow a single member the power to block legislation.

By early Thursday afternoon, after House members from North Texas had forged a path for their bill to reach the House floor, the pressure had grown on Ms. Hutchison and Mr. Cornyn.

Efforts in recent weeks to find language that was acceptable to Mr. Leahy and the North Texas parties had failed, even after changing the antitrust language from an explicit to implicit exemption to win over the chairman of the Senate Judiciary Committee, Arlen Specter, R-Pa.

Word came from the Texas senators' staffs later Thursday afternoon that Mr. Leahy could come to an agreement for bringing the Wright bill up under unanimous consent, a procedure used for noncontroversial measures.

The senators and their staffs started working on statements to be read on the Senate floor.

Ms. Hutchison reached out to House members about her progress, e-mailing and talking with Rep. Kay Granger, R-Fort Worth, past midnight and into Friday morning, to ask her to wait for a Senate bill to come to the House to prevent further procedural delays.

By Friday morning, Ms. Hutchison was sitting in a cloakroom off the Senate floor working out how the bill would come up under unanimous consent.

Mr. Leahy had been pushing a wilderness bill to move under unanimous consent, a measure that largely affected Vermont and New Hampshire.

Asked later if she was holding up his bill, Ms. Hutchison smiled. "Why would someone do that?

"Let's just say that we came to an agreement to pass both bills," she said.

The bill passed the Senate in less than a minute just before 1 p.m. Dallas time.

Then Mr. Cornyn and Mr. Leahy engaged in a colloquy, a discussion on the Senate floor that allows lawmakers to share their thinking for the record.

The dialogue does not offer the force of law but gives judges an opportunity to glean congressional intent in a court challenge over the antitrust issue

"Senator Cornyn and I share a concern about providing antitrust immunity to agreements involving private parties," Mr. Leahy said. "While I would prefer greater clarity on this point in the bill, I am pleased that Senator Cornyn and I agree that this is an entirely unique situation, which should not be repeated."

Mr. Cornyn agreed that "the legislation contemplated here should not be a model for any future arrangement.

"In no way can I imagine a situation arising with a set of facts remotely similar to that created in Dallas by the passage of the Wright Amendment," he said.

Mr. Cornyn, who serves on the judiciary committee with Mr. Leahy, said later that ending the impasse was a matter of talking through the details of the Wright law and the uniqueness of the situation.

"We had to explain to him that actually this increased competition rather than decreased competition," Mr. Cornyn said. "That was one of the hard things for people to understand because of the unique nature of the Wright amendment."

Ms. Hutchison, who urged North Texas officials early in the year to come up with a solution, said the Wright legislation took "an inordinate amount of time for a bill that shouldn't have been this complicated."

"I have to say that in my 12 years in the Senate, the hardest thing that I've ever had to explain was the Wright amendment to outside people," she said.

Miller euphoric

Dallas Mayor Laura Miller was euphoric Friday afternoon. She'd feared the Senate would be the bigger obstacle.

Ms. Miller said she was confident the terms of the bill would protect Dallas from losing a court challenge, due to a dedicated North Texas delegation and attorneys who worked around the clock.

"Without the language crafted in the Senate ... we would have a huge problem," Ms. Miller said.

Friday's actions followed a nearly two-year fight over the Wright amendment and Love Field.

In November 2004, Southwest Airlines announced that it would lobby Congress to lift the flight restrictions.

Rep. Jeb Hensarling, R-Dallas, introduced legislation the following May to repeal Wright completely, spurring lawmakers nationwide to pick up the cause to win cheaper flights to and from North Texas.

But Mr. Hensarling decided not to back the compromise agreement, saying he could not support the nation's only congressional mandate on the number of gates at a local airport.

He sat quietly in the back row of the House on Friday evening to watch the debate. He planned to vote against the bill but did not fight the compromise agreement.

Rep. Sam Johnson, R-Plano, who co-sponsored the original Wright repeal legislation with Mr. Hensarling, said the compromise was "not perfect" but still an agreement worthy of support.

Staff writer Emily Ramshaw in Dallas contributed to this report.

E-mail sreddy@dallasnews.com

HOW THE WRIGHT AMENDMENT WOUND UP ON ITS FINAL DESCENT

Key events in the history of the Wright amendment:

1979

In an effort to protect a young Dallas/Fort Worth International Airport from competition at Dallas Love Field, Congress approves the Wright amendment, named for U.S. House Speaker Jim Wright of Fort Worth. The law, which took effect the following year, limits flights from Love Field to airports in Texas and its adjoining four states, but allows commuter planes with 56 seats or fewer to fly farther.

1997

Congress approves the Shelby amendment, adding Alabama, Kansas and Mississippi to the Wright territory.

2000

April: Legend Airlines starts service from its own terminal at Love to Los Angeles and Washington with modified 56-seat jets. Continental Airlines, American Airlines and Delta Air Lines also launch Love service.

December: Legend declares bankruptcy and stops all service. Eventually, American and Delta pull out of Love. Continental remained.

2004

September: Delta announces it will close its D/FW hub, reducing its daily schedule here from 254 nonstop flights to 21.

November: Southwest CEO Gary Kelly says the carrier considered filling some of Delta's void at D/FW, but decided against it. Instead, Mr. Kelly calls for repeal of the Wright law.

D/FW and American express strong support for continuing the Wright limits.

2005

May: U.S. Reps. Jeb Hensarling, R-Dallas, and Sam Johnson, R-Plano, introduce legislation in the House that would fully repeal Wright.

July: Nevada Republican Sen. John Ensign introduces a similar bill in the Senate.

November: Missouri becomes the ninth state outside of Texas that can be served from Love Field, when Sen. Kit Bond, R-Mo., tacks his state onto the Wright perimeter in a transportation-spending bill.

December: Southwest launches new service to St. Louis and Kansas City from Love.

2006

February: Republican Sens. Kay Bailey Hutchison and John Cornyn urge airline and government leaders in North Texas to come up with a compromise to settle the Wright fight.

March: American returns to Love, with service to St. Louis and Kansas City, as well as to Austin and San Antonio.

June: The cities of Dallas and Fort Worth, along with D/FW, Southwest and American, announce a compromise that would allow for immediate through-ticketing and full repeal in 2014.

July: House and Senate committees approve legislation to enact the agreement. But a lobbying effort from the owners of the former Legend terminal, set to be demolished under the deal, draws detractors in Congress. The bills stall over antitrust exemptions.

September: The Senate approves legislation reflecting the North Texas compromise. A vote was set for late Friday in the House.

REPEALING WRIGHT

Once signed into law, legislation approved in the House and Senate on Friday would:

--Immediately allow commercial travel anywhere from Dallas Love Field if planes first stop at an airport in Alabama, Arkansas, Kansas, Louisiana, Mississippi, Missouri, New Mexico, Oklahoma or Texas.

--Permit commercial flights to travel nonstop to any destination in the 50 U.S. states or the District of Columbia, beginning eight years after enactment.

--Direct the city of Dallas to reduce and cap the number of gates at Love Field at no more than 20; the airport now has 32 gates, 19 of which are in use.

SOURCE: Dallas Morning News research

Copyright (c) 2006, The Dallas Morning News
Distributed by McClatchy-Tribune Business News.
For reprints, email tmsreprints@permissionsgroup.com, call 800-374-7985 or 847-635-6550, send a fax to 847-635-6968, or write to The Permissions Group Inc., 1247 Milwaukee Ave., Suite 303, Glenview, IL 60025, USA.

Football: William Hill's decision to close US operation ironic

By
Tom Keating
on September 30, 2006 12:30 PM | | Comments (0)
Football: William Hill's decision to close US operation ironic. Check it out:
(The Birmingham Post Via Thomson Dialog NewsEdge) Despite the advertising campaign for their self-styled 'Gods of Poker' being a bit on the naff side, I like the William Hill poker website. The company has embraced the game by offering decent sign-up bonuses and $1 million prize pools every week. It sponsors a raft of professionals, has a good online poker school and a poker show broadcast on Sky each Wednesday.



Now, William Hill are not doing all of this because they're nice guys - although I'm sure they are - the company is involved in poker and other gaming activities because it wants to make a profit. Few people would contest their absolute right to do so.

The company do not force anyone to play and take a responsible approach towards gaming, so I was disappointed when they became the umpteenth company to effectively close down their US operations earlier this week.

There is a certain irony about internet poker and other gaming activities being actively discouraged in parts of the US.

America was built on free enterprise and its citizens remain justifiably suspicious of politicians and others who pursue actions in the name of the public good. Yet the world's richest, most entrepreneuri ally-focused nation insists on trying to behave like King Canute and prevent people from playing poker and participating in other forms of online gaming.

According to Hill's head honcho, Tom Singer, the fear of arrest prompted the company's decision to abandon the US market following the arrest and subsequent release of executives at Sportingbet and Bet On Sports earlier this year. Peter Dicks, the former chairman of Sportingbet, said he suspected that arrest warrants had been issued for a number of senior executives at companies involved in online poker and gaming.

In view of this, William Hill's decision was entirely understandable. As Mr Singer said: "Why do I need to live with the risk [of arrest] as a William Hill director?" He's absolutely right, yet there is evidence to suggest that the American crackdown on internet betting is set to move up a gear.

America's anti-poker crusade is being led by prosecutors in Louisiana, one of seven states that expressly outlaws online gaming. There is speculation within the gaming industry that the state has 58 arrest warrants ready to be issued should senior executives at internet gambling firms set foot on US soil.

There is further irony in the state of Louisiana's actions. The USA remains home to the world's largest gambling centre. Las Vegas, where the World Series of Poker is contested amid every conceivable gaming activity, contributes billions of tax dollars to the federal government.

But there is an even greater irony in Louisiana law-enforcers trying to prevent people playing poker. The game is a direct descendent of a French game called Poque, a name derived from the French verb pocher, to bluff. The modern form of draw poker originated in the US during the 19th century and became popular on Mississippi steamboats leaving French-speaking New Orleans. That's right: New Orleans in the state of Louisiana.

Copyright 2006 Birmingham Post & Mail Ltd.

FOOD& DRINK: Cafe's a lifestyle choice

By
Tom Keating
on September 30, 2006 12:30 PM | | Comments (0)
FOOD& DRINK: Cafe's a lifestyle choice. Check it out:
(The Birmingham Post Via Thomson Dialog NewsEdge) It is a typical Kings Heath street. Rabbit hutches are piled up outside a pet shop, several sofas peek out of a furniture store and a couple are enjoying a fry up at a greasy spoon across the road.



But there is a hidden gem among these standard array of shops and it has got residents excited.

For those who have bemoaned the rise in charity shops and for the council, which is thinking up a strategy to make Kings Heath "more like Moseley" with a better class of shop, they may be pleasantly surprised that there is hope on the horizon.

Behind some smart iron gates and through a little alleyway off York Road lies Kitchen Garden Cafe - an enterprise set up by two passionate environmentalists keen to add something to this diverse community.

"People seek us out when they come in and tell us this is exactly what Kings Heath needs," says owner Brett Rehling, who gave up his job as an IT manager for Cadbury's to create this cafe and garden shop.

"Within two weeks of opening we were getting 60 to 70 covers and that was without a single bit of advertising. The great thing about Kings Heath and Moseley is that people speak to each other and our business has come from word of mouth," he adds.

Brett, who met his wife Tracey Fletcher while volunteering at Birmingham Friends of the Earth, greets me with a wide smile, keen to show off the huge renovation of this former hardware shop.

He now works at the cafe full time, with Tracey chipping in whenever possible in between working for WWF and caring for their two-year-old son, Sacha.

"This was the old hardware store," he says pointing at the shiny new kitchen where a cheery chef is busy dishing out breakfasts. "And this was an old greenhouse full of rubbish," he says as we walk among the wooden tables. "And over here was Kings Heath's former blacksmiths. When we came, it had been used as a saw mill and was knee deep in sawdust."

It is clear the couple's passion to make such a venture work is reflected in the way they have renovated this old building.

The original brick walls and Victorian windows have been restored, and blue bricks from the former blacksmith's have been used to create a Mediterranean style patio and courtyard.

Chunky wooden tables have been created from scaffolding boards and the chairs and cabinets have been bought from local auctions.

Work from local artists adorn the walls and in the corner a mum and toddler enjoy a quiet moment in the specially created children's play area.

As Brett shows off the building work, Tracey bounds in, keen to explain why the pair decided to embark on this ambitious project.

Both are so enthused, it is soon clear their business is more about creating a sustainable community than it is about making money.

"We want it to be attractive to everyone," says Tracey. "It is a cool place for young people and a nice environment for families."

"When you go to Spain you get restaurants which are like meeting places for families, there is a real mixed bunch of people," Brett chips in.

"Now we have got a child we know what people with young children want - they want to go somewhere other than a Wacky Warehouse," adds Tracey.

The pair are desperate to move away from the chunky cardigan, sandal wearing image an organic cafe might attract and hope the diverse community of Kings Heath will find something here for them.

"It would be the end of the world if the fact we were organic meant we only attracted posh, rich people," says Tracey.

"The cafe dispels two common misconceptions: first, that organic food is an exclusive, over-priced niche market' and second, that organic is boring, all lentil loaves and curd cheese. We wanted to give our customers the opportunity to experience the creativity that is possible with organic, seasonal and local food, at prices they can afford."

But the pair find it difficult to cover costs and overheads without pushing up their prices.

"We are not breaking even yet, and people seem surprised when we tell them that," Tracey explains.

"But we are confident we will get there," Brett adds, as he sets out a vision for evening events from cabaret acts to cheese and wine tasting.

"We are not in the city centre or in Brighton or London - this is Kings Heath and people are not going to spend a lot on lunch. So we have to be very resourceful," he adds.

It is 11am and the cafe is gearing up for what they hope will be a busy lunch. An aroma of tomato soup and marrow fritters flows from the kitchen while a chef's assistant slices thick chunks of fresh organic bread.

The marrow has been taken off a plant grown in the garden, where a variety of plants from olive trees to courgettes are up for sale.

"I always liked food and being a host.

"We used to have a lot of parties, and so we were used to doing it for nothing," says Brett as he explains what made him give up his job for this new competitive world of hospitality.

For Tracey, it was a desire to do more for her local community which prompted the move.

"I started working for WWF eight-and-a-half years ago, which was really fulfilling, but for the last few years it has not been enough for me - I wanted to do something really practical.

"We were doing a regional strategy for WWF, but I wanted to look at what is actually happening in the community - getting real results. I had lots of ambition to have a real sustainable community, have a central meeting point where people can come and relax."

As well as the cafe, the couple have created a small shop and deli selling local foods, such as Fowlers' cheese from Warwickshire and yoghurt from the Dairy House in Herefordshire.

There is also an array of organic veg from a Malvern farm, packs of Tyrrells Crisps, ice-cream from September Dairies in Herefordshire and Frank's hand-made biscuits, also from Herefordshire.

Tracey coaxes me into the garden shop, where everything related to organics can be found.

"I was just fed up of going into garden centres and seeing such a pathetic section on organic gardening," she says.

Everything from bird boxes to organic fertilisers can be found, with both organic and non organic plants scattered around the entrance.

"We wanted to link growing and eating organically," she says.

"We are going to have an apple day soon and next year we hope to stock lots of seeds for the allotment holders around here," she adds.

Their vision had been to find a venue where they could create a community one stop shop, a space for a creche, restaurant and, at one stage, a launderette.

To some it may seem like another, if not attractive looking, cafe. But to them it is a lifestyle they want to share with the rest of Kings Heath.

"We want it to be a community place. In some areas mums meet up in these grim community centres because there is no where else to go," says Tracey. "I hope we have created somewhere attractive for all sorts of people within the community."

Copyright 2006 Birmingham Post & Mail Ltd.

Recent IPO Filings

By
Tom Keating
on September 30, 2006 12:30 PM | | Comments (0)
Recent IPO Filings. Check it out:
(Comtex Business Via Thomson Dialog NewsEdge)
Filing Est. Amt
Date Company Name (Mil.)
------ ------------ --------
09/29 Altra Holdings Inc. (Quincy, MA) $172.5
Is a leading global designer, producer and marketer of a wide
range of mechanical power transmission.
09/28 Mellanox Technologies Ltd. (Yokneam, ) $86.2
Is a leading supplier of semiconductor-based, high-
performance interconnect products.
09/28 AeroVironment Inc. (Monrovia, CA) $115.0
Designs, develops, produces and supports a technologically-
advanced portfolio of small unmanned aircraft systems.
09/27 Switch & Data Inc. (Tampa, FL) $150.0
Is a leading provider of network neutral interconnection and
colocation services.
09/26 CVR Energy Inc. (Sugar Land, TX) $300.0
Is an independent refiner and marketer of high value
transportation fuels.
09/22 Carrols Holdings Corp. (Syracuse, NY) $210.0
Is one of the largest restaurant companies in the United
States.
09/21 NewStar Financial Inc. (Boston, MA) $100.0
Is a commercial finance company.
09/21 St. Francis Medical Technologies Inc. (Alameda, $86.2
Is a medical device company.
09/20 Paradigm Ltd. (George Town,Grand Cayman, ) $200.0
Is a leading provider of enterprise software solutions.
09/19 Danaos Corp. (Piraeus, ) $259.3
Is an international owner of containerships, chartering our
vessels to the largest liner companies.
# # #
This information is provided AS-IS, without any warranty of any kind.
IPO Monitor makes no claims concerning the accuracy or validity of the
information, and shall not be held liable for any errors, delays,
omissions or use thereof.

Copyright 2006 (c) IPO Monitor. All rights reserved.

Wacoal Holdings Annual Report to Shareholders, 'Transition to a Course of Growth'

By
Tom Keating
on September 30, 2006 12:30 PM | | Comments (0)
Wacoal Holdings Annual Report to Shareholders, 'Transition to a Course of Growth'. Check it out:
(Comtex Business Via Thomson Dialog NewsEdge) Tokyo, Japan, Sep 29, 2006 (JCN Newswire via COMTEX) --Wacoal Holdings (TSE:3591; NQ: WACLY) has published its Annual Report to Shareholders for the year ended March 31, 2006. The Company reported an increase in consolidated net sales of 2.0% year on year, to JPY 164.1 billion. Operating and net income decreased due to the recording of extraordinary factors, however excluding these factors, operating income was up 57.0% year on year.



Wacoal laid the foundations for new medium-to-long-term growth through initiatives such as the transition to a holding company system and the introduction of a special voluntary retirement scheme. To raise business value by stepping up the pace of growth, the Company vigorously enhanced the operations of existing businesses, expanded its share of Japan's innerwear market, continued to rebuild and strengthen overseas operations, and developed peripheral businesses.

To download the Wacoal Holdings 2006 Annual Report, please visit the Company IR website at http://www.wacoal.co.jp/w-holdings/aboutcom_e/ir/index_e.html

Wacoal Holdings Annual Report to Shareholders, 'Transition to a Course of Growth'

Yoshikata Tsukamoto, Wacoal Representative Director, speaks about the launch of the Holding Company system, strategies for the future, corporate governance and his outlook for the Company in his 2006 Address to Shareholders.

"In October 2005, the Company changed its name from Wacoal Corp. to Wacoal Holdings Corp., which became the parent company of subsidiaries in the Wacoal Group. Under the holding company system, the roles of Wacoal Holdings and such Group operating subsidiaries as Wacoal are clearly defined. The holding company manages the Group and oversees operating subsidiaries, while the operating subsidiaries implement operations. This system enables the holding company to target growth and deploy resources on a Groupwide basis. Also, the delegation of authority and responsibility to the operating subsidiaries enhances the efficiency and dynamism of operational implementation. Moreover, because it facilitates reorganization by business type or function, the holding company system is the most suited to pursuing business tie-ups and mergers and acquisitions aimed at achieving corporate structural reform to reflect the times.

Medium-to-Long-Term Strategies

"At present, Wacoal Holdings and its operating subsidiaries are taking steps based on the Corporate Activation Project 21 (CAP21), which sets out medium-to-long-term strategies for enhancing business value. CAP21 (Medium-to-Long-Term Growth Strategies) formulates new business strategies that will enable the Company to make a fresh start and step up the pace of growth. Our transition to the holding company system resulted from the implementation of one such strategy. Guided by CAP21 (Medium-to-Long-Term Growth Strategies), we are reorganizing and strengthening existing businesses. Those efforts focus on rigorously heightening the efficiency of management systems and operational processes to bolster competitiveness and create an unshakable platform for growth. Further, not limiting ourselves to independent business development, we are cultivating businesses in areas that promise growth through the active pursuit of mergers and acquisitions, strategic operational tie-ups, capital tie-ups, and OEM. For example, in June 2006 the Company entered into an operational and capital tie-up with Peach John Co., Ltd., which mainly conducts mail-order sales of innerwear. Very popular among women in their teens and 20s, Peach John has grown rapidly in recent years.

The Company's overriding management goal is to benefit society at large by enabling women the world over to express their beauty. Also, in our business and management activities we seek to create value and establish a reputation befitting an international brand. Mindful of those management goals, we will implement the strategies of CAP21 (Medium-to-Long-Term Growth Strategies), aiming to surpass consolidated net sales of JPY 200 billion, ROE of 6%, and an operating income margin of 9% by the year ending March 2011. To meet those targets, we will implement a strategy of actively investing in businesses to realize new operational expansion. We aim to increase sales in markets in Japan, the United States, China, and Europe. Moreover, we will mull forays into markets in new regions.

Business Review

"In fiscal 2006, consolidated net sales increased 2.0% year on year, to JPY 164.1 billion, operating income was down 88.7%, to JPY 1.3 billion, and net income decreased 58.5%, to JPY 2.8 billion. The decline in operating income was mainly due to the recording of a government subsidy of JPY 7.1 billion in the previous fiscal year and the November 2005 recording of JPY 6.9 billion associated with special retirement related expenses.

Excluding such temporary increases and decreases in income due to the recording of extraordinary factors, operating income was up 57.0% year on year. The main contributions to higher net sales came from brisk sales of Wacoal-brand Hip Walker and Wing-brand Style Up Pants. Also-a focus of our promotional efforts in winter-sales of innerwear products designed for cold weather were favorable, centered on the Kaiteki NAVI lineup, which we launched in response to the Japanese government's "Warmbiz" environmental initiative to encourage the wearing of thermal business apparel to minimize the use of heaters in winter. On the other hand, net sales growth was held back by generally sluggish sales of mainstay brassieres and continuing weak mail-order catalog sales. Overseas, business grew favorably, with the exception of operations in France, where consumer spending remained flat. Wacoal America, Inc., posted particularly strong growth, with sales up more than 15% year on year.

Corporate Governance

"The basic corporate governance policy of Wacoal Holdings is to continue heightening enterprise value by enhancing the efficiency and transparency of management from the perspective of all of the Company's stakeholders. In 2003, we established the Disclosure Committee to strengthen corporate governance and ensure the reliability of financial and other information that we issue. That committee checks the propriety of internal controls and-pursuant to Section 302 of the U.S. Sarbanes-Oxley Act-the propriety of disclosure with respect to annual reports filed with the U.S. Securities and Exchange Commission and the accuracy of disclosed information.

In 2005, due to the discovery of potential defects in certain products sold, the Company provided replacements or refunds. In addition, there was a leakage of the personal info-rmation of certain customers of Wacoal's Internet shopping service. To restore customer confidence, we strengthened our quality control system through stringent implementation of an ISO quality management system and other measures. Further, aiming to deal with overall management risks, we changed our Crisis Management Committee to the Risk Management Committee, under which we established a subcommittee responsible for measures relating to accidents and disasters. Also, we created a system to counteract information security risks based on the establishment of a new department that is dedicated to addressing such risks.

In addition, by introducing the holding company system we clearly separated the role of the holding company, which undertakes Group management and oversees operating subsidiaries, and the role of the operating subsidiaries, which implement operations. We plan further development of systems for oversight and operational implementation.

Returns to Shareholders

"Our basic policy for returns to shareholders is to continue steady cash dividend payments, invest actively to enhance earnings and business value, and increase earnings per share. The Company intends to invest retained earnings to increase profit, raise business value, and enhance future returns to shareholders. Those activities will concentrate on the creation of new sales areas through the development of SPA shops, the development of new points of contact with customers, aggressive investment in overseas operations, and investment in new businesses.

Despite a significant decrease in earnings associated with such factors as the recording of special retirement related expenses, in the fiscal year under review we maintained cash dividends per ADR at the previous fiscal year's level of JPY 100.

Outlook

"In Japan, the women's fashion apparel industry promises robust growth as economic recovery bolsters consumer confidence. As the second year of the government's "Coolbiz" environmental initiative, 2006 will likely see stepped-up efforts to encourage the wearing of light business apparel to curb the use of air conditioners in summer. Amid those business conditions, the Company will redouble efforts to develop products that earn customer endorsement by fortifying new strategic product categories, such as Style Science lineups. At the same time, we will decisively implement measures aimed at expanding SPA operations and increasing new points of contact with customers. And, we will accelerate growth by implementing the strategies of CAP21 (Medium-to-Long-Term Growth Strategies).

In the current fiscal year, ending March 31, 2007, we project increases of 2% in consolidated net sales, to JPY 168.0 billion; 9.5 times in operating income, to JPY 12.6 billion; and 2.8 times in net income, to JPY 8.0 billion. The main factors contributing to the significant increase in operating income will be: improved return on sales through the reduction of such items as selling, general and administrative expenses; the absence of the JPY 6.9 billion special retirement related expenses, which was temporarily incurred due to the October 2005 implementation of the special voluntary retirement scheme; the absence of a JPY 0.6 billion additional retirement benefit expense that was recorded in the year under review stemming from the dissolution of Fukushima Wacoal Sewing Corp.; and lower personnel costs resulting from special voluntary retirement."

(Excerpts from the 2006 Wacoal Annual Report to Shareholders)

To download the Wacoal Holdings 2006 Annual Report, please visit the Company IR website at http://www.wacoal.co.jp/w-holdings/aboutcom_e/ir/index_e.html or the JCN Network Annual Report Gallery at http://www.japancorp.net/reports.asp

About Wacoal Corporation

Wacoal (TSE:3591; NQ: WACLY) has led the Japanese market for women's innerwear since its establishment in 1949. Still holding a dominant share of the home market, the Company is steadily growing sales in North America, Europe, and Asia. In October 2005, the Company changed its name from Wacoal Corp. to Wacoal Holdings Corp., which became the parent company of subsidiaries in the Wacoal Group. For more information, please visit www.wacoal.co.jp.

Contact:

Wacoal Holdings Corp.
Tadahiro Kondo
Tel: +81-75-682-1028
Fax: +81-75-672-3219
Email: t-kondo@wacoal.co.jp

Copyright (C) 2006 JCN Newswire. All rights reserved. A division of Japan Corporate News Network K.K.

**********************************************************************

As of Tuesday, 09-26-2006 23:59, the latest Comtex SmarTrend(SM) Alert,
an automated pattern recognition system, indicated an UPTREND on
11-22-2005 for WACLY @ $68.83.

For more information on Comtex SmarTrend Alert, contact your market data
provider or go to CSTADirect.com

SmarTrend is a registered trademark of Comtex News Network, Inc.
Copyright 2004-2006 Comtex News Network, Inc. All rights reserved.

Fitch affirms ProCredit Bank Ukraine at 'BB-'

By
Tom Keating
on September 30, 2006 6:32 AM | | Comments (0)
Fitch affirms ProCredit Bank Ukraine at 'BB-'. Check it out:
(Interfax News Agency Via Thomson Dialog NewsEdge) MOSCOW. Sept 28 (Interfax) - Fitch Ratings on Thursday affirmed ProCredit Bank Ukraine's ("ProCredit Ukraine") ratings at foreign currency Issuer Default 'BB-' (BB minus), Short-term foreign currency 'B', local currency Issuer Default 'BB', Short-term local currency 'B', Individual 'D', and Support '3', the ratings agency said in a release.



The Outlooks on the Issuer Default ratings ("IDR") are Stable. The national rating is affirmed at 'AAA(ukr)'.

The IDRs, Short-term and Support ratings of ProCredit
Ukraine are
based on Fitch's view of the potential support from its
owners,particularly ProCredit Holding AG ("PCH"; rated 'BBB-' (BBB minus)), its 60% owner, in case of need. However, the 'BB-' (BB minus) Country Ceiling of Ukraine limits the extent to which support can be factored into the IDRs. The ratings also take into account PCH's centralized control and risk management and ProCredit Ukraine's high degree of integration within the ProCredit group. The Stable Outlook on ProCredit Ukraine's IDRs reflects that of Ukraine's IDRs.

Fitch notes that any movement in the Country Ceiling for Ukraine would have implications for ProCredit Ukraine's IDRs. Downward movement in the Country Ceiling would also result in a change to the bank's Support rating.

"Upside potential for the Individual rating is currently limited by ProCredit Ukraine's small size," says Tomasz Walkowicz, an analyst at Fitch's Financial Institutions Group. "A significant deterioration in asset quality, capitalization and liquidity leading to a need for support would contribute to a downgrade."

ProCredit Ukraine is the 35th largest bank by total assets in Ukraine. In addition to PCH, its other shareholders include the European Bank for Reconstruction and Development and Western NIS Enterprise Fund (a U.S. body), which have a 20% stake each.

PCH was set up as an equity investment company in 1998 by Frankfurt-based Internationale Projekt Consult GmbH to invest in the global network of ProCredit banks, which provide financing to micro-and small and medium-sized enterprises in emerging markets. At end-May 2006, the group consisted of 19 banks in Central and Eastern Europe, Latin America and Africa, while the group's total assets were around EUR2.5 billion. PCH is responsible for group administration, strategy, risk management controls and supervision. PCH is not regulated as a banking group, but the ProCredit banks are regulated in their home countries.

Copyright 2006 Interfax News Agency. Source: Financial Times Information Limited.

The mothers of re-invention

By
Tom Keating
on September 30, 2006 6:32 AM | | Comments (0)
The mothers of re-invention. Check it out:
(China Daily Via Thomson Dialog NewsEdge) Before China started its reforms and opened up to the outside world, many foreigners had the notion that Chinese women enjoyed unprecedented independence from men and high participation in the public sphere. This liberation for women, however, worked as a double-edged sword. Very often, it forced them to juggle jobs and families with great difficulty. Things are different today in a market economy in which masculinity is measured by the amount of money a man makes. A husband's higher income has taken the pressure off many working wives. Urban Chinese women, particularly in the middle-class, now have more options on how to spend their time. Some women feel their social identity is no longer contingent on them staying in the workforce. Instead, they see family as the primary commitment, and are proud to play a supporting role to the husband. Although it is a relatively recent phenomenon, it is no longer uncommon to see a small number of "full-time wives" (quan zhi tai tai) in Chinese cities, particularly within the rich and privileged echelon. The reasons behind this new phenomenon are many and diverse. Some believe such a trend has become possible simply because a growing number of families can afford not to have two incomes. Others point out that their lifestyle and choices owe not only to the economic boom but also to increasing social stratification, with the availability of migrant and laid-off workers as home-making helpers.



Meng Baili, a manager in an IT company in Beijing, is still looking for "Mrs Right," and in the meantime has his apartment cleaned by a local Beijing woman, a former factory worker who lost her job due to enterprise restructuring. Would he want his future wife to work? Meng said he was happy either way. "She does not have to work, as my salary is good enough to support her. But if she wants to work, it's her choice. As long as she fulfils her duties as a wife, I have no objection," he said.

When asked how he preferred to see his wife spending her time, Meng replied: "She can do community or charity work or work out in the gym to stay slim and fit but she shouldn't do housework. That's the maid's job." Indeed, very few full-time wives quit jobs to do housework. Hua Ruiling is in her late 30s and has two children, 15 and 3. Her husband is a real estate developer, and the family live at an expensive address in Haidian District, Beijing. Hua employs two full-time domestic helpers; one cooks while the other works as a nanny. Hua said that her husband was often away on business, sometimes abroad, but she had her own network of friends. She attends adult education classes and yoga classes, and drives her children to school and childcare. Currently she is attending an adult education course designed for women like herself. Offered by a prestigious university at a price which labourers and migrant workers would find astronomical more than 30,000 yuan (US$3,700) for one participant the course covered a wide range of subjects including literature, history, home science, and child development.

"There is a lot of useful knowledge and information out there. I feel that I can become a more cultivated person. I also meet a lot of new friends by going to these activities," Hua said.

Pros and cons Feminists debate the pros and cons of women returning home to become full-time mothers and wives. Some see this move as socially regressive because women run the risk of losing their independence and becoming socially disempowered. Others see it as a positive change for women, as they now have the option of not working, thus having more autonomy to follow their own dreams.

"Some women decide to quit man's world so that they can pursue their own idea of work. Stopping working for money doesn't mean that they disappear from public sphere. For instance, doing volunteer work, charity work, and running parents' groups online is also an important way of making contribution to society," said Wang Gan, an anthropologist who has written extensively on the topic of work and motherhood. While some women decide to become full-time wives because they bring clout and "face" to their husband, some men consider it a status symbol to keep their wives at home. Other women have decided to leave the workforce because they see fit to adjust their priorities in the face of changed domestic circumstances. This shift tends to happen when a couple is starting a family. Jiang, who declined to give her full name, worked as an accountant in a German-owned company in Beijing but stopped working after giving birth to her son. However, she stressed this may be an interim plan and she may not want to stay away from work permanently. "I read many books on parenting, and most of them point to the importance of bringing your child up on your own instead of using a nanny, especially during the first couple of years. So for the sake of my child's future, I am happy to stop working for a year or two," Jiang said.

In spite of the glamour of the "full-time wife," to most middle-class urban women, it is more desirable to have a foot in both worlds. In constructing a profile of the archetype "Vogue" woman, Liu Dan, from Conde Nast, which produces the Chinese Vogue magazine, said: "The archetypical Vogue woman is not a full-time wife, nor is she stressed out with work. She balances work and family, successfully and effortlessly." Xia Jun, 31, HR consultant with a trans-national corporation in Beijing, had a baby boy six months ago, and is currently still on unpaid maternity leave. With the help of a full-time live-in maid, Xia divides her maternity leave between her baby and trying to finish a research project for her Master's thesis. She will go back to work in eight-months. "It never occurred to me to become a full-time mother. It's important to have my own social life, to be exposed to smart people and exciting things," Xia said.

Xia also believed it was risky for a woman to build her sense of security around a man, especially considering the growing infamy of married rich men betraying their wife and taking on lovers and mistresses. "During the last few months since I had the child and stayed at home, I noticed I have become emotionally more dependent on my husband, more demanding of his attention and understanding, and more insecure about his feelings for me," Xia said. "This is because he has a whole world outside home, and I have nothing else to talk about apart from home. When I was working, I was not like this," she said. Although pleased with the time off during her maternity leave, Xia fears she can't afford to stay away from work for too long. "Things change fast, and organizational cultures and structure changes fast too. If you don't keep up, you may not be able to cope with the change," Xia added. "In my company, organizational structures are altered every half a year. I also know that if I stay away for too long, say for two or three years, there will be new people coming in, younger and with more credentials." From what Xia can see, the full-time wife phenomenon is a symptom of a patriarchal society. "It never occurs to my husband that he could quit work and look after the child. That's almost unheard of in China. I know it's quite common with Westerners. At work, I have quite a few European female colleagues whose husbands are here to look after children. But that's almost unheard of among Chinese men," she said. Both the birth of the "full-time wife" and the emergence of the "vogue woman" have taken place in Chinese cities not in spite of, but precisely because of, growing social and economic stratification over the last couple of decades. Social stratification To be sure, urban middle-class women can afford to choose between working and not working, but they cannot do it without cheap labour provided by rural women and laid-off factory workers who work as their domestic helpers. The latter are not blessed with these options. While some women in the cities are thinking of quitting jobs or cutting down work hours to spend time with their family, more and more rural women are leaving home and their families in order to work in cities as domestic workers. Currently there are at least 200,000 domestic workers in Beijing, and another 200,000 vacancies waiting to be filled. Xie Hong is one of the thousands of women in Beijing who leave her children behind in the village in order to make money working as a baomu. A young woman from Sichuan and in her late 20s, she works as a part-time domestic cleaner. Xie said she missed her own children badly and talked to them on the phone whenever she could. "City kids are so spoilt and live like princes and princesses. Each time I look at them, especially those who are at a similar age to my own children, I get upset. I am also a mother, but why can't I cuddle my children and buy them their favourite treats every day?" Xie said. "I know I am doing this for my kids, but I am also missing out on so much by being away. Last time I went home to see my kids, they looked at me as if I was a stranger and wouldn't come close to me," Xie added, her eyes filled with tears. Because of migrant women such as Xie, and thanks to the growing trend of outsourcing domestic work in urban China, middle-class urban women across the board are increasingly able to tailor their lifestyles and work patterns to suit their individual needs, thereby freely negotiating between working and not working, between full-time and part-time work, or between working for money and working to fulfil one's dreams. For many single professional women, life without a man is just fine, as long as she has the help of a maid. Similarly, for married women, their lifestyle either as a full-time wife or professional is hardly sustainable without the availability of paid domestic work.

Copyright 2006 China Daily. Source: Financial Times Information Limited - Asia Intelligence Wire.

Live from Comdex, it's Enable

By
Tom Keating
on September 30, 2006 6:32 AM | | Comments (0)
Live from Comdex, it's Enable. Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) COMDEX is the premier showcase of the latest breakthroughs and innovations in the IT marketplace. Many leading companies use COMDEX to launch their newest and next flagship products. In the IT arena, COMDEX is the place to see and be seen.



COMDEX is also where you will come in contact with the next big thing before it actually becomes the next big thing. For example, today the buzz is all about Tablet PCs. Yet, I saw the first Tablets at COMDEX two years ago. The same is true for smart phones and WIFI.

The next edition of Enable will be coming at you live from COMDEX and will let you in on the next big things. Until then, the COMDEX web site is chock full of added value and today's Enable looks at two such added value sections Research and White Papers.

Research Reports For Free

COMDEX is committed to providing the IT community with FREE quality research on the most important technology and business segments to help buyers and sellers make crucial decisions. The COMDEX Reports series includes market studies on technologies such as IT security, development environments and wireless, as well as buyer segments such as enterprise businesses and women in technology. To access the reports, just provide an email address when prompted. You should also check back often as new FREE reports are posted regularly.

The following are highlights of a few of the reports: COMDEX Report on Small Business - Home Office vs. Commercial Office Workers One of the key findings of the COMDEX Research Panel Small Business study is that small business respondents who work from home are very different from respondents who work at an office outside the home. This paper will develop an in-depth profile of these two groups and help foster an understanding of the differences between home office workers and those who work in an office outside the home.

COMDEX Report on Women Technology Buyers COMDEX, in partnership with WITI (Women In Technology International), commissioned a study on the involvement of women in purchasing technology for their businesses and organizations. This study explored the role of women in IT, technology products women purchase and the amount they are authorized to spend.

COMDEX/FORTUNE 1000 Technology Decision Maker Study The COMDEX/FORTUNE 1000 Technology Decision-Maker Survey was conducted to provide a snapshot of how technology influencers in the largest US companies feel about the economy, the prospects of a turnaround, and how the current downturn has affected budgets and decision-making processes within their companies. In addition, the study examines the importance of a range of business issues to companies today, and how these companies have fared in dealing with these important issues.

COMDEX Report on Biometrics Biometrics is one of the newest security technologies available. While clearly an immature market, biometric technologies are sure to become more widely used in the future as costs decrease and companies'

Wireless Technology: The Big Picture COMDEX panelists are involved users and evaluators of wireless technology. The COMDEX Panel survey on Wireless Technology found significant differences between how companies of different sizes are using and implementing wireless technology.

Small Business: Online vs. Non-online Businesses Among small businesses, those that consider themselves online businesses have a distinct profile from those who do not. The COMDEX Research Panel Small Business study seeks to develop a profile of online businesses and understand the key differences between online and non-online small companies.

Security Information security is one of the most important issues facing businesses today. The COMDEX Panel study on security aims to explore what security measures companies are taking and how panelists feel about the trade-off between privacy and security. This study found that while security is important to all panelists, companies of different sizes face different challenges when implementing security measures.

White Papers

COMDEX prides itself on community, content and commerce. In the White Paper section of the website you can search for in-depth information from the leading technology vendors and analyst groups. The White Papers are free, but you will have to pay for the Analyst reports.

White Paper topics include: Hardware Electronic Commerce Enterprise Applications IT Management Networking Software Development Telecommunications

Take advantage of the information provided by COMDEX. It is for the most part free and provides you with a wealth of information.

Next week we are LIVE from Las Vegas at COMDEX

Copyright 2006 Globes. Source : Financial Times Information Limited.

Invest In The Hiring Process

By
Tom Keating
on September 30, 2006 6:31 AM | | Comments (0)
Invest In The Hiring Process. Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) As we continue with our roadmap for success, we move on to the issue of hiring employees for your new enterprise. Hiring new employees is another example of a critical situation facing startups that if not handled correctly from the onset - will probably never be rectifiable. In today's Internet paced world, time is everything. Many new companies simply do not have the time or the personnel to properly hire new employees. Yet, a proper investment of your time during the hiring process will save you a lot if time in the future, and more importantly will prevent major headaches and even catastrophes for you and your company. Today's Enable provides you with some tips that will help you hire the right person for the job. The key is to invest a little time now - to save a lot of time later on.



What Is The Cover Letter Like?

Most companies try to weed out candidates as quickly as possible. A good method for doing this is via the cover letter. Does it show that the candidate investigated the firm in any way? Are there spelling or grammar mistakes? If it was faxed, was it sent from the potential employees current place of business (check the header of the fax)? Is there some kind of a statement that stands out and demonstrates that this candidate is serious? Is the cover letter a little too haughty? No cover letter at all could be an indication of either laziness or lack of experience. A very well done, professional cover letter is an excellent indication that the candidate is serious.

Resumes Are Sometimes Wish Lists

It is very easy for almost anyone to put together an impressive looking resume. As you review a potential employee's resume, take nothing for granted. You must check each and every "fact" very carefully because many items may be exaggerated or even a figment of the potential employees imagination. A friend of mine once told me that his rule for drafting a resume was - "if it could have been true, I put it in."

Check References!!

One of the most important, yet often ignored ways of insuring that you hire the best person for the job is to check their references. Use the telephone and email to contact each and every reference and try to learn as much as you can about the prospective employee. Other than simply checking to make sure everything on the resume is true, you should also ask questions like: What is the candidate's greatest asset? How did the candidate add value to the company? How did the candidate interact with co-workers? Is there anything negative you can say about the candidate? Why did the candidate leave?

The most important question you must ask is: "Can you give me names of other people at your company, or outside of the company (like clients or suppliers), whom I can speak with?". This will help you learn more and will enable you to deal with "cherry picked" references.

The Turndown - Be Professional

It is highly professional to send out "rejection" letters to all candidates that sent you their resumes. Most companies, especially those in Israel fail to do this. Business is all marketing. The candidates that you have decided not to hire - for whatever reason will all most likely find jobs at other companies in your industry. Do not use obvious form letters and the like. If you do not have time for a professional letter, at least send an email. Israel is a very small country, and your paths will cross with many of the candidates. Your reputation is very important and a professional turndown can pay off in the future.

Next week we will deal with executive search firms and with using the Internet to find potential employees.

Published by Israel's Business Arena on January 10, 2000.

Copyright 2006 Globes. Source : Financial Times Information Limited.

Those Who Do - Should Teach

By
Tom Keating
on September 30, 2006 6:31 AM | | Comments (0)
Those Who Do - Should Teach. Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) When I was in law school, my favorite courses were taught by lawyers who were not professors but who simply like to teach. They typically taught at night and most of the time gave us all kinds of war stories. They lived it and were giving us real examples from the real world. They talked about everything we wanted to do - and they were doing it!



Today's Enable incorporates this concept via Joe Hadzima, a senior lecturer at the MIT Sloan School of Management, Director and General Counsel to the MIT Enterprise Forum, Inc., and Managing Director of Main Street Partners LLC, a venture investing and technology commercialization firm located in Cambridge, Massachusetts. He is a former partner and founder of the High Tech/ New Ventures Group and Sullivan & Worcester LLP, a major Boston-based law firm.

Hadzima writes a column called Starting Up for the Boston Business Journal. The column is written about real life problems and experiences faced by new and emerging companies in the New England area - but the topics covered are relevant to startups around the globe. The column, like my favorite law school professors, provides practical information to entrepreneurs.

Enable has reviewed the column, including the archives. Today we'll see how Hadzima deals with a crucial issue - the Board of Directors.

Don't Bore the Board of Directors - How To Use A Board Effectively tells you how to get the most out of your Board and how to ensure you don't waste their time. The ins and outs include:

Board Size Size and the resulting group dynamics will dictate much of how you deal with the Board. Most entrepreneurial private companies have Boards comprised of 3 to 5 Directors. Some have advisory boards (e.g. a Science Advisory Board) which are larger but the legal Board usually does not exceed 5 in number and rarely is greater than 7. Larger public companies usually have larger Boards, partly because of the need to have specialized committees (e.g., Audit Committee, Compensation Committee).

Outside of the Board Meeting In recruiting a Director you should have worked out the Director's level of activity and attention both in terms of the number of Board Meetings expected and, if the "job description" includes it, interactions outside of the Board room. These outside interactions with individual Directors are your opportunity to obtain individual advice and assistance. Establish a format which works for the individual Director and for you- a weekly breakfast, a monthly lunch, twice a week telephone call, frequent email, a tennis match followed by a half hour discussion by the juice bar-whatever works.

The Board Meeting The strength of the Board of Directors system comes from the collective action of experienced and informed people. It follows that the Board Meeting has to be a combination of information transfer processes and resulting decision making. Board Meetings rarely last all day unless some major event is being considered such as an acquisition. For a normal Board Meeting plan on a minimum of 12 to 2 hours, more typically 3 to 4 hours.

Information Because time is limited, you should "offload" as much of the background information transfer process as possible so that the Meeting can focus more on decision making. The "Board Package" is the main method of off-line information transfer and should be distributed to the Board with enough time for the Directors to be able to read and digest the material but not so far in advance that the information is out of date. Plan on getting the materials to the Directors about 3 days before the Meeting. A typical package will contain the following: An Agenda, Draft Minutes of the Last Meeting, Financial Reports with Management Commentary, Other Relevant Information. Be sure to keep the Directors informed of general developments between meetings- e.g., include the Directors on press release lists, product mailings etc. It can be very annoying to a Director to find out something about the Company from a source outside of the Company.

Knowledge@Wharton Revisited

As promised, we now return to Knowledge@Wharton to finish our overview of this excellent site. As mentioned last week, this is an online resource that offers the latest business insights, information and research from a variety of sources, including an in-depth searchable database.

In completing our look at this site, we move to the section entitled: Innovation and Entrepreneurship. Here, you will find an excellent piece called Uncertainty, Technological Turbulence, Competition - What's a Manager to Do? Thrive on It, that teaches the concept of "habitual entrepreneurs." Habitual entrepreneurs have made careers out of starting businesses either within existing firms or independently. You will learn that they passionately seek new opportunities and pursue them with enormous discipline. Furthermore, they pursue only the best opportunities, and avoid exhausting themselves and their organizations by chasing every option. They focus on execution and change direction if necessary. And they engage the energies of everyone who works with them. You will also be provided with a detailed plan, based on these qualities, for you to apply to your own company.

In the same section you will also find an article entitled: Mercenaries vs. Missionaries: John Doerr Sees Two Kinds of Internet Entrepreneurs. John Doerr is a legend in the venture capital industry and you should pay very close attention to what he has to stay.

Doerr believes that as the new economy develops, several trends are emerging. Among his forecasts for the future: IP, or internet protocol, will be as important as the car or television. The web will become the standard communications platform in healthcare. Charter schools, and educational portals for the home and school, will transform education. Bandwidth will be crucial. Despite current skepticism about business-to-consumer e-commerce, it will remain a big trend, as will business-to-business e-commerce. Wireless information appliances will be big in the future. "That's how a billion Chinese will get onto the Internet," Doerr says. Genomics will be "fabulous" after 2005, as the human genome is fully mapped.

Doerr also predicts that the Internet will evolve into what he calls "the Evernet," which is "always on, high speed, ubiquitous and available in multiple formats." These formats will include a "voiceweb" for voice communications, a "handweb" for hand-held devices, a "PC web" for PCs, a "videoweb" for video and an "e-web" in which machines will communicate with machines. These changes will consolidate the foundations of the new economy.

Read the entire section and learn from one of the leading venture capitalist in Silicon Valley.

Published by Israel's Business Arena on September 26, 2000.

Copyright 2006 Globes. Source : Financial Times Information Limited.

Wireless For Everyone

By
Tom Keating
on September 30, 2006 6:31 AM | | Comments (0)
Wireless For Everyone. Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) As we continue our focus on added value wireless related sites, Enable takes a look at www.wirelessdata.org. This site has something for everyone - from novice to expert.

Beginners will benefit from the site's wireless data primer. Developers will glean a lot of value from the developers green house section, and virtually anyone interested in the industry will be able to benefit from the free market research available on the site.



These and other features are described in detail below. This description is followed by a brief look at the organization behind the site - The Wireless Data Forum.

Wireless Data Primer

The last twenty years have seen an explosion in wireless communications and computer technology. The last five years have seen the explosion of the Internet. Standing at the center of this convergence is the wireless data industry. The primer provides a general overview of the industry and its key components.

The primer is in beta version, and is still not searchable. When I used it, the primer was bug free. However, be aware that some of the information is not exactly up to date.

Developers Greenhouse

This section is for those that want to join the Wireless Revolution. It provides a slew of resources to help you successfully develop applications for Wireless Data. This includes: Ardis Wireless Software Developers Program CDMA Online GSM World, the web home of the GSM Association, features the GSM Data Window. The RIM Developer Zone Sierra Wireless Developers Toolkit WAP Forum (Wireless Application Protocol) WAP.NET Wireless Developer Wireless Developer Network

Market Research

In the section called Market Index, you can look up over 100 reports, forecasts, and articles about Wireless Data. You can search by categories like new applications, international, enterprise, or consumer - or simply by keyword.

You only receive short blurbs, but the information contained in the blurb provides you with enough background to get a general idea of the particular market, product, etc, that you searched for.

For example, when I searched the word "palm", the following (among others) came up:

"Future of Palm VII dim. [6/9/99]"

"Analysts at the Wheaton, Md.-based consultancy Herschel Shosteck Associates aren't so sure and say the future is not bright for Palm VII. They predict sales of 100,000 units in the first year, a mere fraction of the projected 3.9 million personal digital assistants that will be sold in the United..."

"IBM Makes Wireless Deal; Suggested: Wireless devices to outnumber PCs on Internet, IBM expects [1/24/00]"

"IBM will design, build and run a global wireless Internet portal for Vodafone AirTouch PLC, the world's largest mobile phone operator, the companies announced earlier this month. The portal, which will be launched in July in Europe, North America and Australia, is based on software from..."

When I clicked on the above link, this is what I got:

"Summary: IBM will design, build and run a global wireless Internet portal for Vodafone AirTouch PLC, the world's largest mobile phone operator, the companies announced earlier this month. The portal, which will be launched in July in Europe, North America and Australia, is based on software from the Sun-Netscape Alliance and InfoSpace.com Inc. It will give users of mobile phone and handheld devices from Nokia Corp., Ericsson Inc. and Palm Computing Inc. access to messaging and calendaring functions, in addition to travel information and financial services."

The Wireless Data Forum

The Wireless Data Forum is a new organization with a new focus. Dedicated to publicizing successful wireless data applications and customer communities, the WDF is composed of network service providers, wireless device and infrastructure equipment manufacturers and vendors, computer software and hardware developers, and information services content providers. New members are actively being recruited from the wireless telecommunications, mobile computing, and Internet industries. The Wireless Data Forum's leadership is committed to being an industry-building mechanism. The Wireless Data Forum's work will focus on consensus building and promoting the entire wireless data industry.

It seems that the Forum means well and its current site does provide added value. Enable will continue to check on any updates and will keep you posted on the progress of this site, especially the Primer.

Published by Israel's Business Arena on June 20, 2000.

Copyright 2006 Globes. Source : Financial Times Information Limited.

A Developer's Dream

By
Tom Keating
on September 30, 2006 6:31 AM | | Comments (0)
A Developer's Dream. Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) Today's Enable is dedicated to developers. You guys and gals don't get the credit you deserve and are typically blamed for product bugs and problems. Are these product faults really your fault?



You are being pushed from all sides. You need prototypes, beta sites, etc. Your marketing "friends" are pushing you to get the product to market in record time. You feel the pressure every day - but where can you turn for help? Can the Internet help you like it seems to be helping everyone else?

If you are a wireless developer, you're in luck. AnywhereYouGo.com provides you with online tools and other information to help you develop applications that work without bugs and other problems - fast.

The solutions AnywhereYouGo.com provides are crucial because, according to the IGI group, by the year 2003 more people will access the Internet via a mobile phone than via PC. This will drive mobile e-commerce, which Strategy Analytics forecasts will reach a total 14 billion transactions in 2005 for a total market of $200 billion. The challenge is for today's wireless developers to build applications for multiple technologies, devices, and country standards.

AnywhereYouGo.com is the largest independent community of wireless application developers. The AnywhereYouGo.com web site provides industry and product news, developer tools and resources, industry reports, online application testing, directories of developers and applications, training and tutorials, and discussion groups covering wireless application development:

The entire site is excellent - especially the newsletters which I subscribe to personally. But today is dedicated to developers only, and as such Enable only focuses on the developer tools and application testing sections.

Five Steps To WAP Development

Anywhereyougo.com provides developers with a five step process for WAP development.

The steps are summarized below: Step 1 - Understand WAP: Step 2 - Get The Tools You Need Step 3 - Write Your First Application Step 4 - Write advanced applications Step 5 - Test Your Application

Online WAP Testing Tool

This section is specifically designed to ensure that your WAP users seeing the application you wrote, the way you intended. You can test your existing WAP applications using the online utility for code errors, common mistakes, and valid links.

You can choose from the following tests to run against your site: Check the document's content type header Validate the document against the DTD declared in it Check the document for formatting tags that are not commonly supported Check the compiled size of the document Follow links that lead off of your site to other sites?

Developer's Notebook

The site also has a very detailed developer's notebook which contains articles submitted by members of the community - people who are working in the trenches to make wireless work around the world.

Some sample articles include:

Real-Time Debugging Highly Integrated Embedded Wireless Devices by David Ruimy Gonzales In this installment of the Developer's Notebook, Motorola's David Gonzales examines the trend toward reducing the number of components in these systems as it relates to cost, overall power consumption and manufacturing complexity.

Dual Core Architecture for Cellular Handsets by David Ruimy Gonzales The exponential growth of the wireless communications industry has created a multitude of new products with advanced features that allow users to stay in touch with every aspect of their lives wherever they may be. These new products are quite diverse, require more system performance with no exceptions to power conservation and have short product life cycles.

Introduction to Location Services and Location-Based Services by John Davies AnywhereYouGo.com community member John Davies provides part one in a three-part series on location and location-based services.

Seven Steps to Success in the Mobile Wireless Enterprise by Tanya Candia In a Developer's Notebook white paper, F-Secure VP Tanya Candia explains why companies who are looking to make it in the m-commerce space have to make changes in the way they do business.

All of the above are only brief highlights of what the site has to offer. Take the time to go to AnywhereYouGo.com and check it out thoroughly. Enable guarantees that you will return - again and again.

Published by Israel's Business Arena on September 5, 2000.

Copyright 2006 Globes. Source : Financial Times Information Limited.

Now is a good time to "Buy"

By
Tom Keating
on September 30, 2006 6:31 AM | | Comments (0)
Now is a good time to "Buy". Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) We have ample experience in the local stock market and listen carefully to the opinions of local analysts. We don't doubt that foreign investment banking firms may have superior analyst abilities. However, their direct contacts with the managements of local companies are minimal. The local analyst may find that he knows several heads of companies as they are his buddies in his reserve unit. The local grapevine is an invaluable supply of information. Some even went to school together.



The local daily press, available in English, is a good source of information. The daily newspapers have Internet web sites that publish the most important news that appears in the printed newspaper.

We believe that now is a good time to invest in Israel and would like to review various avenues open to the investor.

The Tel-Aviv Stock Exchange has several hundred securities listed for trading. The Exchange has a web site (http://www.tase.co.il); prices are posted daily and in near-real time. We favor companies whose activities are international and whose products are internationally recognized.

Most Israel interested investors have heard off Check Point, Converse and Teva but how many know about Aladdin? Aladdin Knowledge Systems Ltd. (Nasdaq: ALDN) is recognized as the worldwide leader in Software Digital Rights Management (DRM) and USB-based authentication solutions. The company, is an innovator in enterprise secure content management (Enterprise Security). Its shares are traded on Nasdaq and the company has just reported record quarterly earnings of $3.59 million for the second quarter. This represents a 73.4 percent growth year-over-year and revenues of $20.06 million, representing 21.4 percent growth year-over-year.

AudioCodes Ltd. (Nasdaq: AUDC:) whose shares are traded on Nasdaq, designs, develops, and markets enabling technologies and system products for the transmission of voice, data, and fax over packet networks. The company's products are unique and its sales are growing as the Voice over the Internet. However, it should be kept in mind that AudioCodes sales are only at the $100m. level and profits are under 3%. The shares are favorably priced at $10 and appear to have good support at that level and upside potential. In the second quarter revenues Increase to $28.5 Million, Up 6% Sequentially and 49% year-over-year. Net Income was$3.1m, or $0.07 per share.

Ormat Technologies, Inc. (NYSE:ORA) is a vertically integrated company primarily engaged in the geothermal and recovered energy power business. It designs, develops, builds, owns and operates geothermal power plants. Additionally, the company designs, manufactures and sells geothermal and recovered energy power units and provides related services. More than 70 patents cover Ormat products and systems. Ormat currently has operations in the United States, Israel, the Philippines, Guatemala, Kenya, and Nicaragua. The company was founded by the Bronickis, husband and wife, and has been managed by them since its inception in 1965.

NICE-Systems Ltd. (Nasdaq: NICE; TASE:NICE) is a vehicle that enables the investor to participate in the burgeoning security industry. NICE Systems (NASDAQ: NICE) headquartered in Ra'anana, Israel, is a leader of multimedia digital recording solutions, applications and related professional services for business interaction management. NICE products and solutions are used in contact centers, trading floors, air traffic control (ATC) sites, CCTV (closed circuit television) security installations and government markets.

NICE's subsidiaries and local offices are based in the United States, Germany, United Kingdom, France and Hong Kong. The company operates in more than 100 countries through a network of partners and distributors.

Other interesting companies, worthy of investment consideration, include CheckPoint (CHKP: Nasdaq) leader in computer protection software, Comverse (CMVT: Nasdaq) messaging, Teva Pharmaceuticals (TEVA:Nasdaq), world's largest generic drug manufacturer and Retalix (RTLX: Nasdaq) computerization at the check out counter.

None of the companies described above are "cheap". Most have p/e ratios of more than 30. However, they are in active in highly exciting technology fields. We were not able to pinpoint neither any biotechnology companies nor those in the medical instrumentation field. Most of the participants in these industries are young companies that have as yet to prove their investment worthiness.

For investors who are prepared to undertake the risks in private equity there are venture capital funds that are prepared to accept investments of $100,000 or more. However, for the greater part, and partially due to the dot.com debacle these have not, for the greater part, outstanding track records.

We believe that a portfolio of the above-described companies would yield above average results.

Published by Globes [online], Israel business news - www.globes.co.il - on October 6, 2005

Copyright 2006 Globes. Source : Financial Times Information Limited.

Israeli VCs miss the mark

By
Tom Keating
on September 30, 2006 6:31 AM | | Comments (0)
Israeli VCs miss the mark. Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) Venture capital provides a source of funds through investment, usually for companies or projects that are un the start-up or at a very early stage of product development. These projects and organizations generally would not attract sources of finance such as loans and could not raise money in the major public stock markets.



The role of venture capital in enterprise development in developing countries is critical. The collateral of emerging enterprises is not incorporated in fixed tangible assets like plant and machinery, but more on elements like market access, human capital, intellectual property and goodwill. Manpower and financial needs in new companies are generally focused on research, development and introduction of a product into the marketplace, production and manufacturing. This results in initial low or negative cash flows and the need to finance these companies rests on potential future earnings rather than current profits. These factors make it difficult for new and emerging companies to obtain traditional financing.

We believe that in the area of financing start-ups the Israeli venture capital industry is lagging sadly behind its overseas counterparts. According to a recent IVC Center Research report Israeli venture capital companies thirteen seed companies attracted $34 million, 10 percent of the total amount raised in Q3. During the first three quarters of the year, seed companies attracted eight percent of the total funds, compared with six percent in Q1-Q3 2004.

By contrast American seed and early stage companies accounted for 36.8% of all companies funded in the second quarter, according to the PricewaterhouseCoopers/Thomson Venture Economics/National Venture Capital Association MoneyTree Survey. These figure indicate that the Israeli venture capital financing industry is far from being venturesome and that it underperforms in the area, which is basic to its tenets. There is a yawning chasm between its funding of local start ups as compared with the American industry.

Notwithstanding the industry has badgered the Government for preferential conditions for foreign investors. Perhaps most damning are the poor returns that the industry provides for its investors. Many of the venture capital companies are still stuck with the unprofitable investments from the dot.com era. Had the rate of investments in start ups been higher in previous years we would see a parade of initial public offerings in a period when the stock markets are absorbing them so successfully.

Published by Globes [online], Israel business news - www.globes.co.il - on February 15, 2006

Copyright 2006 Globes. Source : Financial Times Information Limited.

When money grew on trees

By
Tom Keating
on September 30, 2006 6:31 AM | | Comments (0)
When money grew on trees. Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) Bonsai growing is the art of dwarfing trees or plants and developing them into an aesthetically appealing shape by growing, pruning and training them in containers. True Bonsai take years to grow... and are usually priced accordingly, and there's the rub.



Israelis by nature are impatient, and it would never occur to them to initiate an enterprise that might take several years before achieving a saleable product. They love flowers, and will travel to greenhouses to buy flowers and seedlings for their gardens.

The Israeli bonsai industry (and mind you, at one time there was a bonsai industry in this country), is now defunct. I remember seeing no fewer than one million bonsai plants in various forms and shapes, sitting neatly on shelves at a growing area just outside of Tel-Aviv.

Their elegant shapes were beautiful. They were being prepared for shipment to Britain to be sold at Marks & Spencer. No further proof of the industry's existence was needed.

The origin of the Israeli bonsai industry goes back to the period when a demobbed Israeli soldier decided to take a post army service trip to the Far East. In Japan he worked at various jobs, mostly physical labor. His life took a major turn when he came across a bonsai farm. The one time soldier was taken back to his childhood days when he lived on a kibbutz farm. He loved trees and flowers. By then he knew some Japanese and asked whether he could be hired. It was there that he learned the art of bonsai growing. He also fell in love with a Japanese girl who agreed to move with him to Israel.

Back in Israel, a friend, on hearing the story, and having some idea of the value of bonsais, suggested that they establish a bonsai growing farm.

It was a miracle of modern Israel. The seedlings grew to bonsai plants in a matter of weeks. Father time had been conquered and only a few insiders knew how it was done. The shaping, the twisting of the roots were done quite openly in the daytime. However, only a few were aware that the Israelis were taking advantage of modern science and technology to enhance the growing progress.

The height of a bonsai plant can range from six inches to approximately 36 inches. To reach the appropriate size in record time, the grower turned to the Agricultural Research Institute of a major Israel university. They were happy to comply and told him which accelerator he must spray on the seedling to set it on its way to adulthood. But that was not all. When the plant reached its desired height, the growing process had to be arrested. The scientists at the Agricultural Research Institute were happy to comply. They supplied a growth retardant and with the help of these two substances one million bonsai came into being in record time

However, the business partner of the enterprise walked away with a major money investment, spelling the death of the bonsai enterprise.

What further proof was needed to show how modern agricultural science with its accelerators and growth suppressants could help Mother Nature and enhance the ancient art of bonsai growing?

Published by Globes [online], Israel business news - www.globes.co.il - on March 28, 2006

Copyright 2006 Globes. Source : Financial Times Information Limited.

A shortcut to insight

By
Tom Keating
on September 30, 2006 6:31 AM | | Comments (0)
A shortcut to insight. Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) A new trend among informative websites: less is more. This is a welcome change from the early days of the Internet where every site wanted to be the next Amazon.com and tried to provide as much information on a particular subject as their website could hold. I for one stop going to sites where I was inundated with way too much information. I now look for sites that provide quality - not simply quantity.



Today's Enable looks at such a site. It is called CIObriefcase and it provides CIOs as well as businesspersons with valuable information in a short and sweet format. While the site stresses topics for CIOs, it is worth it for anyone in business to check this site out. As demonstrated by the examples below, you will not have to spend a lot of time to glean critical information.

What's Hot

The site begins with a section called what's hot. Currently you will see three topics:

Security: Shared knowledge is key to security success Outsourcing: Five classic outsourcing blunders Systems Integration: The hidden costs of data integration

The key feature here is that you simply choose a topic and then you only get the five most valuable news stories, white papers and peer discussion groups for that topic. You probably do not need any more information on the particular topic and if you are a typical business person - you definitely do not have time to read more.

The site is your filter - choosing the most relevant information for you.

In Depth Archive

Another nice feature of the site is its archive. Here you will find new stories and white papers on topics ranging from Security, Outsourcing and Systems Integration to Web Services, CRM and Storage Area Management.

Click on any of the topics and you are provided with links to five news stories and five white papers on the particular topic.

I did a search of Business Continuity and came up with the following stories and white papers:

Stories

The ABCs of disaster recovery Security enters disaster-recovery maze Sept. 11 attacks prompt decentralization moves Skilled for business continuity

White Papers

A guide to business continuity planning: Protection and recovery services Netsourcing: There's no upside to downtime Cyberterrorism: Take effective action while you still can Business continuity for today's manufacturing enterprise Ensuring e-business continuity for financial services

Take advantage of CIObriefcase's brevity - it saves you time by providing your with short and sweet information in areas critical to your ongoing success.

Published by Israel's Business Arena on 26 March 2002

Copyright 2006 Globes. Source : Financial Times Information Limited.

How Israeli High-Tech Happened

By
Tom Keating
on September 30, 2006 6:31 AM | | Comments (0)
How Israeli High-Tech Happened. Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) Israel became a high-tech hothouse because she had to. True, she enjoys favorable conditions for the growth of high-tech industries; chief among them, well-educated, inventive, enterprising people. Relative to the size of her population, Israel has more engineers, and sees more scientific articles published, than any other country in the world (Israel has 135 engineers per 10,000 people; the US has 85). However, the stimulus for the industry's growth has been national survival, both military and economic.



David among Goliaths

As a small country in a hostile neighborhood, Israel must strive to maintain a qualitative military edge over her potential enemies. Experience in a series of wars has taught Israel that she needs to develop that edge independently as far as she can. In large part, Israel's high-tech industries are a spin-off from that process.

Israel fought the 1967 Six Day War largely with French weaponry. When President de Gaulle imposed an arms embargo after that war, Israel turned to the United States, and to herself. The commercial consequences can be seen today. Blades Technology, for example, a company originally set up to manufacture engine parts for the Israel Air Force's Mirage aircraft, now has annual sales of $90 million, and joint ventures with Pratt & Whitney and Rolls Royce.

In the 1973 Yom Kippur War, Israel was surprised by the technological capabilities of her enemies, and also experienced difficulty in obtaining vital materiel from her foreign suppliers, spurring efforts for technological supremacy and self-sufficiency. The Kfir jet fighter, based on the French mirage, was one of the first large-scale projects in this effort.

Lavi grounded, high tech takes off

The effort for military self-sufficiency reached its limits in the 1980s, when Israel tried to develop the Lavi jet fighter. The cost proved beyond her and the project was abandoned, but this meant that, in the mid-eighties, hundreds of engineers with experience at the cutting edge ofaerodynamics, avionics, computers and electronics were released onto the market. The Lavi project's demise has been described as one of the greatest ever boosts to Israeli high-tech industry.

Since the Lavi, Israeli defense industries have focused more on components, electronics, avionics and other systems that are installed on American or other platforms. Israel has arranged many reciprocal procurement agreements with leading aerospace and military manufacturers, which help sustain high-tech industries. The development of these auxiliary systems has also given Israeli high-tech industries an edge in civilian spin-offs in security, electronics, computers, software and the burgeoning Internet sectors.

Into space

The military imperative has not disappeared. Even in the era of the peace process, Israel must keep up her guard. In response to the Iraqi Scuds that hit Tel Aviv in the 1991 Gulf War Israel began development of the Arrow anti-missile missile. The Arrow program began as part of the US SDI (Star Wars) program, requiring considerable advances in electronics, computers and ballistics. The Arrow will soon be ready for operational deployment. In general, the search for better systems in the areas of weapons, intelligence gathering, and command and control, goes on apace.

In the 1990s, Israel became only the eighth country in the world to develop and launch satellites, beginning with the Amos civilian communications satellite, followed by the Ofek military satellites and the Eros civilian photo-reconnaissance satellite. Israel now partners with NASA, the ESA and the Russian space program, building component and complete satellites for scientific and civilian uses.

In 2002, two of Israel's six largest industrial companies by turnover were high-tech companies: Israel Aircraft Industries (IAI), Intel Electronics, as well as pharmaceutical company Teva (Nasdaq: TEVA; TASE:TEVA). The largest exporters in terms of sales included high-tech companies Teva, IAI, Intel Electronics, and Vishay Intertechnology (Israel), with over $1 billion in exports each.

Economic imperative

In part, the economic necessity derives from the military one. Israel's defense budget is inadequate for her to maintain her military advantage. One solution is export. Israel is both a highly successful defense and civilian high-tech exporter.

However, the global defense market is shrinking. Civilian applications of the skills in software, communications, imaging, process control, etc., derived from military industries, have therefore become increasingly important. For example, the need for better night-vision equipment led to local engineers becoming trained in the field of image processing, and to the establishment of two trailblazing Israeli high-tech companies: Scitex (Nasdaq: SCIX; TASE:SCIX), and Elscint. Because Israel is such a small market, export is essential for civilian products too, providing a further incentive to maintain technological excellence, particularly in certain niche markets - network security, for example, where Check Point (Nasdaq: CHKP) is a world leader; Mercury Interactive Corporation (Nasdaq: MERQ) is a leader in enterprise testing and performance management solutions; and Amdocs (NYSE: DOX) is a leader in customer relations management, billing and order management solutions.

Pharmaceuticals

In the 1990s, pharmaceuticals and medical devices became a rising high-tech sector. Teva has become a leading global generic drug maker, followed by Taro Pharmaceutical Industries (Nasdaq: TARO) and Agis Industries (TASE:AGIS). Medical device company Given Imaging (Nasdaq: GIVN) and biopharmaceutical companies such as Savient Pharmaceuticals (Nasdaq:SVNT) are becoming prominent players, listed on Nasdaq and European bourses.

Immigration

The wave of immigration from the countries of the former Soviet Union in the 1990s provided an influx of skilled scientists and engineers. The government's technology incubator program was largely a response to the need to provide these newcomers with employment, and harness their talents to the needs of industry. The immigrants helped fuel Israel's phenomenal growth rate between 1991 and 1994, and helped man the high-tech boom after 1998. In the late 1990s, Israeli high-tech began suffering from a shortage of skilled manpower. The government and industry have been expanding educational and vocational programs to meet the demand. The high-tech slump since late 2000 has slowed demand for trained personnel, but not ended the shortage altogether.

Liberalization

Israel has few natural resources. The aspiration of her population for a Western standard of living can only be satisfied through integration into the global market. Israel's transition from a State-dominated, centralized, protectionist economy to a free market means that traditional industries such as textiles are disappearing, losing out to low-cost overseas competition. How far and how fast this transition should go is a matter of debate, but there is no doubt that high-tech, where Israel enjoys a relative advantage, will be a mainstay of Israel's economic future. As Israel's economy restructures from traditional industries for the local market to export-oriented high-tech, high-tech exports as a percentage of total exports has been steadily increasing, rising from 45% in 1995 to 57% in 2000.

Exports of electronics communications components, electronic components, medical equipment and software and IT products soared to over $13 billion 2000. Although the onset of the high-tech crisis in late 2000 caused a sharp contraction in exports and production,electronics, communications, monitoring and control equipment, and avionics are still key exports. Pharmaceuticals and medical devices and equipment are also becoming increasingly important. High-tech is still the key growth engine for the Israeli economy and a mark of its integration into the global economy.

Foreign investment

An important aspect of Israel's integration into the world economy has been increasing inward investment, particularly in the high-tech industry. Companies like Cisco Systems, Motorola, Intel, IBM, Nortel, Microsoft, Mitsubishi, Deutsche Telekom, aviation and space companies, to mention just a few, have recognized that Israel is a fount of high-tech innovation they cannot afford to ignore. They have set up subsidiaries and research centers here, invested in Israeli companies, technology incubators, and venture capital funds, or found Israeli strategic partners.

Annual foreign investment in Israel grew from $400 million in 1992, to peak at $5.0 billion in 2000. Foreign investment subsequently contracted, due to the high-tech crisis, the global economic slowdown and political tensions in the Middle East, but is still substantial. Foreign venture capital investment grew apace, rising from $587 million in 1998, peaking at $3.1 billion in 2000, before falling to $982 million in 2002, still higher than the level of five years previously. Investment by Israeli venture capital funds followed the same pattern: peaking at $1.27 billion in 2000, but totaling only $481 million in 2002, including $62 million in foreign companies. (Sources: MonetyTree and IVC). The Bank of Israel reported that total foreign investment in Israel amounted to $2.6 billion in 2002, including $1.2 billion in direct foreign investment.

Start-up country

With 3,000 start-ups, the Global Competitiveness Report 2000 ranked Israel second behind the US in the number of start-ups and first relative to population. The weight of start-ups of GDP was 3% in 2000, compared with 0.4% in 1997. The comparable figures for the US was 0.3% and 0.1%, respectively. Israel was was highly ranked in terms of the number of engineers and education, but poorly in terms of physical infrastructure, a situation the government is trying to remedy.

Israel was ranked second in civilian R&D expenditure as a percentage of GDP, rising from 2.7% in 1994 to 4.2% in 1999. Total R&D expenditure in 2000 was $4.2 billion and NIS 23.9 billion in 2001. State expenditure on civilian R&D has been rising faster than GDP through the 1990s, mostly being invested in high-tech, but also agriculture, manufacturing and biotechnology.

Next steps

In any discussion of the future of Israeli high-tech, the following points tend to emerge:

The limiting factor on the sector's growth is a shortage of engineers and managers. Although training programs at universities, colleges and government and industry sponsored retraining courses have been expanding, plus attempts to expand the labor pool by tapping haredi (ultra-orthodox) and other communities, demand continues to outstrip supply, even in the wake of the cutbacks due to the high-tech crisis since mid-2000. Demand to allow the entry of foreign skilled engineers and programmers for the high-tech sector have abated, the issue may re-emerge when the industry recovers and if the Israeli labor pool remains insufficient.

The industry needs to consolidate through company mergers.

The government's role needs to be reviewed. Many argue that government support for civilian R&D is not sufficiently discriminating, resulting in financial and human resources becoming too thinly spread.

Tax reform to ease mergers and acquisitions, better reward employees, and encourage foreign investment. Although progress has been made on these issues, stumbling blocks remain.

New directions: Biotechnology and medical devices are seen as coming fields. While Israel is well placed to exploit it, with outstanding life sciences and medical research institutions, this will mean a departure from the military-industrial symbiosis which has done so much to sustain high-tech development up to now. Nevertheless, Israel has a number of outstanding and growing start-ups and companies in these fields, including many new listings on Nasdaq and European exchanges. Israel is ranked third in the world in biotechnology start-ups.

In 2000 there were 160 biotechnology and 400 medical device companies in Israel, compared with 25 in 1988, employing 4,000 people and generating $800 million in turnover. 20 companies are publicly traded, half in the US and half in Europe. Investment in biotechnology has been growing steadily, reaching totaled $1.7 billion in 2000, including about $200 million in venture capital. There are 15 life sciences venture capital funds operating in Israel.

Some figures

In 2000, exports of high-tech products accounted for 55% of all exports, up from 23% in 1991. Exports of electronics communications components, electronic components, medical equipment and software and IT products peaked at over $13 billion, before the onset of the high-tech crisis in late 2000 caused a sharp contraction in exports and production.

In 2000, 195,000 people were employed in the various high-tech sectors, compared with 148,870 people a decade earlier. Demand for engineers and technicians is estimated at 2,000-3,000 a year. The various academic institutions currently supply 1,000-1,300.

National expenditure on civilian R&D amounted to NIS 23.9 billion (over $5 billion) in 2001, 4.2% of GDP. Spending on civilian R&D has remained stable despite the recession since 2000, although the focus on research has been shifting from Internet and software to new fields such as biotechnology, nanotechnology. Chemical and chemical products, electronic components, communications components, supervision, monitoring, and medical equipment accounted for 87% of industrial R&D expenditure in 2001.

Israel issues the largest number of companies in the US after the US itself and Canada. According to the Bank of Israel, investment by foreign residents totaled $9.4 billion in 2000, up from $3 billion in 1995. Israeli companies raised $4.2 billion overseas in 2000, mostly on Nasdaq, but also including $800 million raised on European exchanges. The 2000 figure is 13 times the amount raised only five years earlier, in 1995, reflecting the immense growth by Israeli high tech and its emergence as a global player. Foreign investment and the raising of capital by Israeli companies overseas has since fallen to a fraction of the 2000 figure.

Copyright 2006 Globes. Source : Financial Times Information Limited.

Technology Incubators

By
Tom Keating
on September 30, 2006 6:31 AM | | Comments (0)
Technology Incubators. Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) On this page: Background Incubator Directory

1. Background

The incubator program aims to turn technological ideas into commercial successes. It operates under the aegis of the Chief Scientist at the Ministry of Industry and Trade. The incubators provide fledgling enterprises with a supportive framework, including administrative back-up and consulting services, while the Office of the Chief Scientist provides finance. An enterprise can generally remain within an incubator for two years, within which time it is expected to complete development of its product and find independent sources of finance.



An incubator may be independent, or backed by an investor, or part of an established company. Government support is given on different terms in each case.

Most of the incubators are located outside the central Tel Aviv-Gush Dan area.

There are about 200 projects in the independent incubators. The main R&D fields are chemical and electrochemical, mechanical and electromechanical, software, electronics, biotechnology, and computers. The applications for the technologies being developed are predominantly in industrial and control processes, medicine and cosmetics, and transport and communications, with agriculture also a significant beneficiary.

The incubator program began as a response to the influx of scientists and engineers from the countries of the former Soviet Union at the beginning of the 1990s, when immigration from those countries was at its height. Immigration has since abated, and the effectiveness of the scheme, and of other aspects of government support for R&D, is now being questioned, though the Office of the Chief Scientist claims a high success rate for incubator enterprises, and the scheme has been held up internationally as a model of its kind.

For further details, see Investment Incentives. The Office of the Chief Scientist site provides a full guide to the incubator scheme and to the incubators themselves, plus a project database . The site does not include incubators that operate within companies.

2. Incubator Directory

Advanced Technologies Center (ATC) Rotem Industrial Park, Mishor Yemin, 206 Oron Road Arava, 86800 Tel: 972 8 655 8796 Fax: 972 8 655 6106 E-mail: atctemed@netvision.net.il

Am-Shav Technological Applied Development Center Midreshet Sde-Boker 84990 Tel: 972 8 653 2726; Fax: 972 8 653 2266; E-mail: amshav

Ashkelon Technological Industries (ATI) 7 Haofa Street, South Industrial Zone POB 7284 Ashkelon 78172 Tel: 972 8 671 1852/3/4 Fax: 972 8 671 1855 E-mail: ati

DIMOTECH at the Technion

HiTEC Technology Enterpreneurship Center Har Hotzvim POB 45010 Jerusalem, 91450 Tel. 972 2 587 0710 Fax 972 2 581 2386 E-mail: yirmi@hitec.co.il

Incentive Technological Incubator PO Box 3, Ariel 44837 Tel: 972-3-936-4754, Fax: 972-3-936-6873 E-mail: Info

The Initiative Center of the Negev 15 Yehoshua Hatzoref St. Beersheva 84106 POB 844 Tel: 972 8 623 1212 Fax: 972 8 623 1246 E-mail: ceo

Incubator for Technological Entrepreneurhsip (ITEK) Kiryat Weizmann Science Park, Bldg.13A, Ness Ziona 70400 Tel: 972-8-940-9086 Fax: 972-8-940-8085 E-mail: itek@itek.co.il J.C. Technologies 21 Havaad Haleumi St. PO Box 16120, Jerusalem 91160 Tel: 972-2-675-1123 Fax: 972-2-675-1195 E-mail: info

Kinarot Jordan Valley Technology Incubator Zemach, Jordan Valley 15132 Tel: 972 4 670 9018, Fax: 972 4 670 9014 E-mail: kinarot

Lab-One Innovations Formerly Nitzanim Initiative Center. Affiliated with StageOne Ventures 6 HaNehoshet St., Ramat Hahayal, Tel Aviv 69710 Tel: 972-3-6475788 Fax: 972-3-6473819 E-mail: Lab-One

Jerusalem Software Incubator POB 45125 Jerusalem, 91450 Tel: 972 2 587 0012 Fax: 972 2 587 0015 E-mail: ceo

Maayan Technology Ventures 3 Azrieli Center, Triangle Tower, 42nd Floor, Tel Aviv 67023 Tel. 972-54-4555219 4 HaNachtom St., PO Box 844, Beltec Building, Beer-Sheva 84106 Tel. 972-8-6231212 Fax: 972-8-6231246 E-mail: info

Magnet Program Ministry of Industry and Trade Office of the Chief Scientist.

MATAM Advanced Technology Center, Haifa Haifa 31905 Tel: 972 4 855 0066 / Ext. 126 Fax: 972 4 855 0888 E-mail: matam@netvision.net.il

Not itself an incubator, MATAM is an industrial park that provides services to tenants.

Meytag Technology Incubator Katzrin Industrial Zone POB 12 Katzrin 12900 Tel: 972 4 696 2561 Fax: 972 4 696 2564

Meytav - Technological Enterprises Initiation Center POB 408, Kiryat Shmona10200 Tel: 972 4 681 8800 Fax: 972 4 681 8806 E-mail: meytav

Misgav Carmiel Incubator MP Misgav 20179 Tel: 972 4 999 1991 Fax: 972 4 999 1901 E-mail: misgavtc

Mofet B'Yehuda - Technology and Business Incubator POB 80, Kiryat Arba 90100 Tel: 972 2 996 3880 Fax: 972 2 996 1571 E-mail:info

Mofet also manages an enviromental division: GreenTech that focuses on start-up entrepreneurs and investors interested in meeting the growing global demand for new ecological and environmental technologies.

New Generation Technology (NGT) Nazareth Industrial Area, P.O. Box 2252, Nazareth 16000 Tel: 972-4-656-4118, Fx: 972-4-656-4129, E-mail: Sharon Dvir, CEO

A high-tech incubator founded by a group of Israeli Arab and Jewish businesspeople.

Naiot Technological Center Affiliated with Ofer Brothers. POB 732 Nazareth Illit 17106 Tel: 972 4 650 0764/564-092 Fax: 972 4 656 6735 E-mail: info

Ofek LaOleh Jezre'el Valley Initiative Center POB 73, Migdal Ha'emek 23100 Tel: 972 4 654 3081 Fax: 972 4 654 3082 E-mail: Avraham Maoz

Ofakim Innovative Technologies (O.I.T.) 7 Betsalel St., POB 633, Ofakim 80300 Tel: 972 8 992 5580 Fax 972 8 992 6581 E-mail: oitech

Orit Technological R&D Center Affiliated with the Ofer Brothers Group P.O. Box 3 Ariel 44837 Tel: 972-3-936-4754 Fax: 972-3-936-6873 E-mail: orit

Patir R&D Center Incubator 21 Havaad Haleumi St. PO Box 16120, Jerusalem 91160 Tel: 972-2 675 1123 Fax: 972 2 675 1195 E-mail: info@patir.co.il

Rad-Ramot 2a Katzir Street, Tel Hashomer Ramat Gan 52656 Telefax: 972 3 531 2600 E-mail: info

Rad-Ramot is a joint venture of Rad Data Communication Ltd. and Ramot, the commercial arm of Tel Aviv University. It focuses on bio-medical and life-science projects.

Targetech Innovation Center Poleg Industrial Area, POBox 8027, Netanya, 42101 Tel: 972-9-885-1116 Fax: 972-9-885-1090 E-mail: Azriel Kadim

Targetech Innovation Center Poleg Industrial Area, POB 8027, Netanya 42101 Tel: 972 9 885 1116; Fax: 972 9 885 1090 E-mail: info

TEIC, The Technion Entrepreneurial Incubator Company Science Park Technion, Nesher, POB 212 Nesher 36601 Tel: 972 4 830 8333 Fax: 972 4 821 0531 E-mail: info

Western Negev Initiative Center POB 321 Neve Dekalim, 79779 Tel: 972 8 684 2983 Fax: 972 8 684 6457 E-mail: dov

Xenia Ventures Technology Incubator Gat High Tech Center (Matmag) Kiryat-Gat New Industrial Zone 1 Leshem St., Kiryat Gat 82000 Tel: 972-8-6811761/2 Fax: 972-8-6811763 E-mail: Hagay

YEDA Research and Development of the Weizmann Institute of Science Incubator for Technological Entrepreneurship - Kiryat Weizmann Ltd. Building No. 3, Kiryat Weizmann Science Park, Ness Ziona 70400 Tel: 972 8 940 9086 Fax: 972 8 940 8085

Yozmot - Granot Initiative Center Mobile Post Hefer 38100 Tel: 972 6 632 1390-1, Fax: 972 6 632 1392 E-mail: elizo@trendline.co.il

Yozmot Ha'Emek Ofek La'Oleh Technological Incubator PO Box 73, Migdal Ha'Emek 23100 Israel Tel: 972-4-6544800 Fax: 972-4-6543082 E-mail: Avraham (Avri) Maoz, Managing Director

</

Copyright 2006 Globes. Source : Financial Times Information Limited.

Investment Incentives

By
Tom Keating
on September 30, 2006 6:31 AM | | Comments (0)
Investment Incentives. Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) On this page: Government Incentives - Overview Approved Enterprises Other Government Incentives Research and Development Incubators Free Trade Agreements International R&D Funds Free Trade and Free Processing Zones Further Information



1. Government Incentives - Overview

The Israeli government provides various incentives to encourage economic development, and overseas investors may benefit from these. Indeed, incentives are enhanced for projects in which there is foreign involvement. There are generally no restrictions on the extent of foreign ownership in an enterprise, except in the security sector.

Incentives take the form of cash grants, loan guarantees, and tax benefits. Research and development attracts special assistance. There is also an technology incubator scheme which nurtures new ideas, providing practical as well as financial aid to entrepreneurs.

2. Approved Enterprises

The main incentives are set out in the Law for the Encouragement of Capital Investments, 1959. Assistance provided under this law is administered by the Investment Center, which is part of the Ministry of Industry and Trade.

The Investment Center Ministry of Industry and Trade 30, Agron St. Jerusalem. Tel: 972-2-6220373/4/5 Fax: 972-2-6250442

Most assistance relates to projects awarded "approved enterprise" status by the Ministry of Industry and Trade. In general, projects that will help to develop the economy, generate employment, or improve the balance of payments, qualify for such status. An additional criterion is that projects must have paid-up capital amounting to 30% of the total investment required.

An approved enterprise may be owned by a foreign company.

Types of assistance available

Note:

Enterprises must select an assistance track at the outset. It is not possible to change from one type of assistance to another.

In some circumstances, assistance may be available to expand an existing enterprise as well as start a new one.

Cash grant

Grants are available for investment in tangible fixed assets. The rate of grant varies according to the enterprise's location. Outlying areas attract higher rates; the central area no grant at all. The current (1998) range is 10-20% for those areas that qualify for grants.

Loan guarantee

The State guarantees loans from Israeli banks at regulated interest rates covering up to two-thirds of project outlays.

Tax holiday

A total exemption from company tax on undistributed profits for between four and ten years, depending on location.

Composite assistance - grant and loan guarantee

Enterprises may elect to receive a reduced rate of grant topped up by State guaranteed loans. The total amount of grant plus loan may be up to two-thirds of the outlays on fixed assets and working capital.

Composite assistance - tax holiday and loan guarantee

A company that elects to take a tax holiday may also obtain a State guaranteed loan, but the period of tax exemption is then reduced.

Tax Benefits

Approved enterprises that do not choose a tax holiday nevertheless enjoy a reduced rate of company tax for a period of seven years. Approved enterprises may also claim accelerated depreciation rates on fixed assets and buildings for the first five years of their use.

Foreign Investors' Companies (at least 25% foreign owned) benefit from reduced company tax rates for a period of ten years. Moreover, the higher the level of foreign ownership, the greater the reduction in the rate.

Companies that do choose a tax holiday receive the general tax benefit between the end of the holiday and the end of the applicable tax benefit period if the tax holiday expires first.

3. Other Israel Government Incentives

"Industrial Enterprises"

A project that does not qualify for approved enterprise status may nevertheless come within the definition of an "industrial enterprise" for the purposes of the Law for the Encouragement of Industry (Taxes) 1969, in which case it can claim special depreciation and amortisation rates on tangible and intangible fixed assets.

Small Business Loan Fund

The fund provides loans and guarantees for the establishment or expansion of enterprises employing up to 75 people. Projects receiving other forms of government support are not eligible for assistance from the fund.

Exporters

Exporters can obtain a range of benefits, including relief on import duties on materials incorporated into exported products, accelerated VAT refunds, support for offering credit to overseas customers, and insurance covering various kinds of overseas trading risk.

Special Incentive for Overseas Investors - "Capital Intensive Companies"

This incentive applies only to companies in which share ownership is restricted to non-residents.

Under the Law for the Encouragement of Investments (Capital Intensive Companies) 1990, companies awarded capital intensive company status by the Minister of Finance benefit from a 25% corporate tax rate on retained profit, and their shareholders are exempt from capital gains tax upon sale of their shares. These benefits apply for 30 years.

A company may benefit from capital intensive company and approved enterprise status at the same time.

Besides being foreign owned, to receive capital intensive company status a company must have paid-up capital of at least $30 million, 75% of which must be invested in qualifying activities. Qualifying activities include, inter alia, the establishment or expansion of an enterprise dealing in communications infrastructure or computers, or engaging in R&D in these fields.

4. Research and Development

Grant Aid

The Office of the Chief Scientist at the Ministry of Industry and Trade administers various forms of grant aid to encourage innovation all the way from pre-industrial academic research to beta-site testing of new products. Rates of grant range from 20% to 66%. The definition of approved expenditure attracting grant aid is reasonably wide.

If an R&D program results in a commercial product, the grant becomes repayable by way of a royalty payment. Other conditions include a stipulation that products resulting from government supported R&D be manufactured in Israel, and restrictions on the transfer of know-how to third parties.

R&D Tax Benefits

Accelerated amortisation rates apply to R&D expenditure.

5. Incubators

Incubators provide a supportive framework for entrepreneurs with ideas but without the necessary resources or business experience to develop them. The assistance goes beyond grants, and includes practical help - administrative back-up, business planning, finding sources of finance, and so on. In essence, the incubator scheme give enterprises two years in which to develop a marketable product and become self-sustaining.

An incubator may have backing from an established company or an investor, or it may be independent. Incubator projects attract especially high levels of grant aid from the Office of the Chief Scientist for two years. After that, they may obtain aid under the regular R&D grant system mentioned above.

The assistance available includes a market feasibility study carried out by the Office of the Chief Scientist, or a grant towards a privately conducted study. Projects in incubators with industrial or investor may obtain a grant of 66% of R&D costs. For projects in independent incubators, the grant available is 100% of labour costs and 75% of other approved costs. There is a grant ceiling in each case. Independent incubators themselves receive up to 100% grants towards establishment and operating costs.

In most cases, the same payback rules apply to incubator projects as apply to R&D assistance in general.

See also Technology Incubators

International Aspects

6. Free Trade Agreements

Israel enjoys the unique advantage of having free trade agreements with the US, the European Union, and EFTA. Apart from the direct benefits this confers, it also means that Israel can act as an efficient bridging country between these markets. For example, components may be imported into Israel from the US tariff-free, and incorporated into products sold, again tariff free, to EU countries.

Israel has General System of Preferences status for developing countries in Australia, Canada, and Japan, giving Israeli exports to those countries customs duty reductions. Israel also enjoys most-favoured-nation status in the Chinese market.

7. R&D Funds

R&D Funds are discussed here in terms of the State financing available through them. For a more complete guide to agencies promoting international R&D cooperation, see Research and Development.

Israel has agreements with several countries for joint R&D financing.

The Israel-United States Binational Industrial Research and Development Foundation (known as BIRD F) promotes partnerships between Israeli and US companies. This typically means a US company utilising or distributing an Israeli company's innovative technology. BIRD F is administered by the Chief Scientist in conjunction with the US Standards Institute. It will contribute up to 50% of the cost of R&D projects over one to three years. The grant becomes repayable if the project succeeds. Projects cannot obtain BIRD F funding and Office of the Chief Scientists support at the same time.

The Canada-Israel Industrial Research & Development Foundation (CIIRDF) operates on similar lines. Israel also operates bilateral funds with Germany (GICT) and Singapore (SIIRD).

In addition, Israel has signed memoranda of understanding on R&D co-operation with several countries. The Office of the Chief Scientist site provides a complete list.

R&D Co-operation with European Union

Israel is a member of the European Union's Fifth Framework Programme of scientific research and technical development. Israel also has a Public Procurement Agreement with the EU, which provides, among other things, that the EU will not apply preferences to EU companies against Israeli companies in telecommunications tenders, and that the Israeli government act similarly vis-a-vis EU companies.

For further information, see the Delegation of the European Commission to the State of Israel and CORDIS sites.

8. Free Trade and Free Processing Zones

The city of Eilat, on the Red Sea at the point where Israel, Jordan, Saudi Arabia, and Egypt meet, is a free port and free trade area. Enterprises in Eilat enjoy company tax concessions, and most goods imported into Eilat, and transactions within the Eilat free trade area, are exempt from import taxes and VAT. Most goods purchased from elsewhere in Israel are zero-rated for VAT.

Recent legislation provides for the setting up of Free Processing Zones. Enterprises in these zones will enjoy certain tax benefits, and most transactions within the zones will be zero-rated for VAT.

9. Further information

The Ministry of Finance site (International Division) gives up-to-date information on the investment incentives available.

Copyright 2006 Globes. Source : Financial Times Information Limited.

Start-up Reviews - Computing, Internet

By
Tom Keating
on September 30, 2006 6:31 AM | | Comments (0)
Start-up Reviews - Computing, Internet. Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) Click company name to obtain Arena's write-up. Links automatically open a new browser window. You may need to scroll down the new window to find the article on the company you are looking for.



Computing, Internet

AbirNet SessionWall-3, network security and employee monitoring (April '98) EXIT: Acquired by Memco Software in 1998.

Acceloop Internet traffic control software (October 2001)

Actimize Software for server load-balancing (July 2001)

Adyoron Intelligence Systems Video compression and streaming technology on Texas Instruments DSP chips (January 2001)

Aliroo User-friendly encryption systems (November '98)

Appilog Monitoring and control software for electronic systems (June 2001)

AudioCodes Voice compression chips and boards for Internet Protocol telephony (February '99) EXIT: Nasdaq and TASE IPOs in 1999.

Balisoft Technologies Software products to support Internet trading and customer services (June '98) EXIT: Balisoft merged with ServiceSoft Corporation to form Servicesoft Technologies Inc., which was I acquired by Broadbase Software now Kana (Nasdaq:KANA) in December 2000.

Bridges for Islands Enterprise integration software (December '99) EXIT: Accquired by Attunity (Nasdaq:ATTU) in February 2000.

BroadLight Technology for 3G passive optical access communications networks (June 2001)

BuildCom Electronic Commerce International electronic market place for the A/E/C industry (May 2000)

Bug-Life Animation technology for various platforms (April 2001)

Business Layers Enterprise digital resources & services management (October '99) EXIT: Acquired by Netegrity (NETE) DEcember 2003.

cSafe Technology preventing pictures from being copied from the Internet. (Demo99 March '99) EXIT: Renamed Alchemedia Technologies, and acquired by Finjan Technologies in January 2003.

Informative Inc. (formerly Cahoots) Live web-wide communications network (May 2000)

CommerceMind Infrastructures for directory services and e-commerce (March 2002)

Congruency Server system to centralize Internet-based communications applications for small businesses (January '99) EXIT: Telrad Tenecs to merge with Congruency (March 2002)

Cobrador Enterprise security system based on both software and hardware (February 2002)

Corigin Still in the mainframe (February 2003)

Correlate Technologies (US start-up) Project management software (May '99)

Cyber-Ark Comprehensive information security solution (June 2001)

Cydoor Desktop Media Server-Client system for displaying ads on Internet (January '99)

Cyota Secure online purchases system (November 2001)

Digital Fuel Technologies Enterprise sourcing relationship management software solutions.

Doc Witness Anti-piracy device for CDs. (June 2002)

DVDemand Technologies Engine for assembling a multimedia DVD online (October 2000)

Enbaya 3D compression and streaming technology (June 2001)

eplication Content delivery system (May 2001)

Extent Technologies Applications-on-demand technology (June 2001)

GlobaLoop Internet access solution for high concentration of users (May '99)

Firebit.net Next generation Internet network service platforms (October 2000)

Hello Tech Technologies Voice operated m-commerce systems (March 2002)

Hotbar.com Internet infrastructure utility (December '99)

ibetcha.com Internet betting site (April 2000) EXIT: Acquired by Uproar in August 2000.

idcide.com Browser add-on that displays the attempts of visited sites to track the user and blocks such attempts. (May 2000)

Idium Systems e-commerce security software (January 2002)

i-Labs Internet traffic analysis and forecasting (May '98)

InfoCyclone High-speed information retrieval (April 2001)

ClearForest (formerly Instinct Software) Advanced text information retrieval (March 1999)

Intellipen Electronic pen (February 2002)

AlwaysOn.com (formerly LightPC.com) Application service provider (May 2000)

Mango DSP Multiprocessor DSP development environment software and hardware solutions. (April '99)

MaxBill Telecom billing systems (January 2001)

Mercado Software E-commerce catalog integration (July 2000)

Midbar Tech Copyright protection solutions (January 2001) EXIT: Acquired by Macrovision (Nasdaq:MVSN) in November 2002.

Monosphere Software for managing storage networks (June 2001)

Identity Software (formerly MuTek Solutions) (August software black-box tool (June 1999)

Oblicore A service level management solution for ASPs (April 2001)

P-Cube IP service management and provisioning platform (April 2001) Exit: Acquired by Cisco Systems for $200 million in August 2004

ProActivity E-processing solutions for enterprise systems (August 2000)

Quiver Human powered web directory (March 2000) EXIT: Acquired by Inktomi in July 2002 for $12 million. Yahoo! acquired Inktomi in March 2003.

RichFX Compression of high-quality video for quicker downloading (July 2000)

Riverhead Networks Denial of attack (November 2002) EXIT: Acquired by Cisco Systems for $40 million in March 2003.

Sanctum (Formerly Perfecto) Application-level security software for e-business companies (September '99) Acquired by Watchfire in July 2004

Sanrad IP-based Storage Area Network (SAN) solutions (February2002)

Security-7 Security software systems (August '98) EXIT: Acquired by Computer Associates (NYSE:CA) in June 1999.

SoftWatch Internet customer relationship management (June '99)

Shopping.com (formely DealTime) E-commerce price comparison website (March 1999).

TopTier Software Making relational databases & Internet compatible (September '98) EXIT: Acquired by SAP (NYSE; LSE: SAP; XETRA:SAPG) in 2001.

Trivnet Digital payment system (June 2000)

Unicorn Connectivity software (June 2001)

VisionTech MPEG-2 method video compression encoder (March '98) EXIT: Broadcom buys VisionTech for $800 mln in shares (November 2000)

Whale Communications Internal network security via physical Internet disconnection (May 2001)

XACCT Technologies Infrastructure product for network service providers (January 2000) EXIT:Acquired by Amdocs in 2003.

Xpert IP infrastructure solutions and consultancy and implementation services (April 2001)

Zend Technologies PHP development tools (February 2002)

Zoomix Data conversion technology for information systems (November 2001)

Copyright 2006 Globes. Source : Financial Times Information Limited.

Venture Capital Firms G-J

By
Tom Keating
on September 30, 2006 6:31 AM | | Comments (0)
Venture Capital Firms G-J. Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) Galram POB 14, Haifa 31000 Tel: 972-4-877-1117 Fax: 972-4-879-4415 E-mail: info@galram.co.il

Affiliated with Rafael Development Corporation.

Gemini Israel Funds 11 Galgalei Haplada St., POB 12548, Herzliya 46733 Tel: 972-9-958-3596 Fax: 972-9-958-4842 E-mail: hazel@gemini.co.il

Gemini Israel Fund; Gemini Israel II Gemini focuses on early stage Israeli companies in enterprise software, Internet and e-commerce, communications, semiconductor and industrial equipment, and medical technology.

Genesis Partners P.O.B. 23722 Tel-Aviv 61231 Tel: 972-3-526-2644 Fax: 972-3-526-2696 E-mail: office@genesispartners.co.il Funds: Genesis I & II. Investment focus: Communications and wireless, Internet infrastructure, enterprise software, Internet software and other industries.



Gilbridge Holdings 4 Maskit St., PO Box 12853 Herzliya 46733 Tel.: 972-9-956-7040 Fax: 972-9-956-7010 E-mail: Michelle Mayan Investment focus: Seed stage therapeutics, medical devices and telecom companies.

Giza Venture Capital Ramat Aviv Tower - 12th floor, 40 Einstein St., POB 17672, Tel Aviv 61172 Tel: 972-3-640-2323 Fax: 972-3-640-2300 Email: esoref@giza.co.il Giza GE Venture Fund III. The ABS GE Capital Giza Fund (BT Alex. Brown and GE Capital Corporation) and First Israel Fund are fully invested. Investment focus: Early stage communications, Internet-enabling, software and healthcare.

GlenRock Israel 85 Medinat Hayehudim St., Herzliya Business Park,Tower G, 8th Floor Tel: 972-9-9701800 Fax: 972-9-9701866 E-mail: info A private equity investment company affiliated with the GlenRock Group making investments in life sciences and high-tech companies, and makes buyouts. It has also invested in the Maayan Technology Ventures incubator.

Global Catalyst Partners A US incorporated fund. Israel office: 1 Eliahu House, 2 Ibn Gvirol St., Tel Aviv 64077 Tel: 972-3-696-8224 Fax: 972-3-695-6847 E-mail: Eliezer Manor, or Janice Rebibo Investment focus: Seed and start-up investments in IT, telecommunicatIons and Internet companies. Investment focus: Israeli biotechnology, medical devices and healthcare services companies expanding into the US.

Hadar Weitzman Management Group 68 Ahuza St., Eliav Center, Ra'anana 43212 Tel.: 972-9-745-1010 Fax: 972-9-745-2030 E-mail: info@hadarweitzman.com Investment focus: Israeli and Israeli related telecommunications, data communications and semiconductor companies.

HB Investments 32 Magal St., Savyon Tel.: 972-3-645-9609 Fax: 972-3-534-2698 E-mail: Zohar Heiblum Investment focus: All high-tech telecom, industrial technology, semiconductor, medical technology biotechnology sectors.

HK Catalyst Portview Communications Partners 10 Hayetsira St. POB 2197 Ra'anana 43650 Tel: 972 9 741 3140 Fax: 972 9 741 3240 E-mail: Robin Hacke or Julie Kunstler Investment focus: Early stage Internet infrastructure and communications software, wireless, broadband companies. Honeycomb Ventures c/o AsiaGate, 12 Yehuda Hamaccabi St., PO Box 4029 Herzliya 46140 Tel.: 972-9-956-6885 Fax: 972-9-955-1345E-mail: ching@netvision.net.il or avilir@netvision.net.il Investment focus: M&A strategic partnerships in IT, telecom, Internet and service companies.

Hyperion Israel Advisors 11 Ha'amal St., Afek Park, Rosh Ha'ayin 48092 Tel.: 972-3-903-9988 Fax: 972-3-903-6688 E-mail: yes@hyperionisrael.com Investment focus: Seed and later stage investments in Israeli wireless communications, telecommunications and Internet companies.

InnoMed Ventures Globus Communication Center, Suite 220, Neve Ilan 90850 Tel: 972-2-5332808 Fax: 972-2-5702352 E-mail: Dr. Dalia Megiddo Investment focus: Seed through mezzanine investments in life sciences companies in cardiology, diabetes, neurological disorders, orthopedics, women's care, geriatrics and other medical sectors.

Incutech 12 Zvi St., Ramat Gan 52504 Tel.: 972-3-752-5216 Fax: 972-3-752-5120 E-mail: Nehemiah Kaben Investment focus: Incubation and early stage financing for Israeli biotechnology, medical devices, agrotechnology, healthcare and applied materials companies.

Infineon Ventures Germany: St.-Martin-Str. 53, 81541, Munich Tel: +49 89-234-26359 Fax: +49 89-234-27483 E-mail: ventures@infineon.com USA: 1730 North First St., San Jose, CA 95112 Pre-IPO investments in pace-setting technologies or establish new applications in areas where microelectronics is or will be a key enabling technology. Innomed E-mail: info@innomed.co.il Innomed is managed by Jerusalem Global Ventures, focusing on medical device companies.

Intel Capital In Israel: Har Hotzvim Park, PO Box 3173, Jerusalem Tel.: 972-2-589-7111 or 972-3-607-4701 Fax: 972-2-589-7712 E-mail: Shlomo Caine or Uri Arazy Investment focus: Internet economy companies.

Israel Cleantech Ventures E-mail: info

Israel Healtchare Ventures (IHVC) 32 Habarzel St., Ramat Hahayal, Tel Aviv 69710 Tel.: 972-3-648-8566 Fax: 972-3-648-8474 E-mail: ihvc@ihvc.co.il Investment focus: Medical devices, biotechnology, pharmaceuticals, and medical-related IT.

Israel Infinity Fund 3 Azrieli Center, Triangle Tower, 42nd fl., Tel Aviv 67023 Tel: 972-3-607-5456 Fax: 972-3-607-5455 E-mail: info@israel-infinity.com or anatk@clal.co.il Israel Infinity Fund is in association with Clal, and Banque Nationale du Paris (BNP). It focuses on early-stage IT, medical and other high-technology products companies.

Integrated Technologies of Israel Ltd Aviv Towers Tower A, 46 Petach Tikva Rd., Tel Aviv 66184 Tel: 972 3 639 7850 Fax: 972 3 639 7851

Jointly owned by Israel Aircraft Industries and a group of Israeli and US entrepreneurs, bankers and industrialists.

Inventech Investment Company Shalom Mayer Tower, 9 Ahad Haam Street, Tel Aviv Tel: 972 3 517 5273 Fax: 972 3 517 5275 E-mail: office@inventech.co.il A private venture capital company investing in high-tech start ups.

Israel R&D Corporation 4 Weizmann St., Tel Aviv 61336 Tel: 972 3 697 2857 Fax: 972 3 695 3177

Israel Seed Partners 64 Emek Refaim St., Jerusalem Tel: 972 2 561 2090 Fax: 972 2 561 1955 E-mail: info@israelseed.com Investment focus: Seed stage Internet, e-commerce, enterprise software, communications, semiconductor and electronics and life sciences start-ups. Isratech; Reico Ventures is Isratech's Israeli branch. 11 Cross Keys Close, London W1M 5FY, England Tel: 44 171 935 2070 Fax: 44 171 935 2680 40 Einstein St. Ramat Aviv 69101 Tel: 972-3-643-9986 Fax: 972-3-643 E-mail: reico@netvision.net.il Funds: Astra, First Isratech, Millennium I & II Life sciences, biotechnology, medical devices, Internet and software.

JAFCO Investments (Asia Pacific) JAFCO Investments (Asia Pacific) is part of JAFCO Co. Ltd. of Japan, which is a member of Nomura Securities Ltd. 6 Battery Rd. #42-01, Singapore 049909 Tel: 65-224-6383 Fax: 65-221-3690 E-mail: byron@njiasia.com.sg Byron Askin Investment focus: Assist Israeli companies to penetrate Asian markets and/or find Asian strategic partners.

Janney Montgomery Scott 1801 Market Street, Philadelphia, PA 19103 Tel. 215-665-6180 Fax 215-665-6197 Investment focus: Internet, IT and business services, telecommunications and broadband, medical technology, life sciences and biotechnology, and other manufacturing, retail and financial, consumer services and utilities fields.

JC Technologies JC Technologies is affiliated with Patir high-tech incubator. 21 Havaad Haleumi St., PO Box 16120 Jerusalem 91160 Tel.: 972-2-675-1123 Fax: 972-2-675-1195 E-mail: Jay Kalish Investment focus: Incubation, seed and early stage financing for Israeli start-ups.

Jerusalem Capital Partners E-mail: Managing partner Jacob Ner-David Tel. 972-54-480-7334 E-mail: Principle Michael Brous Tel. 972-54-797-1071 Investment focus: Jerusalem-based technology-driven companies.

Jerusalem Global Ventures Jerusalem Technology Park, Building 98, P.O. Box 82, Malcha, Jerusalem 96951 Tel: 972-2-649-0750 Fax: 972-2-649-0740 Email: skalish@jgv.com Jerusalem Global Ventures is a venture capital fund that invests in early stage Israeli related companies developing technology solutions for the consumer, enterprise, service provider, and government markets. Jerusalem Venture Partners Jerusalem Tech Park, Bldg. 1, Malha, Jerusalem 91487 Tel: 972 2 679 7270 Fax: 972 2 679 7273 E-mail: erel@jvp.co.il Jerusalem Pacific Ventures; Jerusalem Venture Partners LP JVP invests in early-stage companies in five core areas: Optical communications, data communications, wireless communications, e-commerce infrastructure and service infrastructure.

Johnson & Johnson Development Corporation Corporate venture arm of Johnson & Johnson Israel address: Kibbutz Shefayim 60990 Tel.: 972-9-959-1176 Fax: 972-9-951-9797 E-mail: Zeev Zehavi Investment focus: Biotechnology, medical devices, drug discovery and pharmaceuticals companies.

Copyright 2006 Globes. Source : Financial Times Information Limited.

Venture Capital Firms A-C

By
Tom Keating
on September 30, 2006 6:31 AM | | Comments (0)
Venture Capital Firms A-C. Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) Accel Partners 428 University Avenue, Palo Alto, CA 94301 Tel: (650) 614-4800 Fax: (650) 614-4880 Investment focus: communications; Internet/Intranet

Accelerate Technology & Business 33 Jabotinsky St. Ramat Gan 52511 Tel.: 972-3-575-1575 Fax: 972-3-2770 E-mail: info@accelerate-tech.com A start-up accelerator focusing on supporting early stage high-tech companies in the semiconductor, new materials, electronics and opto-electronics and IC equipment fields. ADC Ventures The investment arm of ADC Telecommunications P.O. Box 1101, Minneapolis, MN 55440-1101 Tel: (612) 946-3333 Fax: (612) 946-3292 Contact: Robert Switz, ADC Sr. Vice President, CFO and Head, Business Development Investment focus: Next generation broadband technologies.



AG-Tech Fund Managed by Nessuah Zannex 3 Abba Hillel St., Ramat Gan 52522 Tel: 972-3-753-2020 Fax: 972-3-753-2022 E-mail: mail@agtechfund.com Investment focus: Biotechnology, e-health, healthcare and medical devices.

Agilent Ventures The venture capital arm of US-based Agilent Technologies. Israel office: Agilent Technologies Israel, Azorim Business Park, 94 Em Hamoshavot Rd., Petah Tikva 49527 Tel.: 972-3-928-8555 fax: 972-3-928-8501 Contact: E-mail: Noam Zahav Investment focus: Telecommunications, biotechnology, informationa technology, test equipment, and semiconductors

AIG-Orion Venture Capital Advisors 3 Hayetzira St., Ramat Gan Tel: 972-3-753-8890 Fax: 972-3-753-8895 E-mail: gary@orion.co.il AIG Orion invests in Internet software and information technology.

Alice Ventures Tel Aviv office: Ziv Towers, Building D, 24 Raoul Wallenberg St., Tel Aviv 69719 Tel.: 972-3-766-6547 Fax: 972-3-766-6559 E-mail: Hillel Milo A multinational venture capital fund based in Milan and Tel Aviv. Investment focus: Early stage communications, software and life science companies. Alon Technology Ventures Jointly managed by Gaon Asset management owned by B. Gaon Holdings and the Jupiter Group of the UK and CAIB Bank of Austria. Gibor Bldg. 14th fl., 6 Kaufman St. Tel Aviv 68012 Tel: 972-3-795-4121 Fax: 795-4122 E-mail: dangalit@gaon.com or E-mail: sylvie@gaon.com Investment focus: High-tech

See: Arena Feature -Alon Technology Ventures: The European investor is more trustworthy

Amanet Technologies Business, Real Estate Development and Entrepreneurship Division 34 Habarzel St., Tel Aviv 69710 Tel: 972-3-765-9555/02 Fax: 972-3-644-0125 E-mail: amanet@amanet.co.il Incubation, seed and start-up investment in IT, telecommunications, Internet and software companies. Ampal-American Israel Corporation (Bank Hapoalim group) 111 Arlozorov St. Tel Aviv 62098 Tel.: 972-3-608-0100 Fax: 972-3-608-101

Anschutz Investment Company US: 555 17th St., Suite 2400, Denver, CO 80202 Tel: (303)298-1000 Fax: (303) 299-8881 Europe: Polarisavenue 53, PO Box 2030, 2130 GE Hoofdorp, The Netherlands Tel: +31 (0)23 568 59 70 Fax: +31 (0)23 568 59 74 Investment focus: High-tech, telecommunications, Internet and software services companies.

Apax Partners(Israel) 2 Maskit St. P.O. Box 2034 Herzilya 46120 Tel: 972-9-958-6330 Fax: 972-9-958-8366E-mail: info@apax.co.il Funds: Apax Israel II; Israel Growth Fund Invests in privately-held Israel affiliated companies in Internet and information technology, telecommunications, services, healthcare and life sciences and management buyouts.

Apropos IT Ventures Jerusalem Technology Park, Malcha, Building 1, Entrance B, 1st Floor P.O. Box 48180, Jerusalem 91481 Tel: 972-2-648-2350 fax: 972-2-679-9931 US eFax: (775)-993-3039 E-mail: Business plans Investment focus: Internet and information technology companies with Israel Talent.

Arba Finance Company America House, 3rd fl., 35 Shaul Hamelech Blvd., P.O. Box 33406 Tel Aviv 61333 Tel.: 972-3-696-4420 Fax: 972-3-695-0029 E-mail: arbafin@arbafin.com Investment focus: Incubation, seed stage, start-up, mezzanine and bridging financing for telecommunications, Internet, software, robotics, medical technology and other high-tech companies.

Aria Ventures 85 Medinat Hayehudim St., P.O.Box 12245, Herzliya 46733 Tel: 972-9-956-7484 Fax: 972-9-951-4152 E-mail: amit@ariaventures.com Investment focus: Seed stage companies in the IT, enterprise hardware and software, communications infrastructure and applications, Internet &intranet, telecommunications technologies, software products and applications.

Ascend Technology Ventures 14a Ahimeir Street, Ramat Gan 52587 Tel: 972 3 751 3707 Fax: 972 3 751 3706 E-mail: info@ascendvc.com

Ascend invests in communications, internet and internet infrastructure, software, semiconductors and medical devices.

Asiagate Herzliya Business Park P.O.Box 4029, Herzliya 46140 Tel: 972-9-970-1886 Fax: 972-9-970-1887 E-mail: info@asiagate.co.il A spin-off of Jerusalem Global Ltd. for Asian and Japanese entities wishing to establish connects with Israeli high-tech companies and for Israeli companies seeking to enter Far Eastern markets.

Astra Technological Investvestments Atidim Tower, Kiryat Atidim P.O.B 58177, Tel Aviv 61580 Tel.: 972-3-649-1990 fax: 972-3-649-1992 Contact: E-mail: CEO Gil Klopman Investment focus: Acquiring minority interests in Israeli or US high-tech start-ups with a strong biotechnology or biomedical focus.

Atara Technology Ventures Atara is the venture capital investment arm of Israel Phoenix Assurance Company. 30 Levontin St., Tel Aviv 65116 Tel.: 972-3-7141-793 Fax: +972-3-7141-165 E-mail: David Furst Investment focus: Early stage, seed and start-up financing for Internet, IT, telecommunications and software companies.

Aviv Venture Capital Aviv Building, 49th floor 7 Jabotinsky St., Ramat Gan 52520 Telephone: 972-3-6114050 fax: 972-3-6114051 E-mail: info Investment focus: Early and mid-stage Israeli related companies.

AxcessNet AxcessNet is the Israeli affiliate of Broadview. P.O. Box 3587, Ramat Hasharon 45930 Tel: 972-9-743-4710 Fax: 972-9-742-3889 E-mail: eyal@axcess-net.com E-mail: michal@axcess-net.com A facilitator of the Israeli IT and the global industry and the exclusive representative of Broadview for transactions with Israeli companies.

Azritech Ventures A subsidiary of the Azrieli Group. Azrieli Center 1, Tel Aviv, 67021 Tel: 972-3-608-1300 Fax: 972-3-608-1380 E-mail: Zeev Zeevi Investment focus: Seed through third-stage start-ups in telecommunications, IT and medical equipment companies.

BCS Investment Company 3 Daniel Frisch St., Tel Aviv 64731 Tel.: 972-3-696-3221 Fax: 972-3-696-8828 E-mail: Yariv Caspi Investment focus: high-tech, media and communications companies from seed capital to mezzanine stage.

Benchmark Capital 9 Hamanofim St. Herzliya Pituach 46725 Tel.: 972-9-9617600 Fax: 972-9-9617601 E-mail: israelinfo@benchmark.com Focus: Early-stage high-technology

Biomedical Investments Golda House, 23 Shaul Hamelech St., Tel Aviv 64367 Tel: 972 3 696 6557 Fax: 972 609 5322 E-mail: biomedical@biomed.co.il

Investment areas: Medical equipment, biotechnology

See: Arena Feature - Pay n Tell

Biocom VC 40 Einstein St., Ramat Aviv Tower, Tel Aviv Tel.: 972-3-643.8890; fax: 972-3-643-6662 E-mail: David Schlachet Investment focus: Biotechnology, enabling platform technologies, biopharmaceutical and medical device companies.

Boticelli Venture Funds 28 Bezalel St. Gibor Sport Building (15th floor), Ramat Gan 52521 Tel.: 972-3-575-3222 Fax 972-3-575-3666 E-mail: Judith Investment focus: Advertising, interactive and media enabling technologies.

BRM Capital Israel Office: Akerstein Towers, 11 Hamenofim St., Herzliya Pituach 46725 Tel.: 972-9-954-9555 Fax: 972-9-954-9557 Email: info@brm.com

Britech Israel office: Gibor Sport Tower, 28 Betzalel St., Ramat Gan 52521 Tel.: 972-3-754-9581 Fax: 972-3-754-9582 E-mail: britech@actcom.co.il The Britain-Israel Technology Foundation fosters collaborative R&D links between British and Israeli companies.

Canada-Israel Opportunity Funds 1090 Don Mills Rd., Toronto, Ontario M3C 3R6 Tel: (416) 444-6660 E-mail: info@ciofund.com The Funds participate in direct investments with entities in the Shrem Fudim Kelner Group and the Polaris II Fund. Investment focus: Israeli high-tech companies.

Carmel Ventures Delta House, 16 Hagalim Avenue, Herzeliya 46725 Tel: 972-9-959-4894 Fax: 972-9-959-4898 E-mail: contact@carmelventures.com Investment focus: post-seed, companies developing software platforms and applications for the digital economy.

Catalyst Fund 3 Daniel Frish St., Tel Aviv 64731 Tel: 972-3-695-0666 Fax: 972-3-695-0222 E-mail: info@catalyst-fund.com Investment focus: Late-stage Israeli companies in the IT, software, telecommunications, semiconductor, biotechnology and medical devices sectors.

Cedar Fund 9 Keren Hayesod St., POB 505, Herzliya 46105 Tel: 972 9 957 7227 Fax: 972 9 957 7228 E-mail: info@cedar.co.il The Challenge Fund Etgar 1 Hashikma St., P.O. Box 55 Savyon 56530 Tel: 972-3-562-8555 Fax: 972-3-562-1999 E-mail: etgar@challenge.co.il Two funds for early-stage high-tech and non-high-tech companies.

Clal Industrial Investments 3 Azrieli Center, Triangle Tower 45th fl. Tel Aviv 67023 Tel.: 972-3-6075777 Fax: 972-3-607-5778 E-mail: cii@cii.co.il Funds: Venture Capital Fund focuses on IT, telecommunications, software and life sciences (biotechnology and medical devices); Israel Infinity Fund focuses on early-stage high-tech telecommunications, IT and healthcare; Millennium Materials Technologies Fund specializes in the development and commercialization of novel advanced materials and industrial processes; Clalit Venture Capital Fund focuses on diversified mezzanine investment opportunities in Israel and Israeli related technology companies; the Harvest Fund (with Evergreen) is a secondary venture capital fund; IJT Technologies (with Evergreen) focuses on high-tech; Peace Technology Fund, jointly managed with Virginia-based International Capital Advisors, to invest in the Palestinian economy and encourage Israeli-Palestinian cooperation; Israelseed III; Periscope I (with Evergreen) focuses on high-tech.

Clal Biotechnology Industries 3 Azrieli Center, Triangle Tower 45th fl. Tel Aviv 67023 Tel.: 972-3-6075733 Fax: 972-3-607-5734 E-mail: Ophir Shahaf or David Haselkorn Tel: 972 3 765 0306 Fax: 972 3 765 0329

Clalit Capital & Investments 5 Druyanov St., Tel Aviv Tel: 972 3 526 3370 Fax: 972 3 528 0769 E-mail: Manpikim@netvision.co.il

Clalit Capital Fund

Comverse Investments Efrat-Comverse House, 23 Habarzel St., Ramat Hachayal, Tel Aviv 69710. Tel: 972 3 645 4910 Fax: 972 3 645 4916 E-mail: comin@icomverse.com

ComSor Investment Fund

Columbine Ventures Top Tower, 22nd fl., 50 Dizengoff St. Tel Aviv 64332 Tel.: 972-3-620-9010 Fax: 972-3620-9011 E-mail: Carine Wiener Investment focus: Early stage financing for Israel and Israel-related biotechnology, therapeutics, medical devices, bioinformatics and diagnostic technology companies.

Concord Ventures 85 Medinat Hayehudim St., P.O.Box 4011, Herzeliya 46140 Tel: 972-9-960-2020 Fax: 972-9-960-2022 E-mail: office@concordventures.com Investment focus: datacom and telecommunications, Software applications and Internet infrastructure, medical technologies and biotechnology.

Coral Ventures Main office: 60 South Sixth St., Suite 3510, Minneapolis, MN 55402 Tel: (612) 335-8666 Fax: (612) 335-8668 A private venture capital company focusing on technology (communications, Internet, software, information and systems) and healthcare (biotechnology, medical devices and diagnostics) industries.

Investment focus: Healthcare and high-tech.

Corex Industries Management Corex Building, Maskit St., Herzliya Pituah 46733 Tel: 972 9 957 2777 Fax: 972 9 957 2772 E-mail corex@corex.co.il Investment focus: Expansion, mezzanine and bridging investments in IT, telecommunicaitons, Internet, electronics and software companies.

Copyright 2006 Globes. Source : Financial Times Information Limited.

Venture Capital Firms P-T

By
Tom Keating
on September 30, 2006 6:31 AM | | Comments (0)
Venture Capital Firms P-T. Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) Pamot Rehovot Advisors Weizmann Institute Campus, POB 2439, Rehovot 76123 Tel: 972 8 936 5431 Fax: 972 8 946 0484 E-mail: pamot@netvision.net.il

Pamot has a first right of refusal on investment in projects being developed at the Weizmann Institute of Science

Partech International Israel office: 39 Derech Haganim. PO Box 9129, Kfar Shmaryahu 46910 Tel: 972-9-951-4189 Fax: 972-9-951-5782 E-mail: Ami AMir Investment focus: Communications

Peregrine Ventures 6 Yoni Netanyahu St. Or Yehuda 60376 Tel: 972-3-6349990 Fax: 972-3-6349910 E-mail: contact@peregrinevc.com Investment focus: Part venture fund and part technology incubator for communications, e-commerce, software and medical equipment start-ups.



Persys Investment 7 Ha'marpe St., Har Hotzvim, P.O.Box 45036, Jerusalem 91450 Tel: 972-2-5322-779 Fax: 972-2-5322-673 E-mail: yaron@persystech.com Yaron Kimchi or, E-mail: mati@persystech.com Investment focus: Seed-stage investments in advanced technology start-ups in healthcare, testing technologies, wireless communications and IT companies. Pitango Venture Capital Formerly Polaris Venture Capital 11 HaMenofim St., Building B, Herzliya 46725 Tel: 972-9-971-8100 Fax: 972-9-971-8102 E-mail: polaris@polarisvc.com Pitango has offices in Menlo Park, California and London Investment focus: Communications, Internet infrastructure and related technologies, software, medical devices and biotechnology. Platinum Neurone Ventures Israel office: 21 Ha'arba'ah St., 15th Floor, Tel Aviv 64739 Tel.: 972-3-684-5700 Fax: 972-3-686-9535 E-mail: Asi Investment focus: First and second round investments in enterprise software, communications, IT and semiconductor companies.

Plenus Technologies Delta House, 16 Hagalim Ave., Herzeliya 46725 Tel.: 972 9-957-4944 Fax: 972-9-957-8770 E-mail: contact@plenus.co.il Bridge loans to late emerging high-tech companies. POC Technostart Azrieli Center #1, Tel Aviv 67021 Tel.: 972-3-608-1616 Fax: 972-3-608-1617 E-mail: infor@poc.co.il Investment focus: Post seed-stage investment in early-stage communications and Internet companies.

Polar Investments Formely Poalim Investments, and a member of the Shrem Fudim Kelner Group. 21 Ha'arba'ah St., Tel Aviv 64739 Tel: 972-3-6845666 Fax: 972-3-6850857 E-mail: pil@poalim-investments.co.il Investment focus: Software, robotics, biotechnology and agro-technology.

Potalium Ventures EDS Building, second floor, 7 Sapir St., Herzliya Pituach, 46852 Tel: 972-9-970-8158 Fax: 972-9-958-0897 E-mail: Portalium Investment focus: Portalium provides services for European and other venture capital and private equity funds seeking to invest in Israel, including locating, screening and compiling suitable high-tech investment opportunities.

Portview Communications Partners See HK Catalyst ProSeed Venture Capital Fund 10 Planut St. Sciecen Bldg. #1, Rehovot 76122 Tel.: 972-8-948-4966 Fax: 972-8-948-4967 E-mail: mail@proseedco.il

ProSeed Venture Capital calls itself "the angels' venture capital fund". Investment focus: Israeli and Israel-related seed and early stage medical devices and IT companies

ProSeed Capital Holdings CVA Israel office: A' Aviv Tower, 48 Petach-Tikva Rd., Tel Aviv 66184 Tel.: 972-3-537-1173 Fax: 972-3-548-8069 E-mail: Ori Shilo

ProSeed Capital Holdings focuses on early stage high-tech startups in Israel, Europe, the US, Canada and India.

Rafael Development Corporation (RDC) Ltd. Ramat Aviv Tower, 5th floor, 40 Einstein St. P.O. Box 15, Tel Aviv 61172 Tel: 972-3-643-9912 Fax: 972-3-643-9916 bldg 7, New Indusrial Park, P.O. Box 258, Yokne'am 20692 Tel: 972-4-959-9511 Fax: 972-4-959-0720 E-mail: rubenk@rdc.co.il Investment focus: Start-up, seed and incubator investment in software, telecommunications, data communication, semiconductors, healthcare and medical devices.

Samurai Web Ventures Israel office: 1 Korazin St., Givataim 53583 Tel: 972-3-571-0222 Fax: 972-3-571-0225 E-mail: info@samurai.co.il Investment focus: Initiate and manage start-up companies in the areas of Internet and Information Technology.

Sequoia Capital Seed Fund Israel contact: Tel: 972-9-957-9440 Fax: 972-9-957-9443 E-mail: Hagit Avneri Investment focus: Israeli and Israel-related companies in the communications and Internet sectors. Shalom Equity Fund Israel office: Shalom Tower, 9 Ahad Ha'am St., Tel Aviv 65251 Tel.: 972-3-510-8581 Fax: 972-3-516-3413 E-mail: info@shalom.com Investment focus: Early-stage high-tech and Internet companies.

Shamrock Holdings Israel & Europe office: 28 Grosvenor St., London W1K 4QR, UK Tel: 44 (20) 7917-9755 Fax: 44 (20) 7917-9654 E-mail: mgeiger@shamrock.com Michael Geiger Investment focus: Media, technology and communications.

Shirat Enterprises Ltd. Eliahu House, 2 Ibn Gvirol St., Tel Aviv 64077 Tel: 972 3 696 8224 Fax: 972 3 695 3847 E-mail: shirat@netvision.net.il

Shrem Fudim Kelner 21 Haarbah St. Tel Aviv 64739 Tel: 972-3-684-5555 Fax: 972-3-684-5554 E-mail: miri@sfk.co.il Funds: Canada Israel Opportunity Fund; CMS/DS Israel Fund; Dovrat, Shrem Skies '92 Fund; Dovrat, Shrem Founders Group; Dovrat Shrem Rainbow Fund; Horizon Fund. Investment focus: Venture Capital management, Finance, investments in High-Tech & Telecommunications, and long-term investments in traditional industries.

Siemens Venture Capital Siemens Venture Capital invests in Israel through Carmel Ventures, Millennium Materials Management Fund, Portview Communications Partners, Rama Partners and SVM Star Ventures Capital Management. Israeli operations director: Asriel Eisinger Tel: +49 89 636 41084 E-mail: asriel.eisinger@mch11.siemens.de Investment focus: Seed, early, and mezzanine stages in the fields of IT, telecommunications, medical engineering, automation and microelectronics.

StageOne Ventures Levinstein Tower, 29th fl., 23 Petach Tikva Rd. Tel Aviv 66182 Tel.: 972-3-710-0140 Fax: 972-3-710-0150 E-mail: contact@stageonevc.com StageOne is sponsored by Bezeq and Discount Capital Markets. Investment focus: Very early stage communications technology companies.

Star Ventures A Munich-based venture capital fund with a branch in Israel. 11 Galgaley Haplada St., P.O. Box 12600, Herzliya Pituah 46733 Tel: 972-9-951-2888 Fax: 972-9-951-2889 E-mail: mail@star-ventures.com Investment focus: Early-stage high-tech companies in the communications, Internet, software and medical devices fields.

Steps Investments in Technology Midgal Shalom, 26th fl., P.O. Box 29161, Tel Aviv 61291 E-mail: info@steps-ventures.com Investment focus: Early-stage telecommunications, software and semiconductor start-ups.

STI Ventures 85 Medinat Hayehudim St., Herzliya Pituach 46851 Tel: 972-9-971-0710 Fax: 972-9-971-0711 E-mail: info@stiventures.com Investment focus: Partnerships in wireless and communications technologies, Internet infrastructure, and enterprise software start-ups.

Syntek Capital Israel branch: E-mail: info.telaviv@syntekcapital.com Investment focus: European, Israeli and US start-ups in the IT, software, telecom and media fields.

Tamar Technology Ventures Israel office: 50 Ramat Yam St., Herzliya Pituach 46851 Tel: 972-9-954-3555 Fax: 972-9-954-3423 E-mail: info@tamar-vc.co.il Investment focus: start-up, early stage and mezzanine financing in IT, data communications, telecommunications, Internet &intranet, electronics, software, multimedia, semiconductors, medical devices, biotechnology and healthcare companies.

Tamir Fishman Ventures Alrov Tower,46 Rothschild Blvd., Tel Aviv 66883 Tel: 972-3-7148444 Fax: 972-3-5605010 E-mail: info@tfventures.com Funds: Eucalyptus Ventures (fully invested) and Tamir Fishman Ventures II Investment focus: Early-stage communications. Internet and software companies focusing on B2B services and infrastructure solutions.

TDA Capital Partners Formerly: Templeton Direct Advisors Israel office: 19 St., Ramot Zahala, Tel-Aviv 69358 Tel: 972-3-649-9817 Fax: 972-3-649-9827 E-mail: info@tdacapital.com Investment focus: Seed, early-stage and mezzanine financing in IT, telecommunications, Internet & intranet, semiconductor and medical device companies. Tecc-IS plc Levinstein Tower, 23 Petah Tikva Rd. Tel Aviv 66182 Tel.: 972-3-566-4464 fax: 972-3-566-4465 E-mail: Simon Larah Investment focus: Seed and early stage investments in Israeli telecom, Internet and software technology companies.

Technolplus Ventures Ziv Towers, 24 Raoul Wallenberg St., Tel-Aviv 69719 Tel: 972-3-766-6555 Fax: 972-3-766-6556 E-mail: info@technoplusvc.com A Tel Aviv Stock Exchange-listed company (TASE: TNPV), infrastructure and enabling technologies, data communications and enterprise software.

Technorov Holdings 46 Rothschild Blvd.. Alrov Tower Tel Aviv 66883 Tel: 972-3-714-7770 Fax: 972-3-714-7772 E-mail: technorov@interent-zahav.net

Al-Rov Technologies (1983) Ltd; Technorov Holdings (1993) Ltd

TeleSoft Partners Israel office: 14 Shenkar St., Herzliya Pituah 46733 Tel.: 972-9- 954-0828 Fax: 972-9- 958-9695 E-mail: Avi Mazor or Ron Hiram Investment focus: Early, development/expansion, bootstrapped/later stage next generation communications services, software, and Internet companies.

Teuza Management and Development 49 Hahistadrut Boulevard, POB 25266 Haifa 31250 Tel: 972 4 872 8788 Fax: 972 4 872 9393 E-mail: teuza@teuzafund.com A Fairchild Technology Venture Ltd Early-stage seed companies in the communications, advanced manufacturing equipment, semiconductors, software and biotechnology and healthcare sectors.

Trinet Investment in High Tech Ltd Tel: 972-3-751-3707 Fax: 972-3-751-3706. Investment focus: Early-stage, seed and start-up capital for IT, telecommunications, Internet & intranet, multimedia, software, semiconductors, biotechnology, medical devices and healthcare companies.

TopNotch Capital Vered Tower, 20th Floor, 53 Hashalom Rd., Givatayim 53454 Tel: 972-3-732-6616 Fax: 972-3-731-3340 E-mail: info Investment focus: An investment banking boutique specializing in early stage life science companies.

Copyright 2006 Globes. Source : Financial Times Information Limited.

To sustain rate, push reforms, core sector

By
Tom Keating
on September 30, 2006 6:31 AM | | Comments (0)
To sustain rate, push reforms, core sector. Check it out:
(Indian Express Via Thomson Dialog NewsEdge) With GDP growth of 8.9 per cent in the first quarter of 2006-07, the Indian economy continues to do well. While manufacturing and services kept their momentum of growth, the high growth in agriculture at 3.4 per cent helped attain the nearly 9 per cent growth. While the news is great, the first question that most people ask is whether the country will be able to sustain this rate of growth. The rapid upswing witnessed in recent years has been a combination of a higher trend and the high of a business cycle. In the last few years, the economy has seen an increase in the trend growth rate to about 6.25 per cent. This trend has had a cycle around it so that the growth rate moved in a band of around -2 and +2 percentage points. In other words, the rate has ranged from 4.5 to 8.5 per cent. The GDP growth rate of this quarter is an improvement on this. When the economy is at the high of a business cycle, it is natural to be concerned about a downturn. But while the cycle can turn down due to a number of factors - both domestic and international - there is reason to be optimistic about the higher trend growth path. This is a consequence not of the government setting a target and investing and producing more. It is, in fact, the result of the taking away the restrictions that the government had put on private enterprise for nearly 30 years, from the 60s to the early 90s. By slapping various restrictions, licences and controls, the government had constrained individual initiative and prevented higher growth. Now that it is trying to create a supportive environment with better infrastructure and facilities for private initiative, every individual who does better for himself does better for the country, too. Indeed, this is India's main strength in contrast to China's, where there is an attempt to develop private enterprise. This is not to say that the we can take high growth rate for granted. There will be a need to focus on two things. One is to remove the remaining restrictions on movement of goods and on factors of production - labour, capital and land - so that they can move freely across uses and be available for use in the most efficient and productive way. This will mean bringing changes in land use policies, exit policies, labour laws and the financial sector. The second is improving infrastructure. The first can be attained by the stroke of a pen, though it needs political consensus which may take a little time to come about. It is building infrastructure that will take time and resources. But as and when it gets done, and sooner or later it will, the world can bet on India for even faster growth than it has seen this quarter.



Copyright 2006 The Indian Express Online Media Ltd.. Source: Financial Times Information Limited.

Purdue-Indiana University Team Selected as National Cancer Institute Proteomics Center

By
Tom Keating
on September 30, 2006 6:30 AM | | Comments (0)
Purdue-Indiana University Team Selected as National Cancer Institute Proteomics Center. Check it out:
(Ascribe Newswire Via Thomson Dialog NewsEdge) WEST LAFAYETTE, Ind., Sept. 29 (AScribe Newswire) -- Purdue and Indiana universities' proteomics team has been selected as one of five national centers for cancer research.

The National Cancer Institute announced Wednesday (Sept. 27) its selection of the Purdue-IU Analytical Proteomics Team for inclusion in a new consortium to assess proteomic technology and its applications for diagnosis and treatment of cancer.



The NCI awarded a $7 million grant to the Purdue-IU team, which pairs Purdue's experts in mass spectrometry and proteomics technology with the expert clinical team of cancer researchers from Indiana University School of Medicine. Together they will focus on technology to diagnose breast and prostate cancer through blood samples.

This is the future of cancer detection in America, said Fred Regnier, Purdue's John H. Law Distinguished Professor of Chemistry and principal investigator for the team. Proteomics, the study of proteins, holds great promise for more precise diagnosis and tailored cancer therapies through the identification of proteins specific to cancer and other diseases, called 'biomarkers.'

However, more work needs to be done to establish protocols for these approaches and the technology used. The NCI program creates a consortium for this purpose and is a great advancement for the field. Remarkably, all five centers included breast cancer as an area of study, which will allow for incredible scientific collaboration and evaluation of data from patients nationwide.

The consortium will receive $35.5 million in awards and is one of three components of the NCI's $104 million five-year clinical proteomic technologies initiative for cancer national program.

This program is a critical component of NCI's strategy for leveraging the diagnostic and therapeutic potential of proteomics for cancer patients, said NCI deputy director Anna D. Barker. I am confident that the complementary proteomic expertise of the awardees, and their commitment to interinstitutional collaboration and real- time data sharing, will enable the development of biomarkers to contribute to a new generation of molecularly based interventions to diagnose, treat and prevent cancer.

The team, based at Purdue's Bindley Bioscience Center at Discovery Park, will develop protocols and standards for mass spectrometry- based cancer proteomics relating to breast and prostate cancer. The endeavor will involve close cooperation between Purdue and Indiana University experts in proteomics, informatics and cancer biology and treatment.

This is a perfect example of how great things will happen in Indiana when IU, Purdue and the private sector collaborate on life sciences research, said Dr. D. Craig Brater, dean of the IU School of Medicine and vice president of IU with responsibility for life sciences.

Four hundred clinical samples will be collected for breast cancer analysis by the Hoosier Oncology Group, an Indiana statewide network of cancer physicians chaired by Christopher Sweeney, an oncologist and associate director of clinical research at the IU Cancer Center. Prostate cancer samples also will be collected from the NCI-sponsored Eastern Cooperative Oncology Group trial.

As co-principal investigators, Sweeney and Harikrishna Nakshatri, the Marian J. Morrison Investigator in Breast Cancer Research in the IU Department of Surgery, and others will conduct cancer biology research. Discovery Park's Oncological Sciences Center played a key role in connecting clinical and basic science researchers in the project.

The goals of the program are to define existing technologies and identify emerging technologies that will enable precise and reproducible measurement of biomarkers in cancer, said Jiri Adamec, a Purdue research assistant professor and lead scientist at Bindley Bioscience Center and co-principal investigator. Other Purdue team members include research assistant professor Xiang Zhang and chemistry professor Scott McLuckey.

The team will employ both electrospray ionization and matrix assisted laser desorption ionization mass spectrometry platforms.

Mass spectrometry-based proteomic approaches have the advantage of excellent sensitivity and high analytical precision, Adamec said. Our team will focus on the use of this technology in providing insight into breast and prostate cancer biomarkers. These biomarkers will have dramatic impact for cancer diagnostics and therapeutics.

The team will use the emerging bioCD technology invented at Purdue and commercialized by QuadraSpec, a Purdue Research Park company, to expand the detection and quantification of specific candidate cancer protein biomarkers. The technology enables evaluation of hundreds of proteins of interest from hundreds of samples in minutes by incorporating specific antibodies on a microfabricated optical disk that is read by spinning disc inferometry, said Charles Buck, director of operations for Bindley Bioscience Center.

In Bloomington, the startup company Predictive Physiology and Medicine will work with David E. Clemmer, the firm's scientific co- founder and chairman of the IU Department of Chemistry, and Clemmer's team at IU Bloomington to provide ion mobility spectrometry evaluation. This proprietary technology greatly broadens the range for cancer biomarker proteomics studies, Buck said.

In Indianapolis, proteomics work will be conducted by the Protein Analysis and Research Center, the academic service component of the Indiana Centers for Applied Protein Sciences (INCAPS), said Mu Wang, director of PARC and an assistant professor of biochemistry and molecular biology at the IU School of Medicine. That work will include planning and execution of the projects to identify and validate targeted biomarkers for breast and prostate cancers.

Statistical analysis and processing of the data will be overseen by Jake Chen, assistant professor of informatics at IU and co-principal investigator.

For a large NCI program such as this, data is going to be generated and collected from clinical laboratories, individual research labs at Purdue, Indiana University Purdue University at Indianapolis, IU School of Medicine, IU Bloomington, and various contracting companies across the state, Chen said. Therefore, it's essential for a team of computational scientists to work together, linking data, storing them, and analyzing them using computational and statistical tools. The work ahead will be very exciting.

The team will take advantage of Purdue's discovery pipeline for high- complexity data handling to deal with the challenge of data collection, management, and analysis. This discovery pipeline was developed from cooperation among the Bindley Bioscience, e-Enterprise and Cyber centers at Discovery Park.

The NCI's Clinical Proteomic Technology Assessment for Cancer awardees were chosen based, in part, on the broad expertise of their proteomic research teams and their familiarity with and regular use of a wide range of proteomic technologies. The five teams define a cross-institutional and multidisciplinary network of assessment centers that will evaluate and compare different commercially available proteomic platforms and analysis software packages in the context of their potential applicability to cancer. They will also work together to develop a comprehensive approach to assess intra- platform and inter-laboratory variability in these measurement technologies.

CPTAC is one of three major Clinical Proteomic Technologies Initiative program components integrated by the National Institutes of Health NCI to address the fundamental scientific requirements that must be met in order to realize the promise of proteomics for cancer diagnosis and therapy. Together, they have been charged with providing the scientific community with an assessment of current proteomic technologies, developing and assessing novel technologies and computational methods, and creating a central repository of the resources needed to use these proteomic tools.

RELATED WEB SITES:

Bindley Bioscience Center: http://discoverypark.purdue.edu/wps/portal/ Bioscience

Discovery Park: http://discoverypark.purdue.edu/wps/portal

Purdue University: http://www.purdue.edu

Indiana University School of Medicine: http://www.medicine.iu.edu

Indiana University: http://www.Indiana.edu

Clinical Proteomic Technologies Initiative for Cancer and the Clinical Proteomic Technologies Assessment for Cancer awards: http:// proteomics.cancer.gov

National Cancer Institute: http://www.cancer.gov

- - - -

CONTACTS:

Sources - Fred Regnier, 765-494-3878, fregnier@purdue.edu

Jiri Adamec, jadamec@purdue.edu

Charles Buck, 765-494-2208, cbuck@purdue.edu

Christopher Sweeney, 317-274-3515, chsweene@iupui.edu

Jake Chen, 317-278-7604, jakechen@iupui.edu

Writers - Elizabeth Gardner, 765-494-2081, ekgardner@purdue.edu

Phillip Fiorini, 765-496-3133, pfiorini@purdue.edu

Eric Schoch, 317-274-8205, eschoch@iupui.edu

AUDIO: Audio clips from Charles Buck, director of operations for Bindley Bioscience Center, and publication-quality photos are available at http://news.uns.purdue.edu/UNS/html3month/ 2006/060928RegnierNCI.html

PHOTO: A publication-quality photo is available at http:// news.uns.purdue.edu/images/+2006/regnier-proteomics.jpg

PHOTO CAPTION: Jiri Adamec, from left, a research assistant professor, discusses the results of an experiment with Fred Regnier, Purdue's John H. Law Distinguished Professor of Chemistry, in the Bindley Bioscience Center's Proteomics Lab. The Purdue-IU Analytical Proteomics Team, led by Regnier, has been approved as a national center in the National Cancer Institute's Consortium for Proteomics Technology Assessment for Cancer. The team studies the detection and prediction of cancer through analysis of blood samples. (Purdue News Service photo/David Umberger)

Copyright 2006 AScribe inc.

'Roadmap' aims to make county better

By
Tom Keating
on September 30, 2006 6:30 AM | | Comments (0)
'Roadmap' aims to make county better. Check it out:
(Harrogate Advertiser Via Thomson Dialog NewsEdge) A NEW 'roadmap' for Yorkshire and Humber's economic growth, the Regional Economic Strategy 2006-2015 (RES), has just been launched by Yorkshire Forward.

The RES provides a ten year outline of what the region needs to do to grow its GBP75 billion economy. The overall aim is to make Yorkshire and Humber a better place to live, work and invest.

To outline how this can be achieved, the document offers a straightforward guide to economic development and investment - unique to the region and its circumstances, diversity and places. It also specifies who needs to take responsibility for delivering each action and calls on the public, private, voluntary and community sectors to pool their efforts.



The strategy highlights three key areas as being essential to Yorkshire and Humber's future economy: business, people and the environment.

Business objectives outline that the region needs 'more businesses that last', placing emphasis on the need to encourage enterprise in groups to drive productivity, while 'more competitive businesses' highlights that innovation activity is core to economic growth.

People objectives focus on 'skilled people - benefiting business and individuals' as this drives productivity and has knock-on benefits on quality of life, while 'connecting people to good jobs' will tackle worklessness and remove barriers to work.

Environment objectives consider 'transport, infrastructure and the environment', looking at transport schemes of economic priority, the role of the private sector in utilities and infrastructure, plus activity to enhance and utilise the environment and natural resources. A final objective stresses a drive for 'stronger towns and cities' and the role of their renaissance in driving the economy.

Underpinning all six objectives are three themes which aim to achieve quality of delivery. 'Sustainable development' aims to grow business via a long term approach that benefits the environment and enhances quality of life, 'diversity' aims to ensure all people and businesses realise their potential, while 'leadership and ambition' acknowledges that the region needs to raise its sights and promote a culture where people, businesses and agencies aim high, drive change and make the most of their abilities.

Produced by Yorkshire Forward on behalf of the region, the new strategy is the second to be launched by the RDA since its inception. It is the product of the ideas of more than 5,000 people, from three rounds of extensive and inclusive consultation.

Yorkshire Forward chairman Terry Hodgkinson said: "Our region has come a long way since the launch of the first Regional Economic Strategy in 2000, and as a result our economic landscape has changed. This new RES recognises these changes and has refocused our priorities accordingly.

"If people are looking to start or expand a business, want to achieve their potential or transform the place in which they live, then this strategy exists to make this possible." Copies of the RES are available at www.yorkshire-forward.com or by telephoning Yorkshire Forward on 0113 3949600.

Copyright 2006 Johnston Press Plc. Source: Financial Times Information Limited

Do you deserve to win a prestigious Queen's Award?

By
Tom Keating
on September 30, 2006 6:30 AM | | Comments (0)
Do you deserve to win a prestigious Queen's Award?. Check it out:
(Harrogate Advertiser Via Thomson Dialog NewsEdge) THE Queen's Awards for Enterprise are the UK's most prestigious awards for business performance.

They recognise and reward outstanding achievement by UK companies. They are presented in three separate categories: l International Trade - recognising companies that have demonstrated growth in overseas earnings.

l Innovation - recognising companies that have demonstrated commercial success through innovative products or services.

l Sustainable Development - recognising companies that have integrated environmental, social, economic and management aspects of sustainable development into their business.

The awards are made each year by The Queen, on the advice of the Prime Minister, who is assisted by an Advisory Committee that includes representatives of Government, industry and commerce, and the trade unions. Outstanding businesses from all sectors are currently being invited to apply for the 2007 awards. The deadline for this year's awards is October 31.



In 2006, 145 companies - large and small - won a Queen's Award. The main benefits of winning are recognition, publicity, staff motivation and use of The Queen's Award Emblem for five years - and, impressively, 92 per cent of the 137 award winners last year said they thought winning a Queen's Award had brought added commercial value to their firm, with 22 per cent noticing a significant increase in new business since winning the award.

"This is a chance for a company to be recognised as a leader in its market and one of the top businesses in the UK," says Stephen Brice, secretary to The Queen's Awards office.

"There is no limit to the number of awards available each year - if a company's achievements are deemed truly outstanding for its sector, then it stands a good chance of winning an award." Over the next few months, officials from The Queen's Awards office will be touring the country to promote the awards, supported by talks and presentations. They will also be inviting nominations for The Queen's Award for Enterprise Promotion - an award for individuals helping and inspiring tomorrow's entrepreneurs.

Judging is thorough, so apply only if you can answer a definite 'yes' to these questions: l Does your business have a UK base? l Does your business employ at least two full-time workers (or part-time equivalent)? l Do you believe your business is one of the best? l Can you demonstrate commercial success? For details visit: www.queensawards.org.uk.

Copyright 2006 Johnston Press Plc. Source: Financial Times Information Limited

Hat maker a top ten business hero

By
Tom Keating
on September 30, 2006 6:30 AM | | Comments (0)
Hat maker a top ten business hero. Check it out:
(Harrogate Advertiser Via Thomson Dialog NewsEdge) A WETHERBY woman who turned her life from tragedy to triumph has been crowned one of Britain's top ten business heroes by setting-up her own hat-making enterprise.

Milliner Woody Whittick, who set up She's All That a year ago, was presented with her winner's trophy by GMTV presenter Fiona Phillips at a glittering gala dinner in London on Wednesday.

The hat maker beat off fierce competition from hundreds of applicants, to finish as a finalist in the Barclays Trading Places Awards, launched this year to people who have overcome personal adversity to positively change their lives by setting up a thriving business.



Woody has fought a battle with ill health since suffering from ME in her teens. She suffered a paralysing spine injury at only 30, and was made redundant during her recovery when her employer went bankrupt.

But after a change of direction she found her calling.

Since opening She's All That last Summer, Woody has designed hats for hundreds of women, including celebrities and catwalk models, featured at Royal Ascot, designed the crown for Miss York 2006 and been elected vice-chair of the British Hat Guild.

Barclay's John Davis said: "The quality of entries made judging extremely difficult but all the judges felt She's All That shone out as a real-life example of an outstanding business that has thrived despite what seemed like impossible odds.

"We congratulate Woody Whittick on being crowned a 2006 National Finalist."

Copyright 2006 Johnston Press Plc. Source: Financial Times Information Limited

Inside Business Pink

By
Tom Keating
on September 30, 2006 6:30 AM | | Comments (0)
Inside Business Pink. Check it out:
(Harrogate Advertiser Via Thomson Dialog NewsEdge) WELCOME to the September edition of our 12-page Business Pink supplement, which contains a wealth of business stories, features with members of the business community, appointments, opinions and advice.



Business Pink is published every two months with each title in the Harrogate Advertiser Series and focuses on businesses and individuals throughout the districts of Harrogate, Ripon, Knaresborough, Wetherby, Nidderdale and Northallerton.

This supplement also features a four-page On Location section, brought to you in conjunction with Harrogate Borough Council, which provides infomation to help businesses develop and succeed within the district.

If you have any stories or information which you think may be appropriate for the next issue of Business Pink, due out in November, please contact business editor Katie Moulds on 01423 707509 or by emailing katie.moulds@ypn.co.uk.

For the On Location section, please contact Harrogate Borough Council's Economic Development Unit on 01423 556077 or by email to edu@harrogate.gov.uk.

Page 2 - HARROGATE-based Avenir properties has reaped more than one reward from its recent development of land at Cardale Park. State-of-the-art offices making up the Greengate site have proved so successful that the company is now planning on replicating the project elsewhere in Yorkshire.

Page 3 - THE Oscars of the food and drink industry saw dozens of companies from the Harrogate district pick up presitigious awards. Among them was Masham firm Rosebud Preserves, which was crowned Yorkshire champion.

Page 4 - MARK Leather had no idea how much the internet would benefit his business until he was persuaded by website design company Extreme Creations to develop his website into an online shop. Now selling 1,500 natural food products online, Mark says the website has played a major part in his company's 100 per cent rise in turnover in less than two years.

Page 5 - THE first page of the On Location section takes a closer look at a council-led scheme which aims to help businesses comply with new EU regulations on food. Since January this year, all food businesses are required by law to put in place documented food safety management procedures - but many companies are still unaware of or ignoring the regulations.

Page 6 - RECOGNISING and rewarding outstanding achievement by UK companies is the aim of the prestigious Queen's Awards for Enterprise. Outstanding businesses from all sectors are being invited to apply for the 2007 awards - find out how you can take part.

Page 7 - LOOKING for hassle-free office space in Harrogate? On Location tells you what's on offer with regards to serviced office accommodation in the town, from rooms in traditional, converted buildings to modern, newly-built flexible offices.

Page 8 - ARE you prepared for the worst? What would you do if your business was affected by flood, fire or even terrorism? We tell you why a business continuity plan is so important, and explain what it should contain, how to test it - and how to prevent a disaster happening in the first place.

Page 9 - FOLLOWING the success of last year's inaugural Ackrill Media Group Business Awards, the event has now become an annual celebration of the best that businesses have to offer in our district. We begin a three-page look at the launch of this year's awards by introducing the categories and the criteria and, of course, giving you details on how to enter.

Page 10 - MEET the sponsors of the Ackrill Media Group Business Awards. Find out who is sponsoring which award, and learn what they are looking for in their winner.

Page 11 - THE second page introducing you to the category sponsors of the Ackrill Media Group Business Awards.

Page 12 - LOOKING back at ten years in the notoriously difficult Harrogate nightlife industry, Jason Smith, below, admits there have been some tough times. But the owner of Monteys Rock Cafe credits consistency and determination as the secrets of his business survival, as well as, of course, maintaining a good bar.

Copyright 2006 Johnston Press Plc. Source: Financial Times Information Limited

Women's group success

By
Tom Keating
on September 30, 2006 6:30 AM | | Comments (0)
Women's group success. Check it out:
(Harrogate Advertiser Via Thomson Dialog NewsEdge) THE inaugural meeting of a new Harrogate-based business networking group for women has proved a huge success.

Around 40 members of WiRE (Women in Rural Enterprise) attended this week's event at Evans Easyspace Ltd on Hartwith Way, Harrogate.

WiRE is a national business club for women operating in rural areas, offering a dynamic package of practical services and assistance.

The Harrogate group, one of a number of regional networks, aims to provide localised support for members and increase their business activities across the region.

Members will meet once a month to enjoy talks from expert speakers and the chance to chat and discuss business opportunities.

Group co-ordinator Sarah Manby, of Mango Mutt, said: "It's great that so many WiRE members are supporting a local network - the response clearly shows there is the need for one.

"We are looking forward to getting to know each other and helping each other succeed in our various enterprises. We're all women trying to run businesses in rural areas, so we have a shared bond in understanding how difficult this can sometimes be." All members of WiRE are welcome to attend the meetings, but places must be booked in advance.



For more information contact Sarah Manby on 01423 545787 or email info@mangomutt.co.uk.

Copyright 2006 Johnston Press Plc. Source: Financial Times Information Limited

The Denver Post Al Lewis column

By
Tom Keating
on September 30, 2006 6:30 AM | | Comments (0)
The Denver Post Al Lewis column. Check it out:
(Denver Post, The (KRT) Via Thomson Dialog NewsEdge) Sep. 29--After losing her job and getting dragged into a congressional inquiry, Hewlett-Packard's deposed chairwoman Patricia Dunn can't make up her mind.

Is it OK to impersonate people and steal their phone records -- or not?

"I still do not understand whether it is legal or not, as opinions vary," Dunn told Congress on Thursday.

Even Silicon Valley lawyer Larry Sonsini's opinions vary. Acting as HP's outside counsel, Sonsini had advised that this practice, known as pretexting, is "not generally unlawful." On Thursday before Congress, though, Sonsini said pretexting is probably illegal but that there ought to be a new law to make this clear.



Wouldn't disbarment or a legal-malpractice lawsuit also make this clear?

And what about existing laws against deceptive trade practices, criminal impersonation, identity theft or wire fraud?

Don't they provide clarity?

Could Dunn and Sonsini really be this dumb? Do they really think the people watching their charades are dumb, too?

What's not ostensibly clear to Dunn and Sonsini seemed abundantly clear to HP general counsel Ann Baskins.

Hours before Baskins was scheduled to testify, she resigned from her 24-year career at HP and invoked her Fifth Amendment right against self- incrimination.

Also taking the Fifth were a host of others involved in HP's cloak-and-dagger investigation of boardroom leaks to reporters. They included Ronald DeLia, who runs the detective firm that HP used; Anthony R. Gentilucci, who managed HP's global investigations unit in Boston; and Kevin T. Hunsaker, HP's former chief ethics officer, who was fired apparently for a lack of ethics in this matter.

Then there's HP chief executive Mark Hurd, who did not take the Fifth. Congress cut Hurd way too much slack Thursday, allowing him to testify alone, without his suspicious-looking colleagues at his side.

Everybody seems to love Hurd because HP stock has soared since he became CEO last year. And at least Hurd was apologetic about HP's misadventure, describing it as a "rogue investigation that violated HP's own principles and values." But Hurd also did a fine job of playing dumb. He told Congress he had had discussions about the investigation but was not involved in it and did not know the details. Maybe he didn't know because he didn't want to know.

"I understand there is also a written report of the investigation addressed to me and others, but unfortunately I did not read it," Hurd said in prepared testimony. "I could have, and I should have." But somehow, he just didn't.

How dumb is that?

So everyone involved in HP's investigation either took the Fifth, said they didn't know or said they were assured that what went on was legal.

Dunn, I think, explained it most eloquently: "Reliance on representations from trusted sources is a bedrock concept in board governance." Here's another "bedrock concept" if you ever want to run a complex enterprise like HP: Question everything. But don't try to look smart when prosecutors are watching your every facial twitch on C-SPAN. Better to play dumb.

Like Bryan Wagner of Littleton, who once worked for Action Research Group.

Wagner, 29, is the nephew of private investigator James Rapp, who pleaded guilty in 1999 after selling information about Los Angeles organized-crime detectives to the Israeli mafia.

Denver Post reporter Kimberly Johnson approached Wagner on Wednesday outside his apartment as he waited for a shuttle to take him to the airport for his flight to Washington. "Action (Research Group) has lawyers to make sure that we're doing everything legally," he told Johnson. "I never thought I was doing anything wrong." Wagner, however, took the Fifth on Thursday before Congress. And well before that, he reportedly took a hammer to his computer.

"I'm not going to say any more about the computer," he said. "I'm afraid I'll be charged with destruction of evidence."

OK, so I'll take it back. Wagner may be the one guy in the HP affair who is not playing dumb. Everyone else -- please!

Al Lewis' column appears Sundays, Tuesdays and Fridays. Respond to him at denverpostbloghouse.com/lewis, 303-954-1967 or alewis@denverpost.com.

To see more of The Denver Post, or to subscribe to the newspaper, go to http://www.denverpost.com.

Copyright (c) 2006, The Denver Post
Distributed by McClatchy-Tribune Business News.
For reprints, email tmsreprints@permissionsgroup.com, call 800-374-7985 or 847-635-6550, send a fax to 847-635-6968, or write to The Permissions Group Inc., 1247 Milwaukee Ave., Suite 303, Glenview, IL 60025, USA.

PurdueIndiana University Team Selected as National Cancer Institute Proteomics Center

By
Tom Keating
on September 30, 2006 6:30 AM | | Comments (0)
PurdueIndiana University Team Selected as National Cancer Institute Proteomics Center. Check it out:
(Ascribe Via Thomson Dialog NewsEdge) WEST LAFAYETTE, Ind. -- Purdue and Indiana universities' proteomics team has been selected as one of five national centers for cancer research.

The National Cancer Institute announced Wednesday (Sept. 27) its selection of the Purdue-IU Analytical Proteomics Team for inclusion in a new consortium to assess proteomic technology and its applications for diagnosis and treatment of cancer.



The NCI awarded a $7 million grant to the Purdue-IU team, which pairs Purdue's experts in mass spectrometry and proteomics technology with the expert clinical team of cancer researchers from Indiana University School of Medicine. Together they will focus on technology to diagnose breast and prostate cancer through blood samples.

"This is the future of cancer detection in America," said Fred Regnier, Purdue's John H. Law Distinguished Professor of Chemistry and principal investigator for the team. "Proteomics, the study of proteins, holds great promise for more precise diagnosis and tailored cancer therapies through the identification of proteins specific to cancer and other diseases, called 'biomarkers.'"

"However, more work needs to be done to establish protocols for these approaches and the technology used. The NCI program creates a consortium for this purpose and is a great advancement for the field. Remarkably, all five centers included breast cancer as an area of study, which will allow for incredible scientific collaboration and evaluation of data from patients nationwide."

The consortium will receive $35.5 million in awards and is one of three components of the NCI's $104 million five-year clinical proteomic technologies initiative for cancer national program.

"This program is a critical component of NCI's strategy for leveraging the diagnostic and therapeutic potential of proteomics for cancer patients, " said NCI deputy director Anna D. Barker. "I am confident that the complementary proteomic expertise of the awardees, and their commitment to interinstitutional collaboration and real- time data sharing, will enable the development of biomarkers to contribute to a new generation of molecularly based interventions to diagnose, treat and prevent cancer."

The team, based at Purdue's Bindley Bioscience Center at Discovery Park, will develop protocols and standards for mass spectrometry- based cancer proteomics relating to breast and prostate cancer. The endeavor will involve close cooperation between Purdue and Indiana University experts in proteomics, informatics and cancer biology and treatment.

"This is a perfect example of how great things will happen in Indiana when IU, Purdue and the private sector collaborate on life sciences research," said Dr. D. Craig Brater, dean of the IU School of Medicine and vice president of IU with responsibility for life sciences.

Four hundred clinical samples will be collected for breast cancer analysis by the Hoosier Oncology Group, an Indiana statewide network of cancer physicians chaired by Christopher Sweeney, an oncologist and associate director of clinical research at the IU Cancer Center. Prostate cancer samples also will be collected from the NCI-sponsored Eastern Cooperative Oncology Group trial.

As co-principal investigators, Sweeney and Harikrishna Nakshatri, the Marian J. Morrison Investigator in Breast Cancer Research in the IU Department of Surgery, and others will conduct cancer biology research. Discovery Park's Oncological Sciences Center played a key role in connecting clinical and basic science researchers in the project.

The goals of the program are to define existing technologies and identify emerging technologies that will enable precise and reproducible measurement of biomarkers in cancer, said Jiri Adamec, a Purdue research assistant professor and lead scientist at Bindley Bioscience Center and co-principal investigator. Other Purdue team members include research assistant professor Xiang Zhang and chemistry professor Scott McLuckey.

The team will employ both electrospray ionization and matrix assisted laser desorption ionization mass spectrometry platforms.

"Mass spectrometry-based proteomic approaches have the advantage of excellent sensitivity and high analytical precision," Adamec said. "Our team will focus on the use of this technology in providing insight into breast and prostate cancer biomarkers. These biomarkers will have dramatic impact for cancer diagnostics and therapeutics."

The team will use the emerging "bioCD" technology invented at Purdue and commercialized by QuadraSpec, a Purdue Research Park company, to expand the detection and quantification of specific candidate cancer protein biomarkers. The technology enables evaluation of hundreds of proteins of interest from hundreds of samples in minutes by incorporating specific antibodies on a microfabricated optical disk that is read by spinning disc inferometry, said Charles Buck, director of operations for Bindley Bioscience Center.

In Bloomington, the startup company Predictive Physiology and Medicine will work with David E. Clemmer, the firm's scientific co- founder and chairman of the IU Department of Chemistry, and Clemmer's team at IU Bloomington to provide ion mobility spectrometry evaluation. This proprietary technology greatly broadens the range for cancer biomarker proteomics studies, Buck said.

In Indianapolis, proteomics work will be conducted by the Protein Analysis and Research Center, the academic service component of the Indiana Centers for Applied Protein Sciences (INCAPS), said Mu Wang, director of PARC and an assistant professor of biochemistry and molecular biology at the IU School of Medicine. That work will include planning and execution of the projects to identify and validate targeted biomarkers for breast and prostate cancers.

Statistical analysis and processing of the data will be overseen by Jake Chen, assistant professor of informatics at IU and co-principal investigator.

"For a large NCI program such as this, data is going to be generated and collected from clinical laboratories, individual research labs at Purdue, Indiana University Purdue University at Indianapolis, IU School of Medicine, IU Bloomington, and various contracting companies across the state," Chen said. "Therefore, it's essential for a team of computational scientists to work together, linking data, storing them, and analyzing them using computational and statistical tools. The work ahead will be very exciting."

The team will take advantage of Purdue's discovery pipeline for high- complexity data handling to deal with the challenge of data collection, management, and analysis. This discovery pipeline was developed from cooperation among the Bindley Bioscience, e-Enterprise and Cyber centers at Discovery Park.

The NCI's Clinical Proteomic Technology Assessment for Cancer awardees were chosen based, in part, on the broad expertise of their proteomic research teams and their familiarity with and regular use of a wide range of proteomic technologies. The five teams define a cross-institutional and multidisciplinary network of assessment centers that will evaluate and compare different commercially available proteomic platforms and analysis software packages in the context of their potential applicability to cancer. They will also work together to develop a comprehensive approach to assess intra- platform and inter-laboratory variability in these measurement technologies.

CPTAC is one of three major Clinical Proteomic Technologies Initiative program components integrated by the National Institutes of Health NCI to address the fundamental scientific requirements that must be met in order to realize the promise of proteomics for cancer diagnosis and therapy. Together, they have been charged with providing the scientific community with an assessment of current proteomic technologies, developing and assessing novel technologies and computational methods, and creating a central repository of the resources needed to use these proteomic tools.

RELATED WEB SITES:

Bindley Bioscience Center: http://discoverypark.purdue.edu/wps/portal/ Bioscience

Discovery Park: http://discoverypark.purdue.edu/wps/portal

Purdue University: http://www.purdue.edu

Indiana University School of Medicine: http://www.medicine.iu.edu

Indiana University: http://www.Indiana.edu

Clinical Proteomic Technologies Initiative for Cancer and the Clinical Proteomic Technologies Assessment for Cancer awards: http:// proteomics.cancer.gov

National Cancer Institute: http://www.cancer.gov

- - - -

CONTACTS:

Sources - Fred Regnier, 765-494-3878, fregnier@purdue.edu

Jiri Adamec, jadamec@purdue.edu

Charles Buck, 765-494-2208, cbuck@purdue.edu

Christopher Sweeney, 317-274-3515, chsweene@iupui.edu

Jake Chen, 317-278-7604, jakechen@iupui.edu

Writers - Elizabeth Gardner, 765-494-2081, ekgardner@purdue.edu

Phillip Fiorini, 765-496-3133, pfiorini@purdue.edu

Eric Schoch, 317-274-8205, eschoch@iupui.edu

AUDIO: Audio clips from Charles Buck, director of operations for Bindley Bioscience Center, and publication-quality photos are available at http://news.uns.purdue.edu/UNS/html3month/ 2006/060928RegnierNCI.html

PHOTO: A publication-quality photo is available at http:// news.uns.purdue.edu/images/+2006/regnier-proteomics.jpg

PHOTO CAPTION: Jiri Adamec, from left, a research assistant professor, discusses the results of an experiment with Fred Regnier, Purdue's John H. Law Distinguished Professor of Chemistry, in the Bindley Bioscience Center's Proteomics Lab. The Purdue-IU Analytical Proteomics Team, led by Regnier, has been approved as a national center in the National Cancer Institute's Consortium for Proteomics Technology Assessment for Cancer. The team studies the detection and prediction of cancer through analysis of blood samples. (Purdue News Service photo/David Umberger)

((AScribe - The Public Interest Newswire / http://www.ascribe.org))

Copyright 2006 M2 Communications Ltd.. Source: Financial Times Information Limited.

Health, energy issues discussed at Illinois chamber of commerce briefing

By
Tom Keating
on September 30, 2006 6:30 AM | | Comments (0)
Health, energy issues discussed at Illinois chamber of commerce briefing. Check it out:
(News-Gazette, The (Champaign-Urbana, IL) (KRT) Via Thomson Dialog NewsEdge) Sep. 27--CHAMPAIGN -- There's no consensus among Illinois employers about what government should do to make health care more affordable, the president of the Illinois Chamber of Commerce says.



Some employers want government-provided health care. Others are seeking a solution from free enterprise. Still others aren't providing health insurance at all.

"There's not a clear answer to what the state can and should be doing," chamber President Douglas Whitley told 35 business people at a briefing in Champaign that tied in with the chamber's endorsement of Republican Judy Myers for the 52nd Senate District seat.

Myers faces Democrat Mike Frerichs and Socialist Equality candidate Joe Parnarauskis in the Nov. 7 general election. The winner will succeed Republican Sen. Rick Winkel.

At the chamber's briefing at the Hawthorn Suites Hotel, audience member Carol Timms asked what the state could do to help small businesses with mounting health insurance costs.

Myers said a tax credit could help to some extent. Whitley said employers would be helped if the state made fewer mandates for health care coverage.

He said the state has 26 different health insurance mandates, and the chamber believes insurance decisions "ought to be more like a smorgasbord. You ought to be able to pick and choose."

Whitley, who grew up in Atwood, said the state chamber has also endorsed Republican Judy Baar Topinka over Democratic Gov. Rod Blagojevich. Whitley chided Blagojevich for "very anti-business policies," namely imposing new taxes on business.

Whitley claimed the Blagojevich administration thinks it is "OK to increase the costs of doing business" because employers have "deep pockets" that can absorb taxes.

Specifically, Whitley assailed the state's delay of payments to medical providers and its failure to meet public employee pension obligations. He said some Illinois doctors are fleeing to Indiana and Wisconsin to avoid the high costs of doing business here.

Audience member Andrew Timms asked Myers how the state's budget problems could be solved if taxes are cut, as she advocates.

"If you have a strong business community and an attractive business climate, then the revenue will come," Myers said.

Earlier, Whitley sounded the same theme, saying "the only way out of (the state's budget woes) is to grow the economy. The current administration does not do this."

Whitley did credit Blagojevich with realizing the importance of energy to Illinois, specifically with regard to the $1 billion FutureGen project to demonstrate clean-coal technology.

A private-public partnership is trying to decide whether the FutureGen plant should be built in Illinois at either Mattoon or Tuscola or at one of two sites in Texas.

Responding to a question from real estate developer Brett Benso about the plant's eventual location, Whitley said the "only issue" appears to be what position, if any, President Bush takes on the matter.

Bush is a Texan, and Whitley said public officials leaving office sometimes steer federal projects to their home states. Whitley called the practice "the Lyndon Johnson syndrome."

He said Texas wound up with the superconducting supercollider project during the presidency of George H.W. Bush, after fierce competition with Illinois.

"FutureGen is research, and whether that (project) goes to Illinois or goes to Texas, the research done there will benefit Illinois coal," he said.

With regard to economic development, Whitley said the state must move away from government-controlled solutions and toward more public-private partnerships.

"In Illinois, we've had a top-down economic development focus the last 30 years ... Some years we've had genuine success, but for the most part, it's been muddling," he said.

To see more of The News-Gazette, or to subscribe to the newspaper, go to http://www.news-gazette.com.

Copyright (c) 2006, The News-Gazette, Champaign-Urbana, Ill.
Distributed by McClatchy-Tribune Business News.
For reprints, email tmsreprints@permissionsgroup.com, call 800-374-7985 or 847-635-6550, send a fax to 847-635-6968, or write to The Permissions Group Inc., 1247 Milwaukee Ave., Suite 303, Glenview, IL 60025, USA.

Unless you're creating and editing high-resolution video, NAS might be all you need.

By
Tom Keating
on September 30, 2006 6:30 AM | | Comments (0)
Unless you're creating and editing high-resolution video, NAS might be all you need.. Check it out:
(www.enterprisestorageforum.com Via Thomson Dialog NewsEdge)
Streaming data technology has become ubiquitous in recent years. Just about everyone from CNN.com to your local cable company uses it. On demand video, music, news broadcasts and security cameras are just a few examples of streaming data.



Since you're likely to run into the technology at some point, it's probably worth a closer look. Let's say you want to set up a streaming server; what are the issues you'll face, and how do you go about determining what to buy and how to configure it?

Once again, we'll begin with the issue of requirements. The requirements for gaining an understanding of streaming data (video or audio) can be complex or simple, depending on a number of factors:

The number of simultaneous users; The required data rate to the users compared to caching for example, MS Windows Media Player and RealPlayer both cache the stream and do not begin playing until enough data is cached to begin playback; Is the data stream real-time, cached or both real-time data might require less of some system resources and more of others than playing back already captured data, and vice versa; Will the playback be sequential for non-real-time data, this will definitely affect storage and file system performance. We can divide much of the common streaming applications into two separate and distinct categories:

High-performance playback and editing, which is used for high-definition streams. This is very uncommon and an example of this type of work is the animation done by the movie industry, especially for animation; and Low-resolution playback or capture the most common type of streaming application, with one of the new areas needed for data capture being security cameras. High-Performance Streaming Architecture

High-performance streaming is much harder to develop an architecture for since the requirements are much greater. The data rates needed for streaming I/O can exceed 30 MB/sec, and multiple streams are active simultaneously. Shared file systems are often used, which require even more complex architectural analysis since multiple systems are accessing the storage system. A number of shared file systems were actually developed in the late 1990s specifically for editing streaming video.

Even with 4Gb Fibre Channel and high-performance storage, the problem is still complex and requires careful attention to file system allocation and tuning, RAID tuning and a myriad of other data path tuning issues.

Luckily for most sites, requirements such as these are uncommon, and people working on this type of problem have years of experience in this area. These environments are often made even more complex because of the need to have massive amounts of data that is maintained by a hierarchical storage management system ( HSM ).

If this is your type of environment, you have a great deal of hard work ahead of you to ensure that your environment can meet the performance requirements. Nothing on the storage horizon is going to make it any easier in the near future, given that file systems and storage devices cannot communicate topological information about the location of the data and file system metadata. This can severely limit the performance of the environment, especially if many large files (most systems of this type only write large files) are being written at the same time, given the inherent file system fragmentation.

The only good news for this type of architecture is that it is not that common except in places like Hollywood and other high-resolution visual environments. Personally, I think working on these types of systems is a lot of fun given the complexity of the problems and the large amount of hardware and specialized software needed to meet the operational requirements.

Lower-Performance Architecture

Creating or developing an architecture for lower-performance/resolution environments is much easier for a number of reasons: the data rates are much lower; most of the applications cache the data, so real-time streaming is not that important; and network latency is very high and the relative performance is low.

Lower rates: For these environments, data rates tend to be in kilobytes rather than in megabytes. When the required data rate is three orders of magnitude less, this simplifies the architecture enormously.

Applications : The applications in these environments are often products like Windows Media Player and RealPlayer. These applications measure the income data rate and cache the data before beginning playback. If the network performance changes, these products stop and wait for the data rate to catch up and begin playback again.

Network latency and performance: In most of these environments, it is all about network latency and bandwidth. If you are streaming video from sites such as Yahoo, CNN and the like, the local bandwidth and latency at these sites is far greater than what you have at home with high-speed cable. The fastest common home network connection I have seen is 5 Mbits/sec. This far exceeds the rate needed to play most visual video streams, but the latency between you and the video stream can be high, especially if what you want to look at is a hot news or sports item. The latency is caused by contention for the video stream and a lack of bandwidth to the outside world from where the data is stored.

Choosing the Right Architecture

Obviously, since high- and low-performance streaming environments are so different, different architectures are needed for each. Using an HPC architecture for a low-performance environment would be overkill, unless the low-performance architecture was so large that an HPC architecture might make sense.

HPC Architecture

For the high-performance architecture, I would be looking at a 4Gb Fibre Channel environment, high-speed RAID controllers, PCI Express -based HBAs , a server with a great deal of memory bandwidth, and a-high performance file system with HSM capabilities.

A number of vendors develop solutions specifically for these types of environments. In the 1990s, both Apple and SGI dominated this market segment, but their domination has waned given the commoditization of everything. Some companies will still pay big bucks to ensure that they can meet their requirements because not getting a movie out on time can cost a lot of money.

Today, companies such as Quantum/ADIC, Sun and a myriad of others provide solutions in this market space. It's not a big market, but it is prestigious.

Low-Performance Architecture

For low performance needs, the first thing I would consider is NAS . Since the problem is all about low-resolution video data, NAS is often the best solution because it is easy to use, configure, maintain and manage. A number of vendors have optimized systems for exactly this type of application, such as Isilon, NetApp and others.

Managing content delivery of streaming data is not that difficult, given the latency, applications and file sizes, because the applications have addressed the network latency. Streaming I/O is not that big a deal over the Internet, and is often a function not of the storage system, but the interface to the Internet. Most NAS devices can handle the requirement without much architectural work, and this is true even for delivery of content within an intranet. The streams just are not that demanding of bandwidth and can be addressed by NAS technology.

On the other hand, editing and creating content is not that easy and requires careful attention to architectural planning and usually high-performance hardware and file systems. All of this might change over time as hardware gets faster and software gets more efficient, but for the time being, that's the way it is.

Henry Newman, a regular Enterprise Storage Forum contributor, is an industry consultant with 26 years experience in high-performance computing and storage. See more articles by Henry Newman .

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The ServerWatch newsletter for Friday, September 29, 2006

By
Tom Keating
on September 30, 2006 6:30 AM | | Comments (0)
The ServerWatch newsletter for Friday, September 29, 2006. Check it out:
(www.serverwatch.com Via Thomson Dialog NewsEdge)
*********************************** ServerWatch Newsletter upt_http://www.serverwatch.com/ Friday, September 29, 2006 **********************************

---------------------- New on ServerWatch ----------------------

1. Virtually Speaking: Management Is the Key September 29, 2006 When it comes to virtualization, bad planning and poor management will merely replace a headache with a toothache.

http://www.serverwatch.com/news/article.php/3634966

------------------------------------------------------------ 2. The Hows and Whys of Server Virtualization September 28, 2006 How does virtualization work, and why is now a good time to check it out?

http://www.serverwatch.com/tutorials/article.php/3634911

------------------------------------------------------------ 3. SMB Space Gets High-End Feature Boost September 28, 2006 There's nothing small about virtualization for the SMB space. Dell's newest systems aim to serve this and other high-end features to the SMB market.



http://www.serverwatch.com/news/article.php/3634861

------------------------------------------------------------ 4. Getting Back to Business September 27, 2006 Security and advanced tools are cool, but day-to-day routines have an even bigger impact on server security and reliability.

http://www.serverwatch.com/tutorials/article.php/3634671

------------------------------------------------------------ 5. Enterprise Unix Roundup: Unix Buzz Defies Prognosis September 27, 2006 The research firms may be reading the end of Unix in their tea leaves, but word on the street says otherwise.

http://www.serverwatch.com/eur/article.php/3634546

------------------------------------------------------------ 6. Linux Developers Reject GPL 3 September 26, 2006 Top Linux kernel developers, Torvalds included, vote version 3 of the GPL a no-go.

http://www.serverwatch.com/news/article.php/3634131

------------------------------------------------------------ 7. Tip of the Trade: DTrace September 26, 2006 DTrace is considered by many to be one of the best features in Solaris 10. The troubleshooting tool is a powerful dynamic tracing utility for observing, debugging and tuning system behavior. The one downside? Its complexity.

http://www.serverwatch.com/tutorials/article.php/3634126

------------------------------------------------------------ 8. Hardware Today: Building an Uninterruptible Data Center September 25, 2006 In the next five years, power failures and power availability limitations may halt data center operations in more than 90 percent of companies. A UPS and a strategy for reducing power output is one way to be in the other 10 percent.

http://www.serverwatch.com/hreviews/article.php/3634071

------------------------------------------------------------ 9. Squid Internet Object Cache vs. InterGate September 25, 2006 Non-Windows proxy servers are a rare breed. Here are two to get you started on your search.

http://www.serverwatch.com/news/article.php/313890_Ext

------------------------------------------------------------ 10. IBM Takes Tape Storage Into Overdrive September 22, 2006 Big Blue adds long-distance disaster recovery and grid tools to its enterprise-class tape system.

http://www.serverwatch.com/news/article.php/3633771

------------------------------------------------------------

--------------------------------- Server Updates ---------------------------------

Updated Mailtraq, a 4 star Mail server, to version 2.9.0.2082. - Sep 29, 2006 http://www.serverwatch.com/stypes/server/index.php/17171

Updated Axigen Mail Server, a 4 star Mail server, to version 1.2.6. - Sep 29, 2006 http://www.serverwatch.com/stypes/server/index.php/17187

Updated Merak Mail Server, a 5 star Mail server, to version 8.5.0-8. - Sep 25, 2006 http://www.serverwatch.com/stypes/server/index.php/16181

Internet.com Corp.

Copyright 2003 Jupitermedia Corp. All rights reserved.
Republication and redistribution of Jupitermeida Corp. content is
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Corp.. Jupitermedia Corp., shall not be liable for any errors
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Copyright 2006 Jupitermedia Corp.

Congress repeals Wright: Love flights anywhere allowed when bill signed as early as next week

By
Tom Keating
on September 30, 2006 6:30 AM | | Comments (0)
Congress repeals Wright: Love flights anywhere allowed when bill signed as early as next week. Check it out:
(Dallas Morning News, The (KRT) Via Thomson Dialog NewsEdge) Sep. 30--WASHINGTON -- Congress approved legislation late Friday to repeal the Wright amendment, potentially resolving a decades-old battle over the role of Dallas Love Field.

The bill to phase out flight restrictions at the Dallas airport cleared the House overwhelmingly in a late-night vote before lawmakers departed for a pre-election recess.

The legislation won passage in the Senate earlier Friday after months of pressure by Texas Sens. Kay Bailey Hutchison and John Cornyn to win over a final detractor, Sen. Patrick Leahy, D-Vt.

President Bush is expected to sign the measure as early as next week.

"It's a great relief to have a final solution," said Rep. Kenny Marchant, R-Coppell, whose district includes Dallas/Fort Worth International Airport. "The fact that none of the parties are completely happy, and all of the parties are relieved to have it over, should be a sign that it's a good agreement."



Still, lawmakers acknowledged that the Wright battle may not be over. North Texas residents and groups that opposed the deal are expected to challenge the legislation in court.

The Wright legislation stalled this summer under criticism over its treatment of federal antitrust laws, and supporters in Congress fought hard for language to help shield the deal from a long court fight.

The legislation will repeal Wright in 2014, implementing a June agreement by the cities of Dallas and Fort Worth, American Airlines, Southwest Airlines and D/FW Airport.

It would immediately allow flights anywhere from Love Field, as long as they first stopped inside the nine-state Wright perimeter.

The agreement would also cut the number of available gates at Love from 32 to 20, part of a plan to compensate for an expected increase in noise, pollution and congestion. Nineteen gates are in use now.

On Congress' last day, the House turned out to be the greatest source of contention over repealing the Wright law.

House members planned to clear their bill under suspension of normal rules, a procedure often used for uncontroversial measures that would prevent lawmakers from offering amendments.

Suspension bills often pass without recorded votes, but objections to the Wright legislation forced proponents to corral the support of two-thirds of those present.

A heated evening debate had opponents sparring over the antitrust issue, while also arguing that residents outside the existing Wright perimeter would be saddled with higher airfares as a result of the deal.

The chairman of the House Judiciary Committee, Rep. James Sensenbrenner, R-Wis., said the bill "will continue vestiges of the Wright amendment" until 2025, when gate arrangements expire under the deal.

In a departure from many congressional debates, supporters and opponents of the Wright agreement weren't split by party affiliation or geography.

Rep. John Conyers of Michigan, the top Democrat on the judiciary committee, argued against a frequent ally, Rep. Eddie Bernice Johnson, D-Dallas, whose district includes Love Field.

Bumper sticker

Mr. Sensenbrenner, recalling the "Don't Mess with Texas" bumper stickers in the House garage, said, "Tonight is one of the nights where we ought to mess with Texas.

"This is the most anti-consumer, anti-free-enterprise bill that has come before this House in a long time," he said.

The debate on the House floor was not expected a day earlier. North Texas lawmakers positioned the legislation to allow it to pass easily.

A tougher fight had been expected in the Senate, where rules and traditions allow a single member the power to block legislation.

By early Thursday afternoon, after House members from North Texas had forged a path for their bill to reach the House floor, the pressure had grown on Ms. Hutchison and Mr. Cornyn.

Efforts in recent weeks to find language that was acceptable to Mr. Leahy and the North Texas parties had failed, even after changing the antitrust language from an explicit to implicit exemption to win over the chairman of the Senate Judiciary Committee, Arlen Specter, R-Pa.

Word came from the Texas senators' staffs later Thursday afternoon that Mr. Leahy could come to an agreement for bringing the Wright bill up under unanimous consent, a procedure used for noncontroversial measures.

The senators and their staffs started working on statements to be read on the Senate floor.

Ms. Hutchison reached out to House members about her progress, e-mailing and talking with Rep. Kay Granger, R-Fort Worth, past midnight and into Friday morning, to ask her to wait for a Senate bill to come to the House to prevent further procedural delays.

By Friday morning, Ms. Hutchison was sitting in a cloakroom off the Senate floor working out how the bill would come up under unanimous consent.

Mr. Leahy had been pushing a wilderness bill to move under unanimous consent, a measure that largely affected Vermont and New Hampshire.

Asked later if she was holding up his bill, Ms. Hutchison smiled. "Why would someone do that?

"Let's just say that we came to an agreement to pass both bills," she said.

The bill passed the Senate in less than a minute just before 1 p.m. Dallas time.

Then Mr. Cornyn and Mr. Leahy engaged in a colloquy, a discussion on the Senate floor that allows lawmakers to share their thinking for the record.

The dialogue does not offer the force of law but gives judges an opportunity to glean congressional intent in a court challenge over the antitrust issue

"Senator Cornyn and I share a concern about providing antitrust immunity to agreements involving private parties," Mr. Leahy said. "While I would prefer greater clarity on this point in the bill, I am pleased that Senator Cornyn and I agree that this is an entirely unique situation, which should not be repeated."

Mr. Cornyn agreed that "the legislation contemplated here should not be a model for any future arrangement.

"In no way can I imagine a situation arising with a set of facts remotely similar to that created in Dallas by the passage of the Wright Amendment," he said.

Mr. Cornyn, who serves on the judiciary committee with Mr. Leahy, said later that ending the impasse was a matter of talking through the details of the Wright law and the uniqueness of the situation.

"We had to explain to him that actually this increased competition rather than decreased competition," Mr. Cornyn said. "That was one of the hard things for people to understand because of the unique nature of the Wright amendment."

Ms. Hutchison, who urged North Texas officials early in the year to come up with a solution, said the Wright legislation took "an inordinate amount of time for a bill that shouldn't have been this complicated."

"I have to say that in my 12 years in the Senate, the hardest thing that I've ever had to explain was the Wright amendment to outside people," she said.

Miller euphoric

Dallas Mayor Laura Miller was euphoric Friday afternoon. She'd feared the Senate would be the bigger obstacle.

Ms. Miller said she was confident the terms of the bill would protect Dallas from losing a court challenge, due to a dedicated North Texas delegation and attorneys who worked around the clock.

"Without the language crafted in the Senate ... we would have a huge problem," Ms. Miller said.

Friday's actions followed a nearly two-year fight over the Wright amendment and Love Field.

In November 2004, Southwest Airlines announced that it would lobby Congress to lift the flight restrictions.

Rep. Jeb Hensarling, R-Dallas, introduced legislation the following May to repeal Wright completely, spurring lawmakers nationwide to pick up the cause to win cheaper flights to and from North Texas.

But Mr. Hensarling decided not to back the compromise agreement, saying he could not support the nation's only congressional mandate on the number of gates at a local airport.

He sat quietly in the back row of the House on Friday evening to watch the debate. He planned to vote against the bill but did not fight the compromise agreement.

Rep. Sam Johnson, R-Plano, who co-sponsored the original Wright repeal legislation with Mr. Hensarling, said the compromise was "not perfect" but still an agreement worthy of support.

Staff writer Emily Ramshaw in Dallas contributed to this report.

E-mail sreddy@dallasnews.com

HOW THE WRIGHT AMENDMENT WOUND UP ON ITS FINAL DESCENT

Key events in the history of the Wright amendment:

1979

In an effort to protect a young Dallas/Fort Worth International Airport from competition at Dallas Love Field, Congress approves the Wright amendment, named for U.S. House Speaker Jim Wright of Fort Worth. The law, which took effect the following year, limits flights from Love Field to airports in Texas and its adjoining four states, but allows commuter planes with 56 seats or fewer to fly farther.

1997

Congress approves the Shelby amendment, adding Alabama, Kansas and Mississippi to the Wright territory.

2000

April: Legend Airlines starts service from its own terminal at Love to Los Angeles and Washington with modified 56-seat jets. Continental Airlines, American Airlines and Delta Air Lines also launch Love service.

December: Legend declares bankruptcy and stops all service. Eventually, American and Delta pull out of Love. Continental remained.

2004

September: Delta announces it will close its D/FW hub, reducing its daily schedule here from 254 nonstop flights to 21.

November: Southwest CEO Gary Kelly says the carrier considered filling some of Delta's void at D/FW, but decided against it. Instead, Mr. Kelly calls for repeal of the Wright law.

D/FW and American express strong support for continuing the Wright limits.

2005

May: U.S. Reps. Jeb Hensarling, R-Dallas, and Sam Johnson, R-Plano, introduce legislation in the House that would fully repeal Wright.

July: Nevada Republican Sen. John Ensign introduces a similar bill in the Senate.

November: Missouri becomes the ninth state outside of Texas that can be served from Love Field, when Sen. Kit Bond, R-Mo., tacks his state onto the Wright perimeter in a transportation-spending bill.

December: Southwest launches new service to St. Louis and Kansas City from Love.

2006

February: Republican Sens. Kay Bailey Hutchison and John Cornyn urge airline and government leaders in North Texas to come up with a compromise to settle the Wright fight.

March: American returns to Love, with service to St. Louis and Kansas City, as well as to Austin and San Antonio.

June: The cities of Dallas and Fort Worth, along with D/FW, Southwest and American, announce a compromise that would allow for immediate through-ticketing and full repeal in 2014.

July: House and Senate committees approve legislation to enact the agreement. But a lobbying effort from the owners of the former Legend terminal, set to be demolished under the deal, draws detractors in Congress. The bills stall over antitrust exemptions.

September: The Senate approves legislation reflecting the North Texas compromise. A vote was set for late Friday in the House.

REPEALING WRIGHT

Once signed into law, legislation approved in the House and Senate on Friday would:

--Immediately allow commercial travel anywhere from Dallas Love Field if planes first stop at an airport in Alabama, Arkansas, Kansas, Louisiana, Mississippi, Missouri, New Mexico, Oklahoma or Texas.

--Permit commercial flights to travel nonstop to any destination in the 50 U.S. states or the District of Columbia, beginning eight years after enactment.

--Direct the city of Dallas to reduce and cap the number of gates at Love Field at no more than 20; the airport now has 32 gates, 19 of which are in use.

SOURCE: Dallas Morning News research

Copyright (c) 2006, The Dallas Morning News
Distributed by McClatchy-Tribune Business News.
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Football: William Hill's decision to close US operation ironic

By
Tom Keating
on September 30, 2006 6:30 AM | | Comments (0)
Football: William Hill's decision to close US operation ironic. Check it out:
(The Birmingham Post Via Thomson Dialog NewsEdge) Despite the advertising campaign for their self-styled 'Gods of Poker' being a bit on the naff side, I like the William Hill poker website. The company has embraced the game by offering decent sign-up bonuses and $1 million prize pools every week. It sponsors a raft of professionals, has a good online poker school and a poker show broadcast on Sky each Wednesday.



Now, William Hill are not doing all of this because they're nice guys - although I'm sure they are - the company is involved in poker and other gaming activities because it wants to make a profit. Few people would contest their absolute right to do so.

The company do not force anyone to play and take a responsible approach towards gaming, so I was disappointed when they became the umpteenth company to effectively close down their US operations earlier this week.

There is a certain irony about internet poker and other gaming activities being actively discouraged in parts of the US.

America was built on free enterprise and its citizens remain justifiably suspicious of politicians and others who pursue actions in the name of the public good. Yet the world's richest, most entrepreneuri ally-focused nation insists on trying to behave like King Canute and prevent people from playing poker and participating in other forms of online gaming.

According to Hill's head honcho, Tom Singer, the fear of arrest prompted the company's decision to abandon the US market following the arrest and subsequent release of executives at Sportingbet and Bet On Sports earlier this year. Peter Dicks, the former chairman of Sportingbet, said he suspected that arrest warrants had been issued for a number of senior executives at companies involved in online poker and gaming.

In view of this, William Hill's decision was entirely understandable. As Mr Singer said: "Why do I need to live with the risk [of arrest] as a William Hill director?" He's absolutely right, yet there is evidence to suggest that the American crackdown on internet betting is set to move up a gear.

America's anti-poker crusade is being led by prosecutors in Louisiana, one of seven states that expressly outlaws online gaming. There is speculation within the gaming industry that the state has 58 arrest warrants ready to be issued should senior executives at internet gambling firms set foot on US soil.

There is further irony in the state of Louisiana's actions. The USA remains home to the world's largest gambling centre. Las Vegas, where the World Series of Poker is contested amid every conceivable gaming activity, contributes billions of tax dollars to the federal government.

But there is an even greater irony in Louisiana law-enforcers trying to prevent people playing poker. The game is a direct descendent of a French game called Poque, a name derived from the French verb pocher, to bluff. The modern form of draw poker originated in the US during the 19th century and became popular on Mississippi steamboats leaving French-speaking New Orleans. That's right: New Orleans in the state of Louisiana.

Copyright 2006 Birmingham Post & Mail Ltd.

FOOD& DRINK: Cafe's a lifestyle choice

By
Tom Keating
on September 30, 2006 6:30 AM | | Comments (0)
FOOD& DRINK: Cafe's a lifestyle choice. Check it out:
(The Birmingham Post Via Thomson Dialog NewsEdge) It is a typical Kings Heath street. Rabbit hutches are piled up outside a pet shop, several sofas peek out of a furniture store and a couple are enjoying a fry up at a greasy spoon across the road.



But there is a hidden gem among these standard array of shops and it has got residents excited.

For those who have bemoaned the rise in charity shops and for the council, which is thinking up a strategy to make Kings Heath "more like Moseley" with a better class of shop, they may be pleasantly surprised that there is hope on the horizon.

Behind some smart iron gates and through a little alleyway off York Road lies Kitchen Garden Cafe - an enterprise set up by two passionate environmentalists keen to add something to this diverse community.

"People seek us out when they come in and tell us this is exactly what Kings Heath needs," says owner Brett Rehling, who gave up his job as an IT manager for Cadbury's to create this cafe and garden shop.

"Within two weeks of opening we were getting 60 to 70 covers and that was without a single bit of advertising. The great thing about Kings Heath and Moseley is that people speak to each other and our business has come from word of mouth," he adds.

Brett, who met his wife Tracey Fletcher while volunteering at Birmingham Friends of the Earth, greets me with a wide smile, keen to show off the huge renovation of this former hardware shop.

He now works at the cafe full time, with Tracey chipping in whenever possible in between working for WWF and caring for their two-year-old son, Sacha.

"This was the old hardware store," he says pointing at the shiny new kitchen where a cheery chef is busy dishing out breakfasts. "And this was an old greenhouse full of rubbish," he says as we walk among the wooden tables. "And over here was Kings Heath's former blacksmiths. When we came, it had been used as a saw mill and was knee deep in sawdust."

It is clear the couple's passion to make such a venture work is reflected in the way they have renovated this old building.

The original brick walls and Victorian windows have been restored, and blue bricks from the former blacksmith's have been used to create a Mediterranean style patio and courtyard.

Chunky wooden tables have been created from scaffolding boards and the chairs and cabinets have been bought from local auctions.

Work from local artists adorn the walls and in the corner a mum and toddler enjoy a quiet moment in the specially created children's play area.

As Brett shows off the building work, Tracey bounds in, keen to explain why the pair decided to embark on this ambitious project.

Both are so enthused, it is soon clear their business is more about creating a sustainable community than it is about making money.

"We want it to be attractive to everyone," says Tracey. "It is a cool place for young people and a nice environment for families."

"When you go to Spain you get restaurants which are like meeting places for families, there is a real mixed bunch of people," Brett chips in.

"Now we have got a child we know what people with young children want - they want to go somewhere other than a Wacky Warehouse," adds Tracey.

The pair are desperate to move away from the chunky cardigan, sandal wearing image an organic cafe might attract and hope the diverse community of Kings Heath will find something here for them.

"It would be the end of the world if the fact we were organic meant we only attracted posh, rich people," says Tracey.

"The cafe dispels two common misconceptions: first, that organic food is an exclusive, over-priced niche market' and second, that organic is boring, all lentil loaves and curd cheese. We wanted to give our customers the opportunity to experience the creativity that is possible with organic, seasonal and local food, at prices they can afford."

But the pair find it difficult to cover costs and overheads without pushing up their prices.

"We are not breaking even yet, and people seem surprised when we tell them that," Tracey explains.

"But we are confident we will get there," Brett adds, as he sets out a vision for evening events from cabaret acts to cheese and wine tasting.

"We are not in the city centre or in Brighton or London - this is Kings Heath and people are not going to spend a lot on lunch. So we have to be very resourceful," he adds.

It is 11am and the cafe is gearing up for what they hope will be a busy lunch. An aroma of tomato soup and marrow fritters flows from the kitchen while a chef's assistant slices thick chunks of fresh organic bread.

The marrow has been taken off a plant grown in the garden, where a variety of plants from olive trees to courgettes are up for sale.

"I always liked food and being a host.

"We used to have a lot of parties, and so we were used to doing it for nothing," says Brett as he explains what made him give up his job for this new competitive world of hospitality.

For Tracey, it was a desire to do more for her local community which prompted the move.

"I started working for WWF eight-and-a-half years ago, which was really fulfilling, but for the last few years it has not been enough for me - I wanted to do something really practical.

"We were doing a regional strategy for WWF, but I wanted to look at what is actually happening in the community - getting real results. I had lots of ambition to have a real sustainable community, have a central meeting point where people can come and relax."

As well as the cafe, the couple have created a small shop and deli selling local foods, such as Fowlers' cheese from Warwickshire and yoghurt from the Dairy House in Herefordshire.

There is also an array of organic veg from a Malvern farm, packs of Tyrrells Crisps, ice-cream from September Dairies in Herefordshire and Frank's hand-made biscuits, also from Herefordshire.

Tracey coaxes me into the garden shop, where everything related to organics can be found.

"I was just fed up of going into garden centres and seeing such a pathetic section on organic gardening," she says.

Everything from bird boxes to organic fertilisers can be found, with both organic and non organic plants scattered around the entrance.

"We wanted to link growing and eating organically," she says.

"We are going to have an apple day soon and next year we hope to stock lots of seeds for the allotment holders around here," she adds.

Their vision had been to find a venue where they could create a community one stop shop, a space for a creche, restaurant and, at one stage, a launderette.

To some it may seem like another, if not attractive looking, cafe. But to them it is a lifestyle they want to share with the rest of Kings Heath.

"We want it to be a community place. In some areas mums meet up in these grim community centres because there is no where else to go," says Tracey. "I hope we have created somewhere attractive for all sorts of people within the community."

Copyright 2006 Birmingham Post & Mail Ltd.

Determina Announces Immediate Availability of Protection from Critical Microsoft Zero-Day Vulnerability

By
Tom Keating
on September 30, 2006 12:33 AM | | Comments (0)
Determina Announces Immediate Availability of Protection from Critical Microsoft Zero-Day Vulnerability. Check it out:
REDWOOD CITY, Calif. --(Business Wire)-- Determina(R) Inc. today announced that it is making a free VPS Shield available for the latest Microsoft zero-day vulnerability announced on September 28, 2006. This vulnerability does not have a vendor patch available, potentially exposing customers to attacks that exploit this zero-day vulnerability.



The previous VPS Shield that Determina produced for the WMF vulnerability was a huge success. Thousands of individuals and enterprises downloaded and deployed the Shield, which can be installed directly onto an affected system without any modifications to critical Windows files, configuration, or functionality. Once the patch is available and the user deploys it on their system, Determina VPS automatically detects the patch and no longer applies the Shield. Determina intends to continue to deliver free shields when there are critical zero-day outbreaks for which there are no patches available.

Determina customers who have the Vulnerability Protection Suite (VPS) are not threatened by these vulnerabilities and have true "zero-day" threat protection from any attacks.

Third-party patches -- yes, there is a difference

Unlike other so called "third-party patches" available from other vendors and researchers, Determina's Shields do not modify any system files or configuration of a system, and do not disable any critical system functionality on the affected system. In some cases, "patches" from other vendors can result in permanent modification to the system, making it hard or impossible to revert back to the original system configuration when the "patch" is removed.

Determina's Shields are also based on the vulnerability itself, and not on any specific attack vector. Therefore, any malware that utilizes these vulnerabilities to infect a system will be stopped, even if the attacker changes the attack. Unlike other attack-oriented security products from other vendors, Determina VPS is the only system that provides customers with true "vulnerability protection" that directly fixes the vulnerability in the code itself.

"Users remain vulnerable to these zero-day vulnerabilities until Microsoft releases a patch. Today's anti-virus and anti-spyware products are already known to be ineffective in preventing attackers from compromising systems using "drive-by" and other techniques -- the signatures simply cannot keep up with the large number of malware variants," said Sandy Wilbourn, VP of Engineering and Customer Support, Determina.

Free downloadable fix available

As reported in a Sept. 28, 2006 Determina Security Advisory, a remote code execution vulnerability exists in the Internet Explorer WebViewFolderIcon ActiveX control that could allow remote attackers to hijack an affected system to execute malicious code or install spyware. Determina's VPS Memory Firewall, by default, protects users against code execution that may result from exploitation of the memory corruption based vulnerabilities reported in this advisory. The full advisory is available at http://www.determina.com/security_center/security_advisories/ securityadvisory_0day_09282.asp. (Due to its length, this URL may need to be copied/pasted into your Internet browser's address field. Remove the extra space if one exists.)

Determina has also released a free, downloadable Shield to the general public. This standalone Shield for Internet Explorer will prevent this critical vulnerability from being exploited until Microsoft is able to issue a patch. Desktop users without proactive protection against vulnerability exploits may consider installing this Shield if they believe they might have exposure to web-based attacks.

The Shield can be downloaded from Determina's Security Research website at http://www.determina.com/security.research/. The Shield applies to all currently known affected versions of Windows. The Shield fixes the flawed code in memory when a vulnerable version of the ActiveX control in Internet Explorer is running, without affecting the installation of the web browser on disk or disabling any browser functionality. It should also not interfere with the installation of a Microsoft patch when one becomes available.

Determina Vulnerability Protection Suite (VPS): Real-Time Vulnerability Protection

Determina VPS' unique ability to protect against 100 percent of critical Windows vulnerabilities has earned positive reviews in leading publications, including InfoWorld, PC Magazine, and Secure Enterprise. The company also received the InfoWorld 2005 Innovators Award for its pioneer work in mitigating critical Windows vulnerabilities.

Unlike attack-oriented security technologies, vulnerability protection offers customers the ability to comprehensively address the security and operational issues around security and patching. The Determina VPS suite offers comprehensive vulnerability protection though its two products: Memory Firewall(TM), which provides proactive, zero-day protection for the most dangerous class of vulnerabilities, and LiveShield(TM), which provides precise vulnerability protection in real-time.

Further product information is available at www.determina.com, and requests for evaluation of Determina VPS may be made at www.determina.com/sales/request_info.html.

About Determina

Determina(R) is a leading provider of proactive host intrusion prevention solutions (HIPS) for servers and desktops based on breakthrough technology developed at M.I.T. Determina Vulnerability Protection Suite(TM) (VPS(TM)) is the only solution to address the root cause of attacks -- the software vulnerabilities themselves. Through this unique approach, it is the only solution for continuous protection from the latest worms, malicious code, and directed attacks, eliminating the need for reactive security patching. VPS consists of two products providing complimentary vulnerability coverage: Memory Firewall(R), which provides proactive, zero-day protection for the most dangerous class of vulnerabilities without the need for updates, and LiveShield(R), which provides precise vulnerability protection in real-time.

Determina is headquartered in Redwood City, CA with development offices in Cambridge, MA. Determina VPS has been rapidly and broadly deployed by enterprise customers in industries demanding the highest level of security and availability.

Oracle joins Itanium Alliance.

By
Tom Keating
on September 30, 2006 12:33 AM | | Comments (0)
Oracle joins Itanium Alliance.. Check it out:
(www.internetnews.com Via Thomson Dialog NewsEdge)
SAN FRANCISCO -- Ten years ago, Unix was all about proprietary chipsets and Unix flavors. Since then, HP, SGI and IBM have ditched their homegrown chips and Unix in favor of the Itanium processor from Intel and Linux.

This migration has picked up steam, with Itanium now accounting for 11.2% of all non-x86 server revenue, according to IDC.

Here at the Intel Developer Forum, the Itanium Solutions Alliance (ISA) held its first Itanium Solutions Summit this week to discuss the growth of Itanium 2-based solutions. There are now 10,000 Itanium applications, doubling the number in the past year.



The newest supporter of the ISA is Oracle . The database software giant announced it will work with the Alliance to certify Oracle software on Itanium platforms. Oracle said it will certify the next major releases of its database and Oracle Fusion middleware across a range of operating systems for Itanium.

For applications that haven't made the move, Transitive has announced QuickTransit, which lets applications native to different operating systems run on Itanium-based systems. The demo at the show featured Solaris applications running natively on an Itanium-based computer.

With Itanium sales in the first half of 2005 up 40 percent over the first half of 2005, Itanium appears to be finding a home after a bumpy start. That was due to misperceptions of what the Itanium was for, said ISA members.

"There was this misconception that the Itanium would be a volume chip and would displace x86 CPUs and that's not the case," said Stephen Howard, director of Enterprise Solution Alliances at HP .

HP recently refreshed its Itanium server offerings with the new dual core Itanium2 9000 chips, which came out in July .

"Although mission critical computing doesn't put out the volume of mass market CPUs, mission critical servers make up more than half the revenue for the total market," added Tony DeVarco, senior manager for global technology partnerships at SGI .

Itanium is finding a home with HP customers who bought SuperDome servers as well as old DEC Alpha customers, a legacy platform that HP inherited with its acquisition of Compaq. SGI, which recently expanded its offerings to include Intel Xeon-based systems, also has a strong Itanium portfolio for customers of its older MIPS-based Origin servers

As part of this migration, HP and SGI offered up parts of their respective Unixes, HP-UX and IRIX, to the open source community. This included real-time support, SGI's XFS file system and numerous other tools and core Unix services.

Internet.com Corp.

Copyright 2003 Jupitermedia Corp. All rights reserved.
Republication and redistribution of Jupitermeida Corp. content is
Expressly prohibited without the prior written consent of Jupitermedia
Corp.. Jupitermedia Corp., shall not be liable for any errors
or delays in the Content, or for any actions taken in reliance thereon.

Copyright 2006 Jupitermedia Corp.

Qenos Selects UNIPOL APC+(TM) for Its Alkatuff Plant

By
Tom Keating
on September 30, 2006 12:33 AM | | Comments (0)
Qenos Selects UNIPOL APC+(TM) for Its Alkatuff Plant. Check it out:
HOUSTON --(Business Wire)-- Qenos Pty Ltd has selected Univation Technologies' Advanced Process Control software (APC+) for use at its Alkatuff plant in Botany, Sydney, Australia.

APC+, a tool specifically engineered for the UNIPOL(R) PE Process, has been proven to improve plant performance by limiting process variability, reducing unplanned downtime, and increasing aim-grade production while maximizing throughput.



"We selected APC+ for implementation in our UNIPOL PE reactor because it's a cost-effective way to significantly improve plant performance while working within our already-existing facility constraints. We expect to start realizing immediate payback when the software becomes operational sometime in the first quarter 2007," said Rod Campbell, Qenos Product Technology Manager.

Univation APC+ software runs on a Microsoft(R) Windows platform for easy integration into already-existing third-party technologies and enterprise resource planning systems. Having already been implemented at many other UNIPOL commercial operations worldwide, the software has been shown to increase production rates by as much as 9%, improve transition efficiency by as much as 35%, and raise on-stream time by up to 2 percentage points. These improvements can translate into millions of dollars in savings yearly.

The Alkatuff plant produces 120 kta of primarily LLDPE for domestic Australian consumption and has been operational since 1992.

Univation Technologies, LLC is the world leader in licensing gas phase polyethylene technology. Univation has comprehensive technology programs focused on the UNIPOL(R) PE gas-phase process, conventional catalysts (UCAT(R) catalysts), and metallocene catalysts (XCAT(R) catalysts and PRODIGY(R) catalysts).

Visit Univation's website for more information at www.univation.com.

Intel layoffs to hit 159 Folsom, Calif., workers

By
Tom Keating
on September 30, 2006 12:32 AM | | Comments (0)
Intel layoffs to hit 159 Folsom, Calif., workers. Check it out:
(Sacramento Bee, The (CA) (KRT) Via Thomson Dialog NewsEdge) Sep. 28--Intel Corp. will lay off 159 workers from its Folsom campus over the next several months, a fraction of roughly 7,000 employees worldwide expected to be let go in the first phase of a major restructuring the company announced last month.



With this wave of layoffs, Intel has accomplished about 70 percent of its goal of paring more than 10,000 people from its global work force by the middle of 2007, said Intel spokeswoman Teri Munger.

Locally, the largest contingent of laid-off workers, 117, comes from Intel's Folsom-based information technology department, which handles the company's internal network operations.

In a letter sent to Folsom and Sacramento County officials Wednesday, Intel human resources manager Matthew Smith said the company has already started informing workers of their fate, but the bulk of the cuts will come Oct. 26.

It's not clear if most of the job cuts in Folsom will come during this phase, or in the first half of 2007, when the remainder of the job reductions are planned.

In the letter, Smith told government officials that the workers can volunteer for immediate separation from the company or look for other work at Intel. But it's uncertain how successful those job searches would be given the company's downsizing efforts.

Those who depart immediately will receive two months of salary, plus additional weeks based on years of service. They also will receive a lump sum to pay for four months of health coverage.

Workers who elect to search for other Intel jobs can receive two months of salary and benefits during their job hunt. If they don't find work in two months, they will be terminated and receive additional weeks of pay based on years of service.

Those positions -- which range from hourly workers to management -- pay between $45,000 and $120,000 a year, said Peter Finn, who left Intel in August to form his own IT consulting firm, Gold Rush Media.

Finn said he expected many of the workers would have to leave the region to find comparable work. "There's really only 10 or 15 decent (IT) jobs that open up here every month," he said. "One of the reasons I left Intel early is that I didn't want to be in a pool competing for a finite number of jobs."

Oleg Kaganovich, chief executive of the Sacramento Area Regional Technology Alliance, said he expected the most skilled Intel workers will be able to land jobs in the area.

"There are a lot of companies that are always looking for good people," he said. "If they see someone they can add to their staff that will bring immediate value, there's no reason not to bring them on board."

While IT operations take the biggest hit, others are affected, too.

Folsom's digital enterprise group will shed 31 jobs between now and October 2007. Its technology and manufacturing group will cut 10 jobs late next month. Intel Capital, which invests in technology companies, will cut one job on Oct. 13.

The number of cuts is smaller than some had anticipated after Intel's announcement during the summer that it planned to trim 10 percent of its worldwide work force as it sought to reverse disappointing financial results and fight off challenges from Silicon Valley rival Advanced Micro Devices Inc.

"Any reduction is an important issue, and we feel for the workers and their families," said Joe Luchi, Folsom's economic development director. "Fortunately the number isn't bigger."

While the most recent cuts are the largest Intel has announced, they aren't the only jobs that have been eliminated from Folsom this year.

In July the company laid off 1,000 managers worldwide including an estimated 77 in Folsom. In late June it sold a division that makes chips for cellular phones to Marvell Technology Group of Santa Clara for $600 million. Intel would not disclose the number of Folsom employees in that unit, but it's estimated to be more than 100. Marvell was expected to keep the majority of those workers in a new office it is opening in the region.

And earlier this month it sold a piece of its optical networking division that employed 125 workers, including an undisclosed number in Folsom.

To see more of The Sacramento Bee, or to subscribe to the newspaper, go to http://www.sacbee.com.

Copyright (c) 2006, The Sacramento Bee, Calif.
Distributed by McClatchy-Tribune Business News.
For reprints, email tmsreprints@permissionsgroup.com, call 800-374-7985 or 847-635-6550, send a fax to 847-635-6968, or write to The Permissions Group Inc., 1247 Milwaukee Ave., Suite 303, Glenview, IL 60025, USA.

Bank targets Hispanic customers

By
Tom Keating
on September 30, 2006 12:32 AM | | Comments (0)
Bank targets Hispanic customers. Check it out:
(High Point Enterprise (NC) (KRT) Via Thomson Dialog NewsEdge) Sep. 29--ASHEBORO -- "Bienvenidos al Primero Banco de Asheboro" is what customers may hear when First Bank's first Hispanic branch opens.

First Bank Executive Vice President Anna Hollers is in charge of planning the new bank. Hollers said bank officials are converting documentation and procedures into Spanish and finding the right people to place in positions. The Hispanic bank will be the first in Asheboro and the second in the state. People's Bank opened the first all-Spanish speaking branch in Charlotte. First Bank also is slated to open another Hispanic branch in Montgomery County at the same time as the Asheboro branch.



"We've been talking about it all this year," Hollers said. The new branch will be staffed by people who speak Spanish. Those employed will be able to speak English as well. Randolph Community College Small Business Center Director Victor Dau said the bank is an ideal opportunity not just for the Hispanic community, but for everyone.

"We all need to work together. We are one community with smaller units," Dau said.

According to Hollers, the growth of the Latino/Hispanic population in recent years will continue and prompted First Bank to open the new branches.

"The bank will serve the Hispanic population and perhaps make them more 'bankable,'" Dau said, adding the community can use the banking services and help Hispanic businesses financially. "We felt it would be a natural fit. There is already (Hispanic) industry and community in the area," Hollers said.

The bank will be on N. Fayetteville Street in Asheboro in an existing building. There are Hispanic tiendas, or stores, and churches near the location. Educational and cultural training seminars will be provided to First Bank staff prior to the bank's opening, which will be sometime at the end of this year.

To see more of the High Point Enterprise, or to subscribe to the newspaper, go to http://www.hpe.com.

Copyright (c) 2006, High Point Enterprise, N.C.
Distributed by McClatchy-Tribune Business News.
For reprints, email tmsreprints@permissionsgroup.com, call 800-374-7985 or 847-635-6550, send a fax to 847-635-6968, or write to The Permissions Group Inc., 1247 Milwaukee Ave., Suite 303, Glenview, IL 60025, USA.

Mingkwanwill be hard act to follow: MCOT shares down 28.75% since coup

By
Tom Keating
on September 30, 2006 12:32 AM | | Comments (0)
Mingkwanwill be hard act to follow: MCOT shares down 28.75% since coup. Check it out:
(Bangkok Post (Thailand) (KRT) Via Thomson Dialog NewsEdge) Sep. 29--The successor to Mingkwan Saengsuwan, the former president of the SET-listed broadcaster MCOT Plc, will be under pressure to restore investor and employee confidence in the company, analysts say.



Mr Mingkwan and the MCOT board members announced their resignations on Tuesday. They acted in order to accept responsibility for the airing of a state of emergency declaration by former prime minister Thaksin Shinawatra on MCOT's Channel 9, hours before he was ousted by the military on Sept 19.

On Tuesday, MCOT shares on the Stock Exchange of Thailand dropped 4.3 percent to 33.50 baht, as reports of the resignations spread. They plunged a further 11.9 percent on Wednesday before steadying yesterday to close unchanged at 29.50 baht, in trade worth 523.5 million baht. The shares had been at 40 baht the day of the coup and had traded in a range of 37.75 to 40.50 baht since the start of August.

The analysts said it was clear that in investors' minds, Mr Mingkwan had a strong influence over MCOT.

He left Toyota (Thailand) in 2002 to take the top position at the state-run organisation, where he proceeded to make dramatic and successful changes.

In Mr Mingkwan's first four-year term (2002-05), he successfully privatised MCOT, listing it on the stock exchange in late 2004. He also transformed Channel 9 into Modern 9 TV, as well as adopting a niche market strategy for a knowledge-based society.

Television revenue increased by 145 percent and radio revenue by 71 percent. At the same time, the company's total revenue grew by 86 percent and net profit by 48 percent.

An analyst from SCB Securities said Mr Mingkwan was unlikely to return to his job in the future as MCOT was the only channel that had broadcast Mr Thaksin's announcement on the night of the coup.

They agreed that his resignation would have a short-term impact on the company and may affect its business strategy. However, thanks to its strong business foundations, MCOT would not suffer in the long run.

"In the long term, if the new president of MCOT continues with existing business policy, there will be no effects," an analyst at KGI Securities said in a report.

An analyst at Sicco Securities Plc said Mr Mingkwan had a strong leadership image at MCOT and his successor would have to work hard to make the same impression. But the new president should not throw away the current business model laid down by Mr Mingkwan, because it worked well, said analysts.

Patchara Sarapimpa, the president of the state enterprise labour union of MCOT, accepted that the former president's working performance was outstanding. The successor was expected to be as good as Mr Mingkwan.

"As employees, we will not be involved in the selection process of the new president. But we would love to see that our leader is a competent and honest person. As a communication organisation, good communication is important because we have a responsibility to the public," said Mr Patchara.

He explained it would likely take two or three months to appoint a new president.

As a state enterprise under the Office of the Prime Minister, the newly appointed board will be in charge of the selection process, unfortunately, it has to wait until the country has an interim government.

Wasin Teyateeti, president of Media Intelligence Co, a media agency, was still wondering whether the new president would be able to run MCOT as well as Mr Mingkwan. Channel 9 had become more popular among audiences thanks to his skilful management, he added.

Analysts were also concerned that the station's revenue would drop in line with advertising spending by government departments, a major source of MCOT's revenue for years, accounting for 30-35 percent of total revenue.

Analysts said the interim government was unlikely to spend much on advertising.

According to Nielsen Media Research, among the six free TV stations, government departments spent the most advertising money through Channel 9, at 547 million baht in the first eight months of the year, followed by Channel 5 at 339 million and Channel 11 at 219 million baht.

To see more of the Bangkok Post, or to subscribe to the newspaper, go to http://www.bangkokpost.com.

Copyright (c) 2006, Bangkok Post, Thailand
Distributed by McClatchy-Tribune Business News.
For reprints, email tmsreprints@permissionsgroup.com, call 800-374-7985 or 847-635-6550, send a fax to 847-635-6968, or write to The Permissions Group Inc., 1247 Milwaukee Ave., Suite 303, Glenview, IL 60025, USA.

CAT bid procedure questioned: Relaxed terms could favour Huawei

By
Tom Keating
on September 30, 2006 12:32 AM | | Comments (0)
CAT bid procedure questioned: Relaxed terms could favour Huawei. Check it out:
(Bangkok Post (Thailand) (KRT) Via Thomson Dialog NewsEdge) Sep. 29--CAT Telecom has called bids for three transmission infrastructure projects worth a total of 3.3 billion baht without setting conditions of past performance.

A source at the state enterprise said CAT had hastily sold terms of reference documents to bidders on Wednesday for fibre-optic networks linking all regions of the country and worth 2.2 billion baht, an automatic switching optical network worth 606 million, and a next-generation network (NGN) project worth 500 million baht.



The documents did not call for past performance records, such as in SDH transmission and fibre-optic projects, as a requirement for bidders, which has been standard procedure in the past.

Some bidders interpreted the move as an attempt by CAT to allow the Chinese telecom giant Huawei to enter the bids.

Huawei was the only bidder that did not have SDH (synchronous digital hierarchy) or fibre-optic project experience in Thailand, the source said.

The Chinese company last year won the contract to build a nationwide CDMA mobile phone network for CAT, involving 1,600 base stations, with a bid of 7.2 billion baht bid through an electronic auction.

Rival bidders at the time questioned the technical specifications and low price, which was almost half the amount quoted in earlier bids that were later annulled.

The source said that if Huawei won new bids by cutting prices, or if the terms was later amended to avoid fines for late completion, it would only damage CAT's reputation further.

Hutchison CAT Multi Media, the 75:25 joint venture of Hong Kong's Hutchison Telecom and CAT Telecom that provides the Hutch mobile-phone service, is currently being investigated by the Office of the Auditor-General.

Another source said that CAT's new board, chaired by Kraisorn Pornsuthee, the permanent secretary of the Information and Communications Technology Ministry, had agreed to waive fines for Huawei's late delivery of 800 base stations in Phase 1 of the CDMA project.

The contract terms allow CAT to fine the company 90 million baht a day for late delivery.

Huawei delivered 800 base stations 42 days after the Jan 26, 2006 deadline. It cited flooding in several northern provinces, as well as unrest in the South as reasons. CAT board members reportedly disagree over whether Huawei should be fined. However, the latest meeting concluded not to impose fines, the source said.

The source said that Huawei had established strong connections with the former Thaksin government because it had constructed Advanced Info Service's mobile-phone prepaid-service network. It also offered to create the network first and bill later in accordance with the number of users.

To see more of the Bangkok Post, or to subscribe to the newspaper, go to http://www.bangkokpost.com.

Copyright (c) 2006, Bangkok Post, Thailand
Distributed by McClatchy-Tribune Business News.
For reprints, email tmsreprints@permissionsgroup.com, call 800-374-7985 or 847-635-6550, send a fax to 847-635-6968, or write to The Permissions Group Inc., 1247 Milwaukee Ave., Suite 303, Glenview, IL 60025, USA.

Australian independent forges new link with Indonesia

By
Tom Keating
on September 30, 2006 12:32 AM | | Comments (0)
Australian independent forges new link with Indonesia. Check it out:
(Lloyds List Via Thomson Dialog NewsEdge) AN ALLIANCE between two privately owned freight forwarders for door-to-door services between Australia and Indonesia has been welcomed by shipowning, port and rail companies.

Independent Australian enterprise Northline has signed a memorandum of understanding with Mitra Intertrans Forwarding, a subsidiary of Pelayaran Meratus (Meratus Line) in Surabaya.

The alliance hopes to create a A$30m ($20m) market for end-to-end freight forwarding using Darwin and Surabaya as the main ports which will eventually take in points further north in Asia.

It aims to carry project cargo for the mining and energy sectors northward and provide just-in-time transport for Indonesian manufactured exports south.

Northline chief operating officer Phillip Taylor said: 'Many of our existing clients require an end-to-end service throughout Asia, so now Northline can provide that single-supplier service.

'Our focus will be on expediting the freight process between Indonesia and Darwin, then using our national freight network to transport goods throughout Australia.

'This overrides the delays and warehousing costs of shipping through Sydney or Melbourne.'

Though a test run has not been made, Northline head of strategic development Paul Booth told Lloyd's List that times posted by other companies doing a similar job indicated a saving of 10-14 days.

Port of Darwin trade development manager Garry Scanlan said the port was very happy with the development and would do anything it could to help it succeed.

Shipowner Swire, the only other line that serves Darwin, would not comment until meeting the alliance.

Shipping services from southeast Asia to Darwin now take in Singapore (Swire) or Dili (Perkins). Sources familiar with the deal said Meratus was unlikely to be able to spare its own container and breakbulk tonnage due to weight of work on its existing routes.



'We have already started giving quotes and we are talking to a shipping line at the moment about frequency of service,' Mr Booth said.

'A lot of it is dependent on volume coming through. As volumes increase we hope to gain the frequency and more of a direct service between Darwin and Surabaya.'

Though Northline recently retreated from rail, now carrying only 10% of its goods by train, rail company Freight- Link was keen to see the alliance succeed.

Freightlink chief executive John Fullerton said the partners should be congratulated on being the first to make this long-talked about move.

Mr Booth said: 'We have met with FreightLink... and been assured that we will be offered some good rates for full container load cargo straight through on the rail.'

Northline said it expected opportunities for the international freight forwarding alliance to include:

- A mining and resources supply base in Darwin to service mines in Indonesia and beyond.

- A reliable import hub for products manufactured in Indonesia, with onward distribution to all Australian markets on a 'just in time' basis.

- Reverse logistics, especially for equipment maintenance and repairs from Indonesian mines.

Northline is completing construction of a A$4m, 4,000 sq m distribution centre in Darwin in addition to its existing 10,000 sq m of contract logistics warehousing.

Copyright 2006 Informa Martime Trade and Transport

Foundation investors speak on sentencing of execs: Ex-president, ex-counsel were convicted of fraud

By
Tom Keating
on September 30, 2006 12:32 AM | | Comments (0)
Foundation investors speak on sentencing of execs: Ex-president, ex-counsel were convicted of fraud. Check it out:
(Tribune, The (Mesa, AZ) (KRT) Via Thomson Dialog NewsEdge) Sep. 29--The investors of the bankrupt Baptist Foundation of Arizona all suffered financial losses, but on Thursday, they were divided by the sentiments they had for the men convicted of defrauding them.



The victims of the scandal came from all over Arizona to a downtown Phoenix auditorium to tell Maricopa County Superior Court Judge Kenneth Fields of the impact the loss had on their lives and to recommend a sentence for William Crotts, the foundation's former president, and Thomas Grabinski, its former general counsel.

"These men have damaged a lot of lives and ruined a lot of lives," said Patricia Srader of Sonoita, who invested more than $1 million into the foundation.

Srader and her husband eventually got back 70 percent of their loss, as did most of the 13,000 investors who lost an estimated $500 million to $600 million when the foundation collapsed in November 1999.

Crotts, 61, and Grabinski, 46, sat at the front of the auditorium, where about 100 investors -- most of them elderly--could see the live feed of the proceedings on three giant screens suspended from the ceiling.

Mesa resident Clara Jo Ziervogel, a former foundation employee who was fired, said she lost a nominal amount of money, but she once believed in the organization and had persuaded friends and family to invest significant amounts.

"I have had to overcome a significant amount of guilt," Ziervogel said.

But Barbara Secrest, a friend of the defendants who invested about $50,000 in the foundation, said it would be a waste of taxpayer money to incarcerate the men, who are facing prison terms of six to 86 years.

"We feel we're a victim of the state of Arizona," she said.

She believes that if the state hadn't shut down the organization, then all of investors would have all of their money today.

By lunch recess, 21 of the 34 investors -- including family members of the defendants -- had taken the podium.

The nonprofit Baptist Foundation of Arizona was founded in 1948 to raise money for Southern Baptist causes, such as building churches.

Prosecutor Donald Conrad alleged in court that the group's sales pitch was based on religious faith, and investors were told the nonprofit was solvent, even though Crotts and Grabinski knew it was losing millions of dollars.

In July, a jury found each man guilty of three counts of fraud and one count of knowingly conducting an illegal enterprise, but acquitted each of 23 counts of theft.

Fields is expected to impose sentences today.

Copyright (c) 2006, The Tribune, Mesa, Ariz.
Distributed by McClatchy-Tribune Business News.
For reprints, email tmsreprints@permissionsgroup.com, call 800-374-7985 or 847-635-6550, send a fax to 847-635-6968, or write to The Permissions Group Inc., 1247 Milwaukee Ave., Suite 303, Glenview, IL 60025, USA.

OnLine Distribution and Symbol Technologies celebrate four years of partnership

By
Tom Keating
on September 30, 2006 12:32 AM | | Comments (0)
OnLine Distribution and Symbol Technologies celebrate four years of partnership. Check it out:
(Al Bawaba Via Thomson Dialog NewsEdge) Symbol Technologies, Inc. (NYSE:SBL), the enterprise mobility company, and its value added networking distributor, Online Distribution, have registered substantial business success in the region and will continue to work together to offer end to end networking solutions across the Middle East.



The Symbol distributorship agreement enables Online to be a Symbol channel partner that qualifies to provide complete value-added services to resellers. These services include finance, logistics, sales, marketing, configuration, technical support and professional services in support of Symbol products.

"We are proud of what we have achieved with Online Distribution in the region over the past four years," said Tarek Hassaniyeh, sales manager, Symbol Technologies Middle East and Africa. "This demonstrates our shared commitment to improving our partner relationships, and to creating a market opportunity through partner collaboration. We believe in a value driven channel strategy and Online Distribution shares our corporate vision." As a result of a successful partnership in Europe, Middle East and Africa, Symbol extended the agreement to cover the Indian Sub-Continent (ISC) countries of Sri Lanka, Bangladesh, Pakistan and Nepal in March this year.

"The relationship with Symbol is a critical part of Onlines future," explained Keith G Rich, managing director, Online Distribution. "Symbol is the brand leader in enterprise mobility, and we look forward to leveraging their experience and skills in delivering world class solutions to our resellers." About Online Distribution: OnLine Distribution Ltd. is a value-added distributor for data networking products and services covering the Middle East, Western Asia and North Africa. It is a subsidiary of Datatec, an international networking and IT services group.

Based in the Jebel Ali Free Trade Zone of Dubai, the company has stocking locations and offices in both Jebel Ali and Riyadh, Saudi Arabia. It provides its partners with technical expertise, network design solutions, logistics and sales support for all its vendors, as well as their large inventory of products.

About Symbol: Symbol Technologies, Inc., The Enterprise Mobility Company, is a recognized worldwide leader in enterprise mobility, delivering products and solutions that capture, move and manage information in real time to and from the point of business activity. Symbol enterprise mobility solutions integrate advanced data capture products, radio frequency identification technology, mobile computing platforms, wireless infrastructure, mobility software and world-class services programs under the Symbol Enterprise Mobility Services brand. Symbol enterprise mobility products and solutions are proven to increase workforce productivity, reduce operating costs, drive operational efficiencies and realize competitive advantages for the world's leading companies.

2006 Al Bawaba (www.albawaba.com)

Copyright 2006 Al-Bawaba.com, Inc.

Satyam stages first cross-border country outage and business continuity operation in Singapore

By
Tom Keating
on September 30, 2006 12:32 AM | | Comments (0)
Satyam stages first cross-border country outage and business continuity operation in Singapore. Check it out:
(Al Bawaba Via Thomson Dialog NewsEdge) Satyam Computer Services Ltd. (NYSE:SAY), the leading global consulting and information technology services company, has completed what is believed to be a first-of-its-kind, cross-border country outage recovery.



Satyam simulated a nationwide outage in India, and revived business operations from its Global Business Continuity and Disaster Recovery Center in Singapore. The exercise showcased Satyams ability to ensure seamless business continuity for its customers, as well as its disaster recovery capabilities. It also highlighted the complex processes involved in an event of such magnitude.

On the morning of September 25, Satyam initiated a three-day mock drill, a simulation of a national disaster that disrupted Satyams business. Network control and command resumed almost instantaneously from Satyams Global Business Continuity and Disaster Recovery site in Singapore.

Additionally, in less than 24 hours, Satyam deployed more than 30 mission-critical engineers to Singapore. The entire exercise was facilitated by the Singaporean Government, which provided pre-approved employment passes for the engineers who were flown in on Singapore Airlines.

"This landmark event is further proof of Satyams commitment to our global customers and their business continuity," said B. Ramalinga Raju, Satyams founder and chairman, who witnessed the drill from Singapore. "It ensures that their businesses will never stop for any issues related to the services that Satyam, as an organisation is providing to them." Raju added: "This initiative and investment are extremely strategic for Satyam. Our demonstration today enables the organisation to leverage the Singapore facility as a new, global offshoring centre outside India. It also places Singapore in an important position with respect to our global operations. We are deeply grateful for the support shown by the Singapore authorities over the last few years to enable this expansion." Upon arriving at the Global Business Continuity and Disaster Recovery Centre (in the Overseas Union Bank Centre) in downtown Singapore, Satyams Hyderabad-based business continuity team connected to the customers network and commenced business via an enhanced bandwidth. The engineers also ensured Satyams capabilities to monitor its network, network security, and exchange and enterprise applications servers. They also assured immediate availability of a secondary monitoring capability, availability of a global help desk, replication of mission-critical associates email boxes, automatic forwarding of transactions to the new server, and availability of business data.

Satyams Global Business Continuity and Disaster Recovery Centre, the only facility of its kind outside India, is validated by the Disaster Recovery Institute of Asia, and enables replication between servers in Hyderabad and Singapore. Data stored within both servers is synchronised every four hours.

"We are very pleased with the support and proactive engagement of the Singaporean government," said Virender Aggarwal, senior vice president and director at Satyam.

"The Economic Development Board, especially, has been a driving force and constant source of support. Singapore is ideally positioned to benefit from the shift we perceive will take place in the back offices of major global multinational and financial corporations, and Satyam is determined to support and benefit from that shift." As Asia Pacific gains momentum as the global innovation hub in the coming years and hence becomes a critical component and one of the main focus areas in Satyams global growth plan, Singapore gains strategic value. Its quality infrastructure, economic and political stability and security make it an ideal hub that can double as a secondary command and control centre for controlling global network operations and ensuring that Satyams customers are serviced seamlessly, in case of business disruption.

About Satyam Computer ServicesSatyam Computer Services Ltd. (NYSE: SAY) is a global IT consulting and services provider, offering a range of expertise aimed at helping customers reengineer and reinvent their businesses to compete successfully in an ever-changing marketplace. More than 28,000* highly skilled professionals in Satyam work onsite, offsite, offshore, and near shore, to provide customized IT solutions for companies in several industries. Satyams ideas and products have resulted in technology-intensive transformations that have met the most stringent international quality standards. Satyam has Development Centers in the USA, the UK, the UAE, Canada, Hungary, Malaysia, Singapore, India, China, Japan, and Australia. These centers serve 469* global companies, of which 156* are Fortune Global 500 and Fortune US 500 corporations. Satyams presence spans 53 countries, across six continents.

*As of March 31, 2006 2006 Al Bawaba (www.albawaba.com)

Copyright 2006 Al-Bawaba.com, Inc.

TMCnet's SIP Week in Review

By
Tom Keating
on September 30, 2006 12:32 AM | | Comments (0)
TMCnet's SIP Week in Review. Check it out:
September is coming to an end, but no need to be sad. October is inching closer, and you know what that means-- time for IT Expo West! INTERNET TELEPHONY Conference & Expo, WEST, the leading VoIP Expo, will be held October 10-13, 2006, in San Diego- this is an event you won't want to miss.


 
This week in SIP news, Patton Electronics and Corp. announced SIPxNano, a new IP-PBX (News - Alert) for businesses with fewer than 30 extensions and designed to bring enterprise quality SIP-based VoIP to SMBs.
 
According to a report by TMCnet's Patrick Barnard, the new services now available via the SIPxNano are a combination of "Patton's NanoServ ultra-compact server technology with a tailored version of Pingtel's (News - Alert) SIPxchange ECS software."
 
CounterPath, provider of SIP-based telephony software solutions, was highlighted this week in an article by TMCnet's Mae Kowalke. Mae spoke with Donovan Jones, the company's President and Chief Operations Officer about Counterpath's happenings over this past year. The conversation covered topics like their headquarters move, their marketing focus shift, recent contracts, and even discussed X-Lite, the company's free SIP softphone. This is what Jones had to say about X-Lite during the conversation: 
 
"This phone is what we consider to be a feature core version because it doesn’t have the ability to brand the interface in terms of changing the look and feel."
 
To read more about what Counterpath is working on and has accomplished CLICK here for the full article.
 
TMC President and Editor-in-Chief Rich Tehrani wrote an interesting article on SIP this week titled, "Quality SIP Trunking Comes to VoIP" In the article, Rich discusses SIP trunking's move to VoIP and details how SIP has changed telephony and added flexibility for IP based operations across the world.
 
Commenting on the enhancements and improvements being made in the SIP trunking world, Rich wrote:
 
"But are we at the point where businesses should start adopting SIP? According to Conrad Allenbach and Chris Dunk. They have cracked the SIP trunking quality problem. The two work for Bandtel as Channel Manager and President respectively and in a recent meeting about their service were beaming with more enthusiasm than a parent with a newborn baby. Although they didn’t pass out any cigars they were generous about telling me why their platform is so great."
 
To find out more, read the full article here.
 
Other SIP related news was brought to this week by Samsung and Avaya, who announced the completion of interoperability testing for integrated data, voice and security solutions, products and services targeted at mid-sized enterprises. TMCnet's Anuradha Shukla  reported, "The companies have created an intelligent business solution for mid-sized enterprises by combining Samsung's Ubigate iBG and the Avaya (News - Alert) Session Initiation Protocol-based IP telephony infrastructure."
 
Using the new combination, companies are able to gain mobility and utilize messaging applications to deliver "a simple and secure high performance solution to the mid-market."
 
"Implementation of the Ubigate iBG series combines with Avaya SIP Enablement Service and Avaya Communications Manager telephony software will allow businesses to gain competitive advantage and keep costs under control," reported Anuradha.
 
Interactive Intelligence (News - Alert) also made SIP-related news this week when they announced their new IP-based predictive dialer, Interaction Dialer.
 
The solution is for contact centers, teleservices firms and collection operations. TMCnet's Susan Campbell wrote, "Now based on the SIP standard, this latest release of Interaction Dialer can operate in an all-software, all-VoIP environment in order to help reduce costs and simplify management. The release includes an all new SIP gateway called Interaction Gateway (News - Alert) which is an application connecting legacy phone trunks (T1s) to VoIP networks."
 
For more from Interactive Intelligence be sure to visit TMCnet's VoIP Contact Center Channel and Contact Center Research.
 
SIP's not just in the news this week either, check out the latest SIP-related Blogging happening on TMCnet:
 
 
That's all for this week. More next week as IT Expo nears, and SIP news keeps on coming.
 
Want SIP at IT Expo?
Attend the SIP Workshop to see what all the buzz is about!
 
More SIP:
 
-----
 
Stefania Viscusi is an established writer and avid reader. To see more of her articles, please visit Stefania Viscusi’s columnist page.

Economy: American contagion?

By
Tom Keating
on September 30, 2006 12:32 AM | | Comments (0)
Economy: American contagion?. Check it out:
(Business Asia Via Thomson Dialog NewsEdge) South Koreas economy is more vulnerable than it appears to a US slowdown

South Koreas relations with the US have been looking increasingly fraught recently, what with differences of opinion over how to handle North Korea, planned changes in military procedures and the difficulties of negotiating a bilateral free-trade agreement. But the prospect of a sharp slowdown in the US economy next year also deserves to be a concern for Seoul, especially since South Korea is in some ways less well equipped to take such an event in its stride than neighbouring Japan, with which it competes directly in many major export sectors.



The Economist Intelligence Unit recently lowered its forecast for US GDP growth in 2007, to 2.1% (from 2.2% in our previous forecast). This will constitute a considerable weakening in US growth compared with our forecast for 2006, when we expect the US economy to expand by an average of 3.4% despite an expected slowdown in the second half of the year.

At first glance, South Korea has little to worry about. In headline terms, the country is becoming less exposed to the US economy. Although the US remains a key market for South Korean exports, it has been overtaken by China and is now only the second-largest buyer of South Korean goods. Over the past five years, the USs share of South Koreas total exports has steadily declined, to 13.6% in mid-2006 from around 21% in 2001. Meanwhile Chinas share has increased, from 12% in 2001 to 21% today. Indeed, perhaps no other countrys export sector has benefited as directly from Chinas rapid GDP growth as has South Koreas. Chinas booming economy, which is generating enormous import demand, therefore insulates South Koreas export sector to some extent from any fluctuations in US demand. As our core forecast scenario envisages China continuing to grow very rapidly next yearby about 10%, after expected growth of almost 11% in 2006there are convincing reasons to believe that South Koreas supposed immunity to a US slowdown ought to continue.

However, the picture is not quite so simple. Although South Korea sells relatively more of its exports to China and less to the US than does Japanand therefore ought to be more resilient to a US slowdownit is fundamentally less able than Japan to withstand any sort of slowdown in external demand, no matter what the source.

There are several reasons for this. The first is that South Korea currently cannot expect domestic demand to take up the slack in the event of a shock to the external sector. For the past three years domestic demand in the country has grown considerably more slowly than GDP, meaning that the economy in essence has relied on exports to make up the difference. This is quite unlike Japan, where the domestic economy is looking more robust than it has done for many years. As a result, the gap between domestic demand growth and GDP growth in Japan is much smaller than in South Korea, implying that exports are less crucial. (Indeed, exports in Japan, though indirectly playing an important role in stimulating the domestic economy, directly account for only around 14% of GDP, compared to well over 40% for South Korea.) In 2007, just as the US slows, Japanese domestic demand is actually forecast to grow slightly more rapidly than headline GDP; thereafter both should grow at almost identical rates until 2010.

SME wobbles

Why does South Koreas domestic sector look more vulnerable than Japans? One of the key reasons is the difference between the small and medium-sized enterprise (SME) sectors in the two countries. Although both countries are better known overseas for high-profile large manufacturers like Hyundai, Samsung Electronics, Toyota and Sony, SMEs play a pivotal role, for example providing the bulk of employment. Yet whereas Japans economic recovery now looks to be filtering through successfully to the SME sector, South Korean SMEs have been less adept at restructuring. For an illustration of the anaemic condition of South Korean SMEs, consider industrial production: in overall terms this has been rising strongly, often at double-digit rates, for the past year, but industrial production by SMEs alone has not matched this performance, with growth generally limping along at 2% year on year or less.

Weakness in the SME sector, in turn, is likely to have a big negative impact on consumer sentimentparticularly given SMEs importance for employment. The latest national consumer sentiment survey, published by the Korea National Statistical Office, shows that confidence declined for the seventh month in a row in August. The uncertain domestic political situation and security fears in the wake of North Koreas missile launches in July are also likely to have damaged sentiment.

Currency divergence

All this would be less worrying if it werent for the fact that there are also clouds over South Koreas export sector. One of the main concerns for South Korean exporters is the decoupling of the won and the yen. South Korea and Japan compete directly in a number of key export sectors, cars and electronics being just two examples. But whereas the two currencies often move somewhat in sync with each other relative to the US dollar, in the past couple of years there has been a divergence in their trajectories, with the won appreciating sharply against the US dollar as the yen has weakened. This, obviously has made it far more difficult for South Korean exporters to compete with their Japanese counterparts on price. So, for example, Hyundai Motor, South Koreas largest carmaker, reported a 37% drop in second-quarter net profit, partly because of strikes that hit production but also because of the stronger won. Japans Toyota, in contrast, reported a 39% rise in net profit.

None of this disastrous just yet, and the severity of South Koreas difficulties should not be overstated. Our core forecast still envisages domestic demand growth of 3.1% next year and GDP growth of just under 4%considerably higher than in Japan, in fact. Moreover, the country is lucky to be able to continue to rely on strong Chinese demand for its exports. However, were China suddenly to experience some economic upheaval that slowed GDP growth sharply and reduced its appetite for imported goods, then the picture would quickly look much gloomier.

Copyright 2006 Economist Intelligence Unit

Mobile Content and Media Expert, D.P. Venkatesh, to Lead Panel at TiE-DC Event ``In the Crystal Ball: Beyond the Ringtones (Future of Media and Wireless)''

By
Tom Keating
on September 30, 2006 12:32 AM | | Comments (0)
Mobile Content and Media Expert, D.P. Venkatesh, to Lead Panel at TiE-DC Event ``In the Crystal Ball: Beyond the Ringtones (Future of Media and Wireless)''. Check it out:
VIENNA, Va. --(Business Wire)-- mPortal CEO and Founder, D.P. Venkatesh, will lead a panel of all-stars to examine the space and determine what the mobile and media world might look like in the future, on October 3, from 6:30 to 9:00 p.m. at the Sheraton Premier at Tysons Corner. "In the Crystal Ball: Beyond the Ringtones," sponsored by TiE-DC, will assemble executives from Sprint Nextel, Core Capital Partners and other media companies to discuss current and future trends.



With mobile phone penetration reaching two billion people per year, mobile phone technology and its potential have become a hot topic for IT entrepreneurs. But beyond just being cool, how does one make money off of it? And who makes that money? If video killed the radio star, the Internet killed the video star, will wireless kill the Internet star? This is latest in the successful series of forward-looking opportunities for entrepreneurs that examine the unique wireless space: where content is king, distribution is queen, and the interrelationship between the two will provide the keys to the kingdom.

As CEO and Founder of mPortal, a leading enabler of mobile content and applications, Mr. Venkatesh is a well-recognized expert and thought leader on mobile content, wireless operator execution and enhancing the mobile user experience. With more than seventeen years of experience in the telecommunications industry across Wireless, Internet and Media sectors, his roles have varied from executive management to strategic planning and business development.

For more information on or to register for the event, visit: http://guest.cvent.com/EVENTS/Info/Summary.aspx?e=2579da2b-214f-4318- 9804-9efa25e58830 (Due to its length, this URL may need to be copied/pasted into your Internet browser's address field. Remove the extra space if one exists).

About mPortal

mPortal Inc., founded in 2000, enables mobile content and applications for Mobile Network Operators (MNOs), Mobile Virtual Network Operators (MVNOs), Content Providers and Enterprises. mPortal's products and services assist its customers to create, launch, manage, and monetize mobile content and applications across multiple mobile devices and networks. As a total solution provider and strategic partner, mPortal eliminates the complexities involved in launching mobile content and applications. mPortal has offices in the US and India and serves a variety of global customers. mPortal's customers include top tier mobile operators, leading MVNOs, content providers, and Fortune 500 enterprise customers such as Alltel, AOL, Disney Mobile, Mobile ESPN, Reliance Infocomm, TV Guide, Verizon Wireless, and XEROX. For more information, please visit www.mportal.com.

Sweden: Business environment at a glance

By
Tom Keating
on September 30, 2006 12:32 AM | | Comments (0)
Sweden: Business environment at a glance. Check it out:
(EIU Viewswire Via Thomson Dialog NewsEdge) COUNTRY VIEW

FROM THE ECONOMIST INTELLIGENCE UNIT

Policy towards private enterprise and competition

2007-08: State's role in the economy will be reduced. Sale of government's stakes in Scandinavian Airlines, Nordea, TeliaSonera and OMX are planned. Product markets (such as healthcare and education) opened up to private-sector competition.



2009-11: Further moves to liberalise areas of the economy under state control. Greater competition between private and public companies to provide local goods and services.

Policy towards foreign investment

2007-08: Increased drive to attract more foreign investment and to prevent the relocation of company headquarters abroad.

2009-11: Sweden will continue to promote itself as an important hub in the dynamic Baltic Sea region.

Foreign trade and exchange controls

2007-08: Reform of EU common agricultural policy (CAP), with agricultural subsidies decoupled from food production. Imports of Chinese textile products to be fully liberalised from 2008.

2009-11: Agricultural protection will continue, but may diminish slightly as a result of reforms to the CAP.

Taxes

2007-08: Skr37bn (US$5bn) package of income tax cuts for low-income earners. Employers' payroll tax to be halved for employees aged 20-25 and abolished for employees aged under 20. Abolition of wealth tax likely. Reform of property tax.

2009-11: Further reform and possible abolition of property tax, to be replaced with local tax and rise in capital gains tax.

Financing

2007-08: Alliance to introduce measures to encourage venture capital and private-equity industries. Swedish institutions will continue to be a driving force in the consolidation of the region's financial markets.

2009-11: Crossborder consolidation continues. Stockmarket expected to gain in importance as a source of capital.

The labour market

2007-08: Reduction in employers' payroll tax to encourage hiring, particularly of younger workers. Abolition of payroll tax in parts of service sector. Cuts in unemployment benefit. Rise in individual contributions to social insurance schemes.

2009-11: Trade unions will continue to oppose any major reforms to Sweden's traditionally restrictive labour laws. Lower spending on government-funded labour market schemes.

Infrastructure

2007-08: Investment in high-quality infrastructure, especially for information technology (IT) and broadband capability.

2009-11: Government investment in research and development to maintain and even increase the lead in IT infrastructure.

Copyright 2006 Economist Intelligence Unit

Argentina: Business environment at a glance

By
Tom Keating
on September 30, 2006 12:32 AM | | Comments (0)
Argentina: Business environment at a glance. Check it out:
(EIU Viewswire Via Thomson Dialog NewsEdge) COUNTRY VIEW

FROM THE ECONOMIST INTELLIGENCE UNIT

Policy towards private enterprise and competition

2006-07: Contract renegotiations with privatised utilities make slow progress. Further state interventionism through price controls and wage renegotiations. Incentives for investment and subsidised credit lines for local investors.

2008-10: Distortions from interventionist policies impair efforts to restore confidence in institutions and propertyrights.

Policy towards foreign investment

2006-07: Welcoming of foreign investment, tempered by encouragement of increased domestic ownership.

2008-10: As foreign direct investment (FDI) will be critical to long-term growth, policy will focus on broadening inflows.

Foreign trade and exchange controls

2006-07: Targeting of an unofficial exchange rate weaker than Ps3:US$1. Trade policy will be occasionally used as an anti-inflationary tool. Occasional resort to protectionism against Brazil. Control on short-term capital inflows.

2008-10: Emphasis on improving export finance and infrastructure; deepening of subregional integration within the Mercado Comun del Sur (Mercosur, the Southern Cone customs union).

Taxes

2006-07: The system to remain complex. Financial transactions tax and export levies will persist, but rates may be reduced.

2008-10: An increased likelihood that the rates of temporary taxes could be reduced. Although a comprehensive tax reform is unlikely, the government will attempt to change the tax structure towards a major share of direct taxes in tax revenue.



Financing

2006-07: Although lending will recover, the availability of investment finance will be limited.

2008-10: Availability of long-term credit will continue to increase gradually from a low base, but lingering distortions in financial markets will restrain expansion. Slow progress in improving the lending practices of state-owned banks.

The labour market

2006-07: Union influence will inhibit government attempts to curb wage rises, but informal-sector wages to remain low.

2008-10: Dollar cost of labour rises. Possible re-examination of severance costs and payroll taxes. Some skills shortages.

Infrastructure

2006-07: Demand management and state intervention to avert energy shortages. Interim tariff deals struck with utilities.

2008-10: New investments set to improve energy supply and to upgrade export infrastructure.

Copyright 2006 Economist Intelligence Unit

South Korea: Business environment at a glance

By
Tom Keating
on September 30, 2006 12:32 AM | | Comments (0)
South Korea: Business environment at a glance. Check it out:
(EIU Viewswire Via Thomson Dialog NewsEdge) COUNTRY VIEW

FROM THE ECONOMIST INTELLIGENCE UNIT

Policy towards private enterprise and competition

2007-08: The ruling Uri Party pushes for chaebol (conglomerate) reform, but the weakness of its parliamentary position may make it difficult for the party to achieve radical change. The privatisation of banks is completed.

2009-11: Privatisation of utilities, now shelved, may resume.

Policy towards foreign investment

2007-08: A backlash against perceived foreign dominance in the financial sector may lead to non-Korean bidders being disadvantaged in future privatisations in this sector, at least temporarily.

2009-11: Foreign capital will increasingly be accepted as a normal part of economic life.

Foreign trade and exchange controls

2007-08: Free-trade agreement (FTA) negotiations with the US, but differences remain over agriculture in particular; FTA negotiations with Japan continue to struggle, and may even be shelved.

2009-11: Pressure from the US and the EU to remove lingering quasi-subsidies and non-tariff barriers will intensify. China will wield anti-dumping suits.

Taxes

2007-08: Tax breaks are used to assist small- and medium-sized enterprises (SMEs) and start-ups, in particular to encourage job creation. Social security contributions from employers may be raised to fund social welfare programmes.

2009-11: A rapidly ageing society will require increased contributions to the national pension system. Taxes may also have to be raised to fund the urgent upgrading of North Korea's infrastructure and capital stock.

Financing

2007-08: Lending to consumers recovers as the credit-card crunch eases and a wider range of products (such as mortgages) is introduced. SMEs continue to struggle to obtain loans. The chaebol increasingly raise funds overseas.

2009-11: Consolidation and mergers in both banking and non-bank areas will grow. Private-equity funds will emerge as sources of corporate finance. A more sophisticated range of savings vehicles, pensions and insurance will be offered.

The labour market

2007-08: Militant trade unions lose influence but retain their ability to disrupt. Greater protection is afforded to irregular workers, but elsewhere more flexibility in hiring is sought. The five-day working week spreads.

2009-11: A five-day week will become the norm. More women will join and remain in the workforce. Efforts will be made to tackle youth unemployment. The growing availability of North Korean labour will reduce costs for some SMEs.

Infrastructure

2007-08: If the nuclear issue is settled, South Korean firms will become involved in upgrading North Korean infrastructure to galvanise the North's economy and build a transport network for the North-east Asian economic region.

2009-11: Work may begin on the new administrative capital in South Chungcheong province.

Copyright 2006 Economist Intelligence Unit

MultiChoice deal to be built on broad-based shareholder base

By
Tom Keating
on September 30, 2006 12:32 AM | | Comments (0)
MultiChoice deal to be built on broad-based shareholder base. Check it out:
(Business Day (South Africa) Via Thomson Dialog NewsEdge) MultiChoice deal to be built on broad-based shareholder base NASPERS has carried out a black economic empowerment deal through MultiChoice. SA's biggest media group has agreed to sell a 15% stake in the lucrative pay-TV unit to black investors for R2,25bn.



Last night Face to Face's spoke to Gavin Joubert from Coronation Fund Managers and to Koos Bekker from Naspers about the new deal.

Gavin, you're a big fan of Naspers what do you make of this deal? It seems fairly straightforward, and an important step Yes, I think it's a reality of doing business in SA that every big corporate will get a black economic empowerment (BEE) deal done. From the BEE participant's point of view I think the R15bn effective valuation of MultiChoice SA is a very good price. Obviously, for shareholders there is some dilution that would be below what we would value MultiChoice SA at. But we were expecting it, and it's not too far off the dilution that we were expecting. Therefore it doesn't change our view on the company and the share. What do you value MultiChoice SA at? Our valuation for MultiChoice SA, which is where the deal has been done, is just over R22bn or quite substantially ahead of the R15bn. The R15bn includes about 29% of M-Net Supersport and 100% of M-Web SA; but the bulk of that R15bn would be MultiChoice SA so that's about R22bn compared to R15bn. They gave an enterprise value of about R17,5bn as well. Naspers has been very busy with a big deal in Brazil recently, and there have been a few other things besides do you think they are going in the right direction? Yes, their stated strategy is to invest within their core competencies pay-TV, print media and internet within the Bricsa countries that include Brazil, Russia, India, China and sub-Saharan Africa. In those countries typically gross domestic product (GDP) growth rates are far above what you would see in most countries round the world typically with a GDP of about 5%-7% as opposed to about 2%-3% in the developed markets. Advertising spend is growing at a much faster rate in those countries, employment is growing at a faster rate, and so is disposable income. So I think those are good countries to have media exposure to. The key is valuations. With their most recent acquisition in Brazil the valuation was reasonable. I think the strategy of investing in high-growth countries at reasonable multiples will serve shareholders well in the years ahead. Koos, can you tell us a little bit more about the mechanics of the MultiChoice deal? Yes. We have in mind to create a broad-based scheme. We don't want a single mogul but a broad spread of teachers, clerks and ordinary people and hopefully in the tens of thousands. We've set aside 15% of MultiChoice, which was announced today, and hopefully tomorrow you'll hear a similar announcement for Media24. At this stage we intend to sell 15% of all the South African companies. The idea is that we will fund 80% of it by way of preference shares, with the participants funding 20%. So it's going to have a dilutionary effect? Yes, definitely. There is no way you can avoid it. I've just been speaking to Gavin Joubert. He values MultiChoice at R22bn whereas you value it at R15bn with an enterprise value of R17,5bn why the discrepancy? Gavin is more optimistic. He is a highly respected and very experienced commentator, so I ought to be careful. We got Investec to value the companies. Clearly, we want to reach a fair value, one which is fair to the participants entering the deal, but which is also fair to the current investors. Their decision was R15bn which I think is just about fair. If it were too expensive, no one would participate, and if it were too cheap we would be eroding our current investors. Can you tell us about the choice of partner? We want ordinary people as partners, and the happy circumstance in both MultiChoice and what you'll hear tomorrow at Media24 is that both companies are profitable, so we can pay dividends. The idea is that we will pay dividends from day one. We have run three schemes so far the Phuthuma scheme in M-Net in 1995, another one in 1998, and now we have the Welkom scheme in Naspers. All of them closed out in the money, and all of them made, I think, a very good return. One problem we've always experienced is that when you do a scheme and five years elapse at the end of it you find some people have divorced, some have moved and some have died and you've lost contact. So the idea with paying dividends which is quite a novelty is to keep contact with people every year. We have to pay an amount into their accounts, and consequently we need to trace them and connect to their physical address. New entrants have been proposed for the pay-TV arena in SA would you welcome the new competition or would that be a threat? Although MultiChoice has always been fairly competitive, it is not something you need to have because one can see a movie either in a cinema, get it from a video rental shop, or one could wait for free TV. We slot into a distribution chain where we compete against the other members so the competition will be more direct, but it will not really change the architecture of the industry we're in. Gavin, Koos seemed fairly sanguine about competition. Do you think there could be a player who could take a chunk of the subscribers? I think it would be very difficult for a competitor to come in and take a decent chunk. There is room for a second player, but MultiChoice owns the content so it depends on how much regulatory interference there is. The Naspers N shares closed at R122 today, up 1,3%. Do we stay long or should we add here? We would be adding. Summit TV is broadcast each weekday from 7pm to 11pm.

Copyright 2006 Times Media Ltd.. Source: Financial Times Information Limited - Europe Intelligence Wire.

DA seeks 'one-stop' business aid

By
Tom Keating
on September 30, 2006 12:32 AM | | Comments (0)
DA seeks 'one-stop' business aid. Check it out:
(Business Day (South Africa) Via Thomson Dialog NewsEdge) DA seeks 'one-stop' business aid Political Correspondent CAPE TOWN A one-stop shop for enterprise development with a national branch network would go a long way to addressing the institutional duplication and confusion in government services among small businesses, Democratic Alliance (DA) deputy trade and industry spokesman Les Labuschagne said yesterday.



He was speaking on the release of the DA's Helping Small Business policy document which proposes the consolidation of the plethora of existing institutions and services into a single, focused entity.

Small business development is not on track in SA, Labuschagne said at a media briefing. There is a multitude of small business development agencies with limited geographical coverage and mandates that complicate small business development rather than promote it. Institutions operating in this field included the microfinance Apex Fund, Khula Enterprise, the National Empowerment Fund, the Industrial Development Corporation and the Small Enterprise Development Agency (Seda), the only one with an extensive, national footprint.

The problem with government's response is not the range of services it has sought to provide but its lack of success in implementing them, Labus-chagne said. The vast array of small business development institutions out there is daunting. There is no sense that government seeks to co-ordinate, or promote co-operation or proper communication among the various small business development agencies, he said. While the coverage in terms of product or service offerings seem to be fairly comprehensive, they often do not seem to be accessible to people living outside main metropolitan areas and people who do not have access to the internet.

There is room for simplification of the process, for co- ordination and integration, he said.

Government established Seda in an attempt to overcome problems of duplication but this was not the answer. Its offices were often not accessible and it did not appear to offer printed information pamphlets or walk-in services to potential entrepreneurs without an appointment.

Labuschagne said a one-stop shop for enterprise development with broad geographical representation could contribute to small business development and the fight against unemployment.

Small businesses were estimated to generate 40% of all new jobs compared with only 10% by the large, established businesses.

The aim of the one-stop shop would be to provide guidance and mentoring, he said. It would recruit potential entrepreneurs to establish small businesses and provide support to them; provide potential entrepreneurs with access to enterprise development services in an integrated manner; and broker access to, and facilitate surety for, enterprise development services, products, and assistance packages.

Labuschagne said the branches should be staffed by trained and qualified enterprise development consultants.

Copyright 2006 Times Media Ltd.. Source: Financial Times Information Limited - Europe Intelligence Wire.

Area is truck country

By
Tom Keating
on September 30, 2006 12:32 AM | | Comments (0)
Area is truck country. Check it out:
(Press-Enterprise, The (Riverside, CA) (KRT) Via Thomson Dialog NewsEdge) Sep. 29--A cooling housing market and soaring gasoline prices took their toll on one of the automotive industry's most profitable branches this year, analysts say.

But sales of pickup trucks, while down this year, have bounced back recently in the Inland region, dealers say, largely because of the recent decline in gas prices.

Marshall Gordon, general sales manager at Toyota of Riverside, said sales of the full-size Tundra pickup truck were off by about 40 percent over the summer compared with the year before.

"But now with the lower gas prices and the incentives we've been offering, sales have picked back up," Gordon said.

Average gas prices nationwide hit record highs in the spring and summer, but since then have fallen about 23 percent, according to the American Automobile Association.

Some analysts blame the fall in pickup sales on the softening housing market, which slowed construction work throughout the country. Nationally, sales of big trucks are down 14 percent this year.

Big trucks account for about 25 percent of all sales at General Motors, 27 percent at Ford and 17 percent at DaimlerChrysler AG's Chrysler. For Toyota, big trucks make up about 4.6 percent of total sales.

A recent report by an analyst at Credit Suisse in New York found that the strength of nation's home-resale market moves in step with full-size pickup sales. Home resales account for about 85 percent of all residential sales in the country, and when those sales rise, pickups sales rise as well, analyst Chris Ceraso wrote.



Home resales dropped nearly 13 percent last month compared with August 2005, the National Association of Realtors said this week, and the Commerce Department reported new-home sales in the Western states were down 17 percent.

Over the past three months, trucks in Southern California sold at the same rate as those in the rest of the country, said Tom Libby, an analyst with J.D. Power & Associates' Power Information Network. The group tracks how long a vehicle sits on a dealership lot before being purchased. In Southern California, the average was three months.

Still, Inland dealers say the region is different.

"The Inland Empire has been a little bit resilient to the real estate slowdown," said Nick DePasquale, general manager at Fairview Ford in San Bernardino. He said the region tends to lead the country in truck sales.

"This is a big truck community, so a lot of people bought trucks in spite of the gas prices," he said.

DePasquale said during the peak gas prices, pickup sales were off about 25 percent from the previous year. However, he said fleet sales remained the same.

"Some of the big clients don't have any choice -- they have to buy work trucks," he said.

Bill Hatfield, owner of Hatfield Buick and GMC Truck in Redlands, said pickup sales remained steady despite the higher summer gas prices.

"There is a love affair with trucks in California," he said.

Bloomberg News contributed to this report.

To see more of The Press-Enterprise, or to subscribe to the newspaper, go to http://www.PE.com.

Copyright (c) 2006, The Press-Enterprise, Riverside, Calif.
Distributed by McClatchy-Tribune Business News.
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Boeing bolsters India operations

By
Tom Keating
on September 30, 2006 12:31 AM | | Comments (0)
Boeing bolsters India operations. Check it out:
(Financial Express Via Thomson Dialog NewsEdge) Looking at the fast expanding Indian market, Boeing has decided to strengthen its presence by appointing two additional senior executives here. The company announced the appointments of two senior executives to a newly expanded enterprise-wide management team to be based in Boeing's New Delhi office. "The responsibility of this team would be to manage Boeing's current industry partnerships, strengthen its ability to pursue new business opportunities, and establish closer ties with government and industry groups here. India is a priority market for Boeing," said Boeing chairman, president and CEO Jim McNerney. Larry Coughlin has been named managing director of India Operations, Boeing Commercial Airplanes and will be responsible for coordinating and integrating in-country operations to strengthen the growing partnership between Boeing and India's civil aviation industry. Mike Devers has been appointed vice-president India Operations, Integrated Defence Systems. He will report to Mark Kronenberg, vice-president, Asia-Pacific, Integrated Defence Systems. He will be responsible for overseeing India strategy and business development activities. "The people we selected to lead our presence in India and drive our business are talented professionals with proven track records for generating results," McNerney said adding, "We have a solid business plan and a long-term view of the market. With this approach we are going to create even greater value for Boeing and our customers and partners in India." Apart from these, Anil Shrikhande, vice-president of Boeing International and president of Boeing India, will continue to be responsible for coordinating the company's enterprise-wide business strategy and in-country Boeing activities, according to an official release. Boeing is the world's leading aerospace company and the largest manufacturer of commercial jetliners and military aircraft. The company also manufactures rotorcraft, electronic and defense systems, missiles, satellites, launch vehicles and advanced information and communication systems.



Copyright 2006 The Indian Express Online Media Ltd.. Source: Financial Times Information Limited.

What About Selling Real Estate at Auction?

By
Tom Keating
on September 30, 2006 12:31 AM | | Comments (0)
What About Selling Real Estate at Auction?. Check it out:
From 2004 to 2005, residential real estate auction sales grew 8.4 percent

(EMAILWIRE.COM, September 29, 2006 ) By Frank T. Pietrzak -- Pleasant Valley, NY -- Property owners have many decisions to make when planning to sell their assets. One option more sellers are choosing these days is the auction method. In fact, according to an ongoing MORPACE International study commissioned by the National Auctioneers Association, revenue increases in all three primary real estate auction categories were reported for last year.



From 2004 to 2005, residential real estate auction sales grew 8.4 percent, land and agricultural auctions grew 7.0 percent, and commercial and industrial auctions grew 4.9 percent. Residential real estate is still on the rise, increasing 4.4 percent for the first half of 2006, with no signs of a slowdown.

As a result of this steady growth, real estate has become a sizeable source of revenue for the auctioneering industry. According to the MORPACE study, between 2003 and 2005, real estate auctions comprised 22.3 percent of total revenue, second only to automobile auctions, which comprised 37.8 percent of total revenue. According to Susan A. Doyle, principle broker of Absolute Auctions and Realty, Inc. (AAR) of Pleasant Valley, New York, which brokers the largest number of real estate auctions in New York State each year, I see this percentage rising even more in the near future. Our offices have received an increasing number of phone calls over the past few months from property owners looking to sell via the auction method. These people are informed, prepared, and motivated to sell.

What is it about the auction method that attracts so many sellers? The most obvious benefit is the no commission guarantee offered by many auctioneers. By earning their profit on the buyer side of the transaction via a buyers premium, the auctioneer is able to offer their client a no-commission sale. A buyers premium is a percentage of the high bid (often 10%) that is added onto the high bid once the bidding ends. The high bid plus the buyers premium then becomes the official sale price of the property.

The other highly attractive feature for sellers is the no-contingencies contract. Both the seller and the buyer execute the contract immediately after the auction. This, coupled with the fact that the buyer has already posted a first downpayment with the Auctioneer during registration and will fund a second downpayment within 48 hours of the auction, gives the seller peace of mind that the sale will proceed efficiently, free from the last-minute negotiations that typically delay a sale. Conversely, the buyer is guaranteed a property free of liens and encumbrances at closing. Once the contract is executed, the closing process is the same for auction as it is for private-treaty brokering, except that the auction closing timeframe is considerably shorter, usually 60 days or less. What differs most between auction and private-treaty is the method of arriving at the purchase price.

This difference in methodology emphasizes a benefit unique to the auction processthe opportunity to have all interested players competing at the same time. The average real estate auction takes about six minutesits pretty hard to beat that level of intensity, notes Robert A. Doyle, AARs principle auctioneer. Its also mutually beneficial for sellers and buyers. Sellers know their property will sell on a specific date at a specific time, and buyers dont have to guess at how much to offer. They simply bid one increment higher than the last person, and once the bidding stops, the highest bidder has arrived at the fair market value for that property on that day. Its really the purest form of free enterprise.

Once a property owner has decided to sell at auction, he or she usually chooses one of two formats: a subject to confirmation auction, in which the seller sets a reserve to establish a minimum selling price, or an absolute auction, in which the property is offered to the highest bidder regardless of price. Though it seems an absolute auction would be disadvantageous to a seller, Susan Doyle explains, In reality, it tends to draw a large crowd looking for a steal. Thats an ideal atmosphere for our client, because bidders compete more enthusiastically when a property is selling absolute. At the end of the day, the seriously interested buyers who have done their homework will always ensure market value is reached.

The best candidates for real estate auction are motivated sellers who owe less on their property than what the current market is expected to pay. Of course, condition, location and amenities are also significant factors. On the other side of the transaction, the ideal buyer is one who prequalifies for financing, reviews all of the property information provided by the auctioneer, has all third-party testing done prior to auction, and is prepared to fund the downpayments in accordance with the terms of the auction.

In the end, real estate at auction is appealing because it is a win-win opportunity for sellers and buyers. The condensed timeframe, the no-contingencies contract and the assurance of fair market value create an environment of temporal and financial efficiency that benefits everyone involved.

Published by ASMarketingCenter.com a division of http://www.auctionservices.com and the http://www.nationalauctionlist.com.

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Strategies for Nigerian SMEs to Grow Economy - Prof. Chibundu

By
Tom Keating
on September 30, 2006 12:31 AM | | Comments (0)
Strategies for Nigerian SMEs to Grow Economy - Prof. Chibundu. Check it out:
(Vanguard (Nigeria) Via Thomson Dialog NewsEdge) Director NISER and Chairman Consultancy Committee, Nigerian Association of Small and Medium Enterprises (NASME), Sir (Prof.) Enmmanuel Chibundu in this interview with Vanguard identified why Nigerian SMEs are not engine of growth as in other economies, and proffer solutions which he thinks if addressed properly will make Nigerian SMEs catalysts of growth and development.



Excerpts:

On constraints of the Nigerian SMEs:

The role of Small and Medium-Scale Enterprise (SMEs) in the national economy cannot be underestimated. These enterprises are being given increasing policy attention in recent years, particularly in third world countries partly because of growing disappointment with results of development strategies focusing on large scale capital intensive and high import dependent industrial plants. The impact of SMEs is felt in the following ways: Greater utilisation of local raw materials, employment generation, encouragement of rural development, development of entrepreneurship, mobilisation of local savings, linkages with bigger industries, provision of regional balance by spreading investments more evenly, provision of avenue for self-employment and provision of opportunity for training managers and semi-skilled workers.

On the challenges encountered by Nigerian SMEs

He said: "The fact that has emerged from the appraisal of the various past and policy initiatives on the promotion of SMEs in Nigeria is that although finance is a major constraint to the development of SMEs in Nigeria, it is by no means the only or most important constraint. The effective utilisation of substantial financial resources provided under the various past programmes, was constrained by such factors as lack of adequate entrepreneurship and managerial skills as well as absence of the enabling environment for investment in small and medium scale industries."

On constrained access to money and capital markets

The banking sector tends to be lukewarm in meeting the credit requirements of SMEs. This is because project proposals are poorly prepared, financial documentation and inadequate collateral are not provided, as well as the inability of the promoters of SME projects to raise the required equity contribution.

Moreover, the banks regard many SMEs as high risk ventures because of absence of succession plan in the event of the death of the proprietor. As a result, working capital is still a major constraint on production, as most SMEs are restricted to funds from family members and friends and are therefore unable to respond to unanticipated challenges in a timely manner. More worrisome is SMEs' inability to adequately tap available finance from the capital market. This had been attributed to by their aversion to disclosure and ownership dilution, although many SMEs blamed this phenomenon on the cumbersome requirements and procedures for listing on the Stock Exchange. The establishment of the second-tier security markets of the Nigerian Stock Exchange, which was expected to solve this problem, has been shunned by most of the SMEs.

On high rate of enterprise mortality

The incidence of inadequate working capital, which constrains productive capacities of the SMEs as well as absence of succession plan in the event of the death of the proprietor, leads in many cases to frequent early demise of SMEs. Moreover, the persistence of unstable macro-economic environment, arising mainly from fiscal policy excesses has often smothered many SMEs.

Shortage of skilled manpower

Inadequate financial resources, as well as desire to operate with limited openness on the part of proprietors lead many SMEs to employ semi-skilled labour. This of course, affect productivity, restrains expansion and hinders competitiveness.

Financial indiscipline: Some SME proprietors deliberately divert loans obtained for project support to ostentatious, expenditure. Others refuse to pay back as and when due, the interest and the principal, because of political involvement and the misconceived notion of sharing the so-called national cake.

There are however, genuine cases of loan defaults arising from operational difficulties and macro-economic shocks.

Lack of infrastructural facilities: Inadequate provision of essential services such as telecommunication, access roads, electricity water supply constitutes one of the greatest constrains to SME development. Most SMEs resort to private provisioning of these at great expense. A World Bank Study (1989) estimated that such cost accounted for 15-20 per cent of the cost of establishing a manufacturing enterprise in Nigeria. Contemporary evidence has shown that the relative burden of the private provisioning of infrastructural facilities is much heavier on SMEs than on large-scale enterprise.

Poor implementation of policies: The poor implementation of policies including administration of incentives and measures aimed at facilitating SMEs growth and development have had unintended effects on the sub-sector. This had resulted for instance, into confusion and uncertainty in business decisions and planning as well as weakened the confidence by the SMEs on government's capacity to execute faithfully its programme.

Poor management practices and low entrepreneurial skill: Many SMEs do not keep proper accounts of transaction. This hinders effective control and planning. Moreover, lack of relevant educational background and thorough business exposure constrains their ability to seize business opportunities that may lead to growth and expansion.

Restricted market access: Insufficient demand for the products of the SMEs also imposes constraint on their growth. Although many SMEs produce some inputs for larger industrial enterprises, the non-standardisation of their products, the problem of quality assurance as well as weak purchasing power, arising from consumers' dwindling real incomes, effectively restrict their market access. This is further compounded by the absence of knowledge about the existence of fringe markets by SMEs.

Overbearing regulatory and operational environment: The plethora of regulatory agencies, multiple taxes cumbersome importation procedure, and high port charges have continued to exert pressures on the industrial sector in general and SMEs in particular.

On the strategies for survival of Nigerian SMEs:

Over the years, the Federal Government has taken various steps, including monetary, fiscal and industrial policy measures to promote the development of Small and Medium Scale Enterprises (SMEs). Specifically, the government has been active in the following areas:

*Funding and setting up of industrial estates to reduce overhead costs.

*Establishing specialised financial institutions, including the Small Scale Industry Credit Scheme (SSICSs), Nigerian Industrial Development Bank (NIDB), Nigerian Bank for Commerce and Industry (NBCI) to provide long-term credit;

*Facilitating and guaranteeing external finance by the World Bank, African Development Bank and other international financial institutions;

*Facilitating the establishment of the National Directorate of Employment (NDE), which also initiated the setting up of new SMEs;

*Establishment of the National Economic Reconstruction Fund (NERFUND) to provide medium to long-term local and foreign loans for small, and medium scale businesses, particularly those located in the rural areas; and

*Provision of technical training and advisory services through the Industrial Development Centres.

*Small and Medium Industry Equity Investment Scheme (SMIEIS)

What is SMIEIS?

The scheme requires all banks in Nigeria to set 10 per cent of their profit before tax (PBT) for equity investment and promotion of small and medium industries.

What are the activities covered by the scheme?

The range of activities in respect of which funds shall be applied are those in the real sector of the economy as listed below with the exclusion of trading, agro-allied, information technology, telecommunication, manufacturing, educational establishments, services, tourism and leisure, solid minerals, construction, any activity as may be determined from time to time by the Banker's Committee.

SME promoters and private sector effort to ensure survival of SMEs.

It is unfortunate that in Nigeria the full potential of SMEs is not being fully realized. This is partly related to harsh operating environment. But the major reasons inhibiting the growth and competitiveness of Nigeria SMEs according to extensive studies in NISER is managerial incompetence.

This incompetence is brought about by low quality of skills critically needed for successful business operations. Also discussions with top officials of the Banking and Financial Sector have revealed that part of the reasons for not financing some SME project is because of high risk and failure rate associated with low managerial know-how.

On proposed contents of survival core management principles for SMEs

Prof. Chibundu recommended the following policy stategy: Developing sound financial/accounting system, cost control measures i.e identifying key success factors for effective cost control, iInventory/working capital management, marketing management,the marketing environment, marketing strategies for SMEs (penetrating local and export market).

Distributed by AllAfrica Global Media. (allafrica.com)

Copyright 2006 Accra Mail. Distributed by Allafrica Global Media.

Mkts open in green, subdued

By
Tom Keating
on September 30, 2006 12:31 AM | | Comments (0)
Mkts open in green, subdued. Check it out:
(The Economic Times (India) Via Thomson Dialog NewsEdge) The market opened in the green on Friday with the BSE benchmark index--Sensex gaining further by over 44 points in early morning on the back of sustained buying by funds in blue-chip shares. However, the trading was subdued as the participants adopted a cautious stance.



At 11.00 am, the Sensex was trading 35 pts up, at 12,412 while, Nifty was up 9.70 pts, at 3581.

The major indices opened in the green, marginally up but the metal stocks stole a march over others, up 2.20 per cent.

Amongst the individual stocks major gainers on the BSE were Tata Steel up 2.30 per cent at 530.90, Hindalco up 1.65 per cent, at 173 and Tata Motors up 1.55 per cent, at 855.55. Maruti also opened well after being in the negative the whole day on Thursday at 954.85 up 1.32 per cent.

On the NSE, the top gainers were SAIL up 2.92 per cent at 77.55, VSNL at 401 up 2.48 per cent and Tata Steel at 530.50 up 2.21 per cent.

Some of the losers on the BSE in the morning trade were ICICI Bank down 1.23 per cent at 699.70 and Hero Honda down almost 2 per cent at 780.60.

Auto stocks were trading higher, with Maruti, Punjab Tractors, Tata Motors and TVS Motor all up leading the pack of gainers. M&M, will be acquiring a 67.9 per cent stake in Jeco Holding AG, a German forging company, at an enterprise value of Rs 8.3 billion. The company will be acquired through the Mauritius subsidiary of M&M and will be subsequently integrated with Mahindra Automotive Steels Limited (MASL).The stock was trading higher by 1 per cent.

The US markets closed higher on Thursday evening, with the Dow Jones clocking its second-highest close ever. In fact, during the course of the day's trade, the Dow actually surpassed its record closing high of 11,723 hit on January 14, 2000 amid optimism that falling oil prices and the hope that that will help the United States avoid a sharp slowdown.

The Asian indices were currently trading mixed. The Asian markets struggled to match gains on the Wall Street. The Nikkei was up 0.4 per cent at the mid session break, after touching its highest level since September 8 in the morning session.

Oil fell around half a percent, as swelling U.S. inventories outweighed concerns producer cartel OPEC may cut output to defend prices that have fallen around 20 percent over the past two months. NYMEX crude fell 33 cents to $62.43 a barrel. Gold, tracking oil prices in recent weeks, eased to around $599.80 an ounce.

Share markets in Seoul and Taiwan were flat, while Hong Kong's Hang Seng rose 0.3 per cent but Singapore's Straits Times STI fell by the same amount.

Copyright 2006 The Economic Times of India, Coleman & Co Ltd. Source : Financial Times Information Limited

Fitch affirms ProCredit Bank Ukraine at 'BB-'

By
Tom Keating
on September 30, 2006 12:31 AM | | Comments (0)
Fitch affirms ProCredit Bank Ukraine at 'BB-'. Check it out:
(Interfax News Agency Via Thomson Dialog NewsEdge) MOSCOW. Sept 28 (Interfax) - Fitch Ratings on Thursday affirmed ProCredit Bank Ukraine's ("ProCredit Ukraine") ratings at foreign currency Issuer Default 'BB-' (BB minus), Short-term foreign currency 'B', local currency Issuer Default 'BB', Short-term local currency 'B', Individual 'D', and Support '3', the ratings agency said in a release.



The Outlooks on the Issuer Default ratings ("IDR") are Stable. The national rating is affirmed at 'AAA(ukr)'.

The IDRs, Short-term and Support ratings of ProCredit
Ukraine are
based on Fitch's view of the potential support from its
owners,particularly ProCredit Holding AG ("PCH"; rated 'BBB-' (BBB minus)), its 60% owner, in case of need. However, the 'BB-' (BB minus) Country Ceiling of Ukraine limits the extent to which support can be factored into the IDRs. The ratings also take into account PCH's centralized control and risk management and ProCredit Ukraine's high degree of integration within the ProCredit group. The Stable Outlook on ProCredit Ukraine's IDRs reflects that of Ukraine's IDRs.

Fitch notes that any movement in the Country Ceiling for Ukraine would have implications for ProCredit Ukraine's IDRs. Downward movement in the Country Ceiling would also result in a change to the bank's Support rating.

"Upside potential for the Individual rating is currently limited by ProCredit Ukraine's small size," says Tomasz Walkowicz, an analyst at Fitch's Financial Institutions Group. "A significant deterioration in asset quality, capitalization and liquidity leading to a need for support would contribute to a downgrade."

ProCredit Ukraine is the 35th largest bank by total assets in Ukraine. In addition to PCH, its other shareholders include the European Bank for Reconstruction and Development and Western NIS Enterprise Fund (a U.S. body), which have a 20% stake each.

PCH was set up as an equity investment company in 1998 by Frankfurt-based Internationale Projekt Consult GmbH to invest in the global network of ProCredit banks, which provide financing to micro-and small and medium-sized enterprises in emerging markets. At end-May 2006, the group consisted of 19 banks in Central and Eastern Europe, Latin America and Africa, while the group's total assets were around EUR2.5 billion. PCH is responsible for group administration, strategy, risk management controls and supervision. PCH is not regulated as a banking group, but the ProCredit banks are regulated in their home countries.

Copyright 2006 Interfax News Agency. Source: Financial Times Information Limited.

The mothers of re-invention

By
Tom Keating
on September 30, 2006 12:31 AM | | Comments (0)
The mothers of re-invention. Check it out:
(China Daily Via Thomson Dialog NewsEdge) Before China started its reforms and opened up to the outside world, many foreigners had the notion that Chinese women enjoyed unprecedented independence from men and high participation in the public sphere. This liberation for women, however, worked as a double-edged sword. Very often, it forced them to juggle jobs and families with great difficulty. Things are different today in a market economy in which masculinity is measured by the amount of money a man makes. A husband's higher income has taken the pressure off many working wives. Urban Chinese women, particularly in the middle-class, now have more options on how to spend their time. Some women feel their social identity is no longer contingent on them staying in the workforce. Instead, they see family as the primary commitment, and are proud to play a supporting role to the husband. Although it is a relatively recent phenomenon, it is no longer uncommon to see a small number of "full-time wives" (quan zhi tai tai) in Chinese cities, particularly within the rich and privileged echelon. The reasons behind this new phenomenon are many and diverse. Some believe such a trend has become possible simply because a growing number of families can afford not to have two incomes. Others point out that their lifestyle and choices owe not only to the economic boom but also to increasing social stratification, with the availability of migrant and laid-off workers as home-making helpers.



Meng Baili, a manager in an IT company in Beijing, is still looking for "Mrs Right," and in the meantime has his apartment cleaned by a local Beijing woman, a former factory worker who lost her job due to enterprise restructuring. Would he want his future wife to work? Meng said he was happy either way. "She does not have to work, as my salary is good enough to support her. But if she wants to work, it's her choice. As long as she fulfils her duties as a wife, I have no objection," he said.

When asked how he preferred to see his wife spending her time, Meng replied: "She can do community or charity work or work out in the gym to stay slim and fit but she shouldn't do housework. That's the maid's job." Indeed, very few full-time wives quit jobs to do housework. Hua Ruiling is in her late 30s and has two children, 15 and 3. Her husband is a real estate developer, and the family live at an expensive address in Haidian District, Beijing. Hua employs two full-time domestic helpers; one cooks while the other works as a nanny. Hua said that her husband was often away on business, sometimes abroad, but she had her own network of friends. She attends adult education classes and yoga classes, and drives her children to school and childcare. Currently she is attending an adult education course designed for women like herself. Offered by a prestigious university at a price which labourers and migrant workers would find astronomical more than 30,000 yuan (US$3,700) for one participant the course covered a wide range of subjects including literature, history, home science, and child development.

"There is a lot of useful knowledge and information out there. I feel that I can become a more cultivated person. I also meet a lot of new friends by going to these activities," Hua said.

Pros and cons Feminists debate the pros and cons of women returning home to become full-time mothers and wives. Some see this move as socially regressive because women run the risk of losing their independence and becoming socially disempowered. Others see it as a positive change for women, as they now have the option of not working, thus having more autonomy to follow their own dreams.

"Some women decide to quit man's world so that they can pursue their own idea of work. Stopping working for money doesn't mean that they disappear from public sphere. For instance, doing volunteer work, charity work, and running parents' groups online is also an important way of making contribution to society," said Wang Gan, an anthropologist who has written extensively on the topic of work and motherhood. While some women decide to become full-time wives because they bring clout and "face" to their husband, some men consider it a status symbol to keep their wives at home. Other women have decided to leave the workforce because they see fit to adjust their priorities in the face of changed domestic circumstances. This shift tends to happen when a couple is starting a family. Jiang, who declined to give her full name, worked as an accountant in a German-owned company in Beijing but stopped working after giving birth to her son. However, she stressed this may be an interim plan and she may not want to stay away from work permanently. "I read many books on parenting, and most of them point to the importance of bringing your child up on your own instead of using a nanny, especially during the first couple of years. So for the sake of my child's future, I am happy to stop working for a year or two," Jiang said.

In spite of the glamour of the "full-time wife," to most middle-class urban women, it is more desirable to have a foot in both worlds. In constructing a profile of the archetype "Vogue" woman, Liu Dan, from Conde Nast, which produces the Chinese Vogue magazine, said: "The archetypical Vogue woman is not a full-time wife, nor is she stressed out with work. She balances work and family, successfully and effortlessly." Xia Jun, 31, HR consultant with a trans-national corporation in Beijing, had a baby boy six months ago, and is currently still on unpaid maternity leave. With the help of a full-time live-in maid, Xia divides her maternity leave between her baby and trying to finish a research project for her Master's thesis. She will go back to work in eight-months. "It never occurred to me to become a full-time mother. It's important to have my own social life, to be exposed to smart people and exciting things," Xia said.

Xia also believed it was risky for a woman to build her sense of security around a man, especially considering the growing infamy of married rich men betraying their wife and taking on lovers and mistresses. "During the last few months since I had the child and stayed at home, I noticed I have become emotionally more dependent on my husband, more demanding of his attention and understanding, and more insecure about his feelings for me," Xia said. "This is because he has a whole world outside home, and I have nothing else to talk about apart from home. When I was working, I was not like this," she said. Although pleased with the time off during her maternity leave, Xia fears she can't afford to stay away from work for too long. "Things change fast, and organizational cultures and structure changes fast too. If you don't keep up, you may not be able to cope with the change," Xia added. "In my company, organizational structures are altered every half a year. I also know that if I stay away for too long, say for two or three years, there will be new people coming in, younger and with more credentials." From what Xia can see, the full-time wife phenomenon is a symptom of a patriarchal society. "It never occurs to my husband that he could quit work and look after the child. That's almost unheard of in China. I know it's quite common with Westerners. At work, I have quite a few European female colleagues whose husbands are here to look after children. But that's almost unheard of among Chinese men," she said. Both the birth of the "full-time wife" and the emergence of the "vogue woman" have taken place in Chinese cities not in spite of, but precisely because of, growing social and economic stratification over the last couple of decades. Social stratification To be sure, urban middle-class women can afford to choose between working and not working, but they cannot do it without cheap labour provided by rural women and laid-off factory workers who work as their domestic helpers. The latter are not blessed with these options. While some women in the cities are thinking of quitting jobs or cutting down work hours to spend time with their family, more and more rural women are leaving home and their families in order to work in cities as domestic workers. Currently there are at least 200,000 domestic workers in Beijing, and another 200,000 vacancies waiting to be filled. Xie Hong is one of the thousands of women in Beijing who leave her children behind in the village in order to make money working as a baomu. A young woman from Sichuan and in her late 20s, she works as a part-time domestic cleaner. Xie said she missed her own children badly and talked to them on the phone whenever she could. "City kids are so spoilt and live like princes and princesses. Each time I look at them, especially those who are at a similar age to my own children, I get upset. I am also a mother, but why can't I cuddle my children and buy them their favourite treats every day?" Xie said. "I know I am doing this for my kids, but I am also missing out on so much by being away. Last time I went home to see my kids, they looked at me as if I was a stranger and wouldn't come close to me," Xie added, her eyes filled with tears. Because of migrant women such as Xie, and thanks to the growing trend of outsourcing domestic work in urban China, middle-class urban women across the board are increasingly able to tailor their lifestyles and work patterns to suit their individual needs, thereby freely negotiating between working and not working, between full-time and part-time work, or between working for money and working to fulfil one's dreams. For many single professional women, life without a man is just fine, as long as she has the help of a maid. Similarly, for married women, their lifestyle either as a full-time wife or professional is hardly sustainable without the availability of paid domestic work.

Copyright 2006 China Daily. Source: Financial Times Information Limited - Asia Intelligence Wire.

Live from Comdex, it's Enable

By
Tom Keating
on September 30, 2006 12:31 AM | | Comments (0)
Live from Comdex, it's Enable. Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) COMDEX is the premier showcase of the latest breakthroughs and innovations in the IT marketplace. Many leading companies use COMDEX to launch their newest and next flagship products. In the IT arena, COMDEX is the place to see and be seen.



COMDEX is also where you will come in contact with the next big thing before it actually becomes the next big thing. For example, today the buzz is all about Tablet PCs. Yet, I saw the first Tablets at COMDEX two years ago. The same is true for smart phones and WIFI.

The next edition of Enable will be coming at you live from COMDEX and will let you in on the next big things. Until then, the COMDEX web site is chock full of added value and today's Enable looks at two such added value sections Research and White Papers.

Research Reports For Free

COMDEX is committed to providing the IT community with FREE quality research on the most important technology and business segments to help buyers and sellers make crucial decisions. The COMDEX Reports series includes market studies on technologies such as IT security, development environments and wireless, as well as buyer segments such as enterprise businesses and women in technology. To access the reports, just provide an email address when prompted. You should also check back often as new FREE reports are posted regularly.

The following are highlights of a few of the reports: COMDEX Report on Small Business - Home Office vs. Commercial Office Workers One of the key findings of the COMDEX Research Panel Small Business study is that small business respondents who work from home are very different from respondents who work at an office outside the home. This paper will develop an in-depth profile of these two groups and help foster an understanding of the differences between home office workers and those who work in an office outside the home.

COMDEX Report on Women Technology Buyers COMDEX, in partnership with WITI (Women In Technology International), commissioned a study on the involvement of women in purchasing technology for their businesses and organizations. This study explored the role of women in IT, technology products women purchase and the amount they are authorized to spend.

COMDEX/FORTUNE 1000 Technology Decision Maker Study The COMDEX/FORTUNE 1000 Technology Decision-Maker Survey was conducted to provide a snapshot of how technology influencers in the largest US companies feel about the economy, the prospects of a turnaround, and how the current downturn has affected budgets and decision-making processes within their companies. In addition, the study examines the importance of a range of business issues to companies today, and how these companies have fared in dealing with these important issues.

COMDEX Report on Biometrics Biometrics is one of the newest security technologies available. While clearly an immature market, biometric technologies are sure to become more widely used in the future as costs decrease and companies'

Wireless Technology: The Big Picture COMDEX panelists are involved users and evaluators of wireless technology. The COMDEX Panel survey on Wireless Technology found significant differences between how companies of different sizes are using and implementing wireless technology.

Small Business: Online vs. Non-online Businesses Among small businesses, those that consider themselves online businesses have a distinct profile from those who do not. The COMDEX Research Panel Small Business study seeks to develop a profile of online businesses and understand the key differences between online and non-online small companies.

Security Information security is one of the most important issues facing businesses today. The COMDEX Panel study on security aims to explore what security measures companies are taking and how panelists feel about the trade-off between privacy and security. This study found that while security is important to all panelists, companies of different sizes face different challenges when implementing security measures.

White Papers

COMDEX prides itself on community, content and commerce. In the White Paper section of the website you can search for in-depth information from the leading technology vendors and analyst groups. The White Papers are free, but you will have to pay for the Analyst reports.

White Paper topics include: Hardware Electronic Commerce Enterprise Applications IT Management Networking Software Development Telecommunications

Take advantage of the information provided by COMDEX. It is for the most part free and provides you with a wealth of information.

Next week we are LIVE from Las Vegas at COMDEX

Copyright 2006 Globes. Source : Financial Times Information Limited.

Invest In The Hiring Process

By
Tom Keating
on September 30, 2006 12:31 AM | | Comments (0)
Invest In The Hiring Process. Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) As we continue with our roadmap for success, we move on to the issue of hiring employees for your new enterprise. Hiring new employees is another example of a critical situation facing startups that if not handled correctly from the onset - will probably never be rectifiable. In today's Internet paced world, time is everything. Many new companies simply do not have the time or the personnel to properly hire new employees. Yet, a proper investment of your time during the hiring process will save you a lot if time in the future, and more importantly will prevent major headaches and even catastrophes for you and your company. Today's Enable provides you with some tips that will help you hire the right person for the job. The key is to invest a little time now - to save a lot of time later on.



What Is The Cover Letter Like?

Most companies try to weed out candidates as quickly as possible. A good method for doing this is via the cover letter. Does it show that the candidate investigated the firm in any way? Are there spelling or grammar mistakes? If it was faxed, was it sent from the potential employees current place of business (check the header of the fax)? Is there some kind of a statement that stands out and demonstrates that this candidate is serious? Is the cover letter a little too haughty? No cover letter at all could be an indication of either laziness or lack of experience. A very well done, professional cover letter is an excellent indication that the candidate is serious.

Resumes Are Sometimes Wish Lists

It is very easy for almost anyone to put together an impressive looking resume. As you review a potential employee's resume, take nothing for granted. You must check each and every "fact" very carefully because many items may be exaggerated or even a figment of the potential employees imagination. A friend of mine once told me that his rule for drafting a resume was - "if it could have been true, I put it in."

Check References!!

One of the most important, yet often ignored ways of insuring that you hire the best person for the job is to check their references. Use the telephone and email to contact each and every reference and try to learn as much as you can about the prospective employee. Other than simply checking to make sure everything on the resume is true, you should also ask questions like: What is the candidate's greatest asset? How did the candidate add value to the company? How did the candidate interact with co-workers? Is there anything negative you can say about the candidate? Why did the candidate leave?

The most important question you must ask is: "Can you give me names of other people at your company, or outside of the company (like clients or suppliers), whom I can speak with?". This will help you learn more and will enable you to deal with "cherry picked" references.

The Turndown - Be Professional

It is highly professional to send out "rejection" letters to all candidates that sent you their resumes. Most companies, especially those in Israel fail to do this. Business is all marketing. The candidates that you have decided not to hire - for whatever reason will all most likely find jobs at other companies in your industry. Do not use obvious form letters and the like. If you do not have time for a professional letter, at least send an email. Israel is a very small country, and your paths will cross with many of the candidates. Your reputation is very important and a professional turndown can pay off in the future.

Next week we will deal with executive search firms and with using the Internet to find potential employees.

Published by Israel's Business Arena on January 10, 2000.

Copyright 2006 Globes. Source : Financial Times Information Limited.

Those Who Do - Should Teach

By
Tom Keating
on September 30, 2006 12:31 AM | | Comments (0)
Those Who Do - Should Teach. Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) When I was in law school, my favorite courses were taught by lawyers who were not professors but who simply like to teach. They typically taught at night and most of the time gave us all kinds of war stories. They lived it and were giving us real examples from the real world. They talked about everything we wanted to do - and they were doing it!



Today's Enable incorporates this concept via Joe Hadzima, a senior lecturer at the MIT Sloan School of Management, Director and General Counsel to the MIT Enterprise Forum, Inc., and Managing Director of Main Street Partners LLC, a venture investing and technology commercialization firm located in Cambridge, Massachusetts. He is a former partner and founder of the High Tech/ New Ventures Group and Sullivan & Worcester LLP, a major Boston-based law firm.

Hadzima writes a column called Starting Up for the Boston Business Journal. The column is written about real life problems and experiences faced by new and emerging companies in the New England area - but the topics covered are relevant to startups around the globe. The column, like my favorite law school professors, provides practical information to entrepreneurs.

Enable has reviewed the column, including the archives. Today we'll see how Hadzima deals with a crucial issue - the Board of Directors.

Don't Bore the Board of Directors - How To Use A Board Effectively tells you how to get the most out of your Board and how to ensure you don't waste their time. The ins and outs include:

Board Size Size and the resulting group dynamics will dictate much of how you deal with the Board. Most entrepreneurial private companies have Boards comprised of 3 to 5 Directors. Some have advisory boards (e.g. a Science Advisory Board) which are larger but the legal Board usually does not exceed 5 in number and rarely is greater than 7. Larger public companies usually have larger Boards, partly because of the need to have specialized committees (e.g., Audit Committee, Compensation Committee).

Outside of the Board Meeting In recruiting a Director you should have worked out the Director's level of activity and attention both in terms of the number of Board Meetings expected and, if the "job description" includes it, interactions outside of the Board room. These outside interactions with individual Directors are your opportunity to obtain individual advice and assistance. Establish a format which works for the individual Director and for you- a weekly breakfast, a monthly lunch, twice a week telephone call, frequent email, a tennis match followed by a half hour discussion by the juice bar-whatever works.

The Board Meeting The strength of the Board of Directors system comes from the collective action of experienced and informed people. It follows that the Board Meeting has to be a combination of information transfer processes and resulting decision making. Board Meetings rarely last all day unless some major event is being considered such as an acquisition. For a normal Board Meeting plan on a minimum of 12 to 2 hours, more typically 3 to 4 hours.

Information Because time is limited, you should "offload" as much of the background information transfer process as possible so that the Meeting can focus more on decision making. The "Board Package" is the main method of off-line information transfer and should be distributed to the Board with enough time for the Directors to be able to read and digest the material but not so far in advance that the information is out of date. Plan on getting the materials to the Directors about 3 days before the Meeting. A typical package will contain the following: An Agenda, Draft Minutes of the Last Meeting, Financial Reports with Management Commentary, Other Relevant Information. Be sure to keep the Directors informed of general developments between meetings- e.g., include the Directors on press release lists, product mailings etc. It can be very annoying to a Director to find out something about the Company from a source outside of the Company.

Knowledge@Wharton Revisited

As promised, we now return to Knowledge@Wharton to finish our overview of this excellent site. As mentioned last week, this is an online resource that offers the latest business insights, information and research from a variety of sources, including an in-depth searchable database.

In completing our look at this site, we move to the section entitled: Innovation and Entrepreneurship. Here, you will find an excellent piece called Uncertainty, Technological Turbulence, Competition - What's a Manager to Do? Thrive on It, that teaches the concept of "habitual entrepreneurs." Habitual entrepreneurs have made careers out of starting businesses either within existing firms or independently. You will learn that they passionately seek new opportunities and pursue them with enormous discipline. Furthermore, they pursue only the best opportunities, and avoid exhausting themselves and their organizations by chasing every option. They focus on execution and change direction if necessary. And they engage the energies of everyone who works with them. You will also be provided with a detailed plan, based on these qualities, for you to apply to your own company.

In the same section you will also find an article entitled: Mercenaries vs. Missionaries: John Doerr Sees Two Kinds of Internet Entrepreneurs. John Doerr is a legend in the venture capital industry and you should pay very close attention to what he has to stay.

Doerr believes that as the new economy develops, several trends are emerging. Among his forecasts for the future: IP, or internet protocol, will be as important as the car or television. The web will become the standard communications platform in healthcare. Charter schools, and educational portals for the home and school, will transform education. Bandwidth will be crucial. Despite current skepticism about business-to-consumer e-commerce, it will remain a big trend, as will business-to-business e-commerce. Wireless information appliances will be big in the future. "That's how a billion Chinese will get onto the Internet," Doerr says. Genomics will be "fabulous" after 2005, as the human genome is fully mapped.

Doerr also predicts that the Internet will evolve into what he calls "the Evernet," which is "always on, high speed, ubiquitous and available in multiple formats." These formats will include a "voiceweb" for voice communications, a "handweb" for hand-held devices, a "PC web" for PCs, a "videoweb" for video and an "e-web" in which machines will communicate with machines. These changes will consolidate the foundations of the new economy.

Read the entire section and learn from one of the leading venture capitalist in Silicon Valley.

Published by Israel's Business Arena on September 26, 2000.

Copyright 2006 Globes. Source : Financial Times Information Limited.

Wireless For Everyone

By
Tom Keating
on September 30, 2006 12:31 AM | | Comments (0)
Wireless For Everyone. Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) As we continue our focus on added value wireless related sites, Enable takes a look at www.wirelessdata.org. This site has something for everyone - from novice to expert.

Beginners will benefit from the site's wireless data primer. Developers will glean a lot of value from the developers green house section, and virtually anyone interested in the industry will be able to benefit from the free market research available on the site.



These and other features are described in detail below. This description is followed by a brief look at the organization behind the site - The Wireless Data Forum.

Wireless Data Primer

The last twenty years have seen an explosion in wireless communications and computer technology. The last five years have seen the explosion of the Internet. Standing at the center of this convergence is the wireless data industry. The primer provides a general overview of the industry and its key components.

The primer is in beta version, and is still not searchable. When I used it, the primer was bug free. However, be aware that some of the information is not exactly up to date.

Developers Greenhouse

This section is for those that want to join the Wireless Revolution. It provides a slew of resources to help you successfully develop applications for Wireless Data. This includes: Ardis Wireless Software Developers Program CDMA Online GSM World, the web home of the GSM Association, features the GSM Data Window. The RIM Developer Zone Sierra Wireless Developers Toolkit WAP Forum (Wireless Application Protocol) WAP.NET Wireless Developer Wireless Developer Network

Market Research

In the section called Market Index, you can look up over 100 reports, forecasts, and articles about Wireless Data. You can search by categories like new applications, international, enterprise, or consumer - or simply by keyword.

You only receive short blurbs, but the information contained in the blurb provides you with enough background to get a general idea of the particular market, product, etc, that you searched for.

For example, when I searched the word "palm", the following (among others) came up:

"Future of Palm VII dim. [6/9/99]"

"Analysts at the Wheaton, Md.-based consultancy Herschel Shosteck Associates aren't so sure and say the future is not bright for Palm VII. They predict sales of 100,000 units in the first year, a mere fraction of the projected 3.9 million personal digital assistants that will be sold in the United..."

"IBM Makes Wireless Deal; Suggested: Wireless devices to outnumber PCs on Internet, IBM expects [1/24/00]"

"IBM will design, build and run a global wireless Internet portal for Vodafone AirTouch PLC, the world's largest mobile phone operator, the companies announced earlier this month. The portal, which will be launched in July in Europe, North America and Australia, is based on software from..."

When I clicked on the above link, this is what I got:

"Summary: IBM will design, build and run a global wireless Internet portal for Vodafone AirTouch PLC, the world's largest mobile phone operator, the companies announced earlier this month. The portal, which will be launched in July in Europe, North America and Australia, is based on software from the Sun-Netscape Alliance and InfoSpace.com Inc. It will give users of mobile phone and handheld devices from Nokia Corp., Ericsson Inc. and Palm Computing Inc. access to messaging and calendaring functions, in addition to travel information and financial services."

The Wireless Data Forum

The Wireless Data Forum is a new organization with a new focus. Dedicated to publicizing successful wireless data applications and customer communities, the WDF is composed of network service providers, wireless device and infrastructure equipment manufacturers and vendors, computer software and hardware developers, and information services content providers. New members are actively being recruited from the wireless telecommunications, mobile computing, and Internet industries. The Wireless Data Forum's leadership is committed to being an industry-building mechanism. The Wireless Data Forum's work will focus on consensus building and promoting the entire wireless data industry.

It seems that the Forum means well and its current site does provide added value. Enable will continue to check on any updates and will keep you posted on the progress of this site, especially the Primer.

Published by Israel's Business Arena on June 20, 2000.

Copyright 2006 Globes. Source : Financial Times Information Limited.

A Developer's Dream

By
Tom Keating
on September 30, 2006 12:31 AM | | Comments (0)
A Developer's Dream. Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) Today's Enable is dedicated to developers. You guys and gals don't get the credit you deserve and are typically blamed for product bugs and problems. Are these product faults really your fault?



You are being pushed from all sides. You need prototypes, beta sites, etc. Your marketing "friends" are pushing you to get the product to market in record time. You feel the pressure every day - but where can you turn for help? Can the Internet help you like it seems to be helping everyone else?

If you are a wireless developer, you're in luck. AnywhereYouGo.com provides you with online tools and other information to help you develop applications that work without bugs and other problems - fast.

The solutions AnywhereYouGo.com provides are crucial because, according to the IGI group, by the year 2003 more people will access the Internet via a mobile phone than via PC. This will drive mobile e-commerce, which Strategy Analytics forecasts will reach a total 14 billion transactions in 2005 for a total market of $200 billion. The challenge is for today's wireless developers to build applications for multiple technologies, devices, and country standards.

AnywhereYouGo.com is the largest independent community of wireless application developers. The AnywhereYouGo.com web site provides industry and product news, developer tools and resources, industry reports, online application testing, directories of developers and applications, training and tutorials, and discussion groups covering wireless application development:

The entire site is excellent - especially the newsletters which I subscribe to personally. But today is dedicated to developers only, and as such Enable only focuses on the developer tools and application testing sections.

Five Steps To WAP Development

Anywhereyougo.com provides developers with a five step process for WAP development.

The steps are summarized below: Step 1 - Understand WAP: Step 2 - Get The Tools You Need Step 3 - Write Your First Application Step 4 - Write advanced applications Step 5 - Test Your Application

Online WAP Testing Tool

This section is specifically designed to ensure that your WAP users seeing the application you wrote, the way you intended. You can test your existing WAP applications using the online utility for code errors, common mistakes, and valid links.

You can choose from the following tests to run against your site: Check the document's content type header Validate the document against the DTD declared in it Check the document for formatting tags that are not commonly supported Check the compiled size of the document Follow links that lead off of your site to other sites?

Developer's Notebook

The site also has a very detailed developer's notebook which contains articles submitted by members of the community - people who are working in the trenches to make wireless work around the world.

Some sample articles include:

Real-Time Debugging Highly Integrated Embedded Wireless Devices by David Ruimy Gonzales In this installment of the Developer's Notebook, Motorola's David Gonzales examines the trend toward reducing the number of components in these systems as it relates to cost, overall power consumption and manufacturing complexity.

Dual Core Architecture for Cellular Handsets by David Ruimy Gonzales The exponential growth of the wireless communications industry has created a multitude of new products with advanced features that allow users to stay in touch with every aspect of their lives wherever they may be. These new products are quite diverse, require more system performance with no exceptions to power conservation and have short product life cycles.

Introduction to Location Services and Location-Based Services by John Davies AnywhereYouGo.com community member John Davies provides part one in a three-part series on location and location-based services.

Seven Steps to Success in the Mobile Wireless Enterprise by Tanya Candia In a Developer's Notebook white paper, F-Secure VP Tanya Candia explains why companies who are looking to make it in the m-commerce space have to make changes in the way they do business.

All of the above are only brief highlights of what the site has to offer. Take the time to go to AnywhereYouGo.com and check it out thoroughly. Enable guarantees that you will return - again and again.

Published by Israel's Business Arena on September 5, 2000.

Copyright 2006 Globes. Source : Financial Times Information Limited.

Now is a good time to "Buy"

By
Tom Keating
on September 30, 2006 12:31 AM | | Comments (0)
Now is a good time to "Buy". Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) We have ample experience in the local stock market and listen carefully to the opinions of local analysts. We don't doubt that foreign investment banking firms may have superior analyst abilities. However, their direct contacts with the managements of local companies are minimal. The local analyst may find that he knows several heads of companies as they are his buddies in his reserve unit. The local grapevine is an invaluable supply of information. Some even went to school together.



The local daily press, available in English, is a good source of information. The daily newspapers have Internet web sites that publish the most important news that appears in the printed newspaper.

We believe that now is a good time to invest in Israel and would like to review various avenues open to the investor.

The Tel-Aviv Stock Exchange has several hundred securities listed for trading. The Exchange has a web site (http://www.tase.co.il); prices are posted daily and in near-real time. We favor companies whose activities are international and whose products are internationally recognized.

Most Israel interested investors have heard off Check Point, Converse and Teva but how many know about Aladdin? Aladdin Knowledge Systems Ltd. (Nasdaq: ALDN) is recognized as the worldwide leader in Software Digital Rights Management (DRM) and USB-based authentication solutions. The company, is an innovator in enterprise secure content management (Enterprise Security). Its shares are traded on Nasdaq and the company has just reported record quarterly earnings of $3.59 million for the second quarter. This represents a 73.4 percent growth year-over-year and revenues of $20.06 million, representing 21.4 percent growth year-over-year.

AudioCodes Ltd. (Nasdaq: AUDC:) whose shares are traded on Nasdaq, designs, develops, and markets enabling technologies and system products for the transmission of voice, data, and fax over packet networks. The company's products are unique and its sales are growing as the Voice over the Internet. However, it should be kept in mind that AudioCodes sales are only at the $100m. level and profits are under 3%. The shares are favorably priced at $10 and appear to have good support at that level and upside potential. In the second quarter revenues Increase to $28.5 Million, Up 6% Sequentially and 49% year-over-year. Net Income was$3.1m, or $0.07 per share.

Ormat Technologies, Inc. (NYSE:ORA) is a vertically integrated company primarily engaged in the geothermal and recovered energy power business. It designs, develops, builds, owns and operates geothermal power plants. Additionally, the company designs, manufactures and sells geothermal and recovered energy power units and provides related services. More than 70 patents cover Ormat products and systems. Ormat currently has operations in the United States, Israel, the Philippines, Guatemala, Kenya, and Nicaragua. The company was founded by the Bronickis, husband and wife, and has been managed by them since its inception in 1965.

NICE-Systems Ltd. (Nasdaq: NICE; TASE:NICE) is a vehicle that enables the investor to participate in the burgeoning security industry. NICE Systems (NASDAQ: NICE) headquartered in Ra'anana, Israel, is a leader of multimedia digital recording solutions, applications and related professional services for business interaction management. NICE products and solutions are used in contact centers, trading floors, air traffic control (ATC) sites, CCTV (closed circuit television) security installations and government markets.

NICE's subsidiaries and local offices are based in the United States, Germany, United Kingdom, France and Hong Kong. The company operates in more than 100 countries through a network of partners and distributors.

Other interesting companies, worthy of investment consideration, include CheckPoint (CHKP: Nasdaq) leader in computer protection software, Comverse (CMVT: Nasdaq) messaging, Teva Pharmaceuticals (TEVA:Nasdaq), world's largest generic drug manufacturer and Retalix (RTLX: Nasdaq) computerization at the check out counter.

None of the companies described above are "cheap". Most have p/e ratios of more than 30. However, they are in active in highly exciting technology fields. We were not able to pinpoint neither any biotechnology companies nor those in the medical instrumentation field. Most of the participants in these industries are young companies that have as yet to prove their investment worthiness.

For investors who are prepared to undertake the risks in private equity there are venture capital funds that are prepared to accept investments of $100,000 or more. However, for the greater part, and partially due to the dot.com debacle these have not, for the greater part, outstanding track records.

We believe that a portfolio of the above-described companies would yield above average results.

Published by Globes [online], Israel business news - www.globes.co.il - on October 6, 2005

Copyright 2006 Globes. Source : Financial Times Information Limited.

Israeli VCs miss the mark

By
Tom Keating
on September 30, 2006 12:31 AM | | Comments (0)
Israeli VCs miss the mark. Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) Venture capital provides a source of funds through investment, usually for companies or projects that are un the start-up or at a very early stage of product development. These projects and organizations generally would not attract sources of finance such as loans and could not raise money in the major public stock markets.



The role of venture capital in enterprise development in developing countries is critical. The collateral of emerging enterprises is not incorporated in fixed tangible assets like plant and machinery, but more on elements like market access, human capital, intellectual property and goodwill. Manpower and financial needs in new companies are generally focused on research, development and introduction of a product into the marketplace, production and manufacturing. This results in initial low or negative cash flows and the need to finance these companies rests on potential future earnings rather than current profits. These factors make it difficult for new and emerging companies to obtain traditional financing.

We believe that in the area of financing start-ups the Israeli venture capital industry is lagging sadly behind its overseas counterparts. According to a recent IVC Center Research report Israeli venture capital companies thirteen seed companies attracted $34 million, 10 percent of the total amount raised in Q3. During the first three quarters of the year, seed companies attracted eight percent of the total funds, compared with six percent in Q1-Q3 2004.

By contrast American seed and early stage companies accounted for 36.8% of all companies funded in the second quarter, according to the PricewaterhouseCoopers/Thomson Venture Economics/National Venture Capital Association MoneyTree Survey. These figure indicate that the Israeli venture capital financing industry is far from being venturesome and that it underperforms in the area, which is basic to its tenets. There is a yawning chasm between its funding of local start ups as compared with the American industry.

Notwithstanding the industry has badgered the Government for preferential conditions for foreign investors. Perhaps most damning are the poor returns that the industry provides for its investors. Many of the venture capital companies are still stuck with the unprofitable investments from the dot.com era. Had the rate of investments in start ups been higher in previous years we would see a parade of initial public offerings in a period when the stock markets are absorbing them so successfully.

Published by Globes [online], Israel business news - www.globes.co.il - on February 15, 2006

Copyright 2006 Globes. Source : Financial Times Information Limited.

When money grew on trees

By
Tom Keating
on September 30, 2006 12:31 AM | | Comments (0)
When money grew on trees. Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) Bonsai growing is the art of dwarfing trees or plants and developing them into an aesthetically appealing shape by growing, pruning and training them in containers. True Bonsai take years to grow... and are usually priced accordingly, and there's the rub.



Israelis by nature are impatient, and it would never occur to them to initiate an enterprise that might take several years before achieving a saleable product. They love flowers, and will travel to greenhouses to buy flowers and seedlings for their gardens.

The Israeli bonsai industry (and mind you, at one time there was a bonsai industry in this country), is now defunct. I remember seeing no fewer than one million bonsai plants in various forms and shapes, sitting neatly on shelves at a growing area just outside of Tel-Aviv.

Their elegant shapes were beautiful. They were being prepared for shipment to Britain to be sold at Marks & Spencer. No further proof of the industry's existence was needed.

The origin of the Israeli bonsai industry goes back to the period when a demobbed Israeli soldier decided to take a post army service trip to the Far East. In Japan he worked at various jobs, mostly physical labor. His life took a major turn when he came across a bonsai farm. The one time soldier was taken back to his childhood days when he lived on a kibbutz farm. He loved trees and flowers. By then he knew some Japanese and asked whether he could be hired. It was there that he learned the art of bonsai growing. He also fell in love with a Japanese girl who agreed to move with him to Israel.

Back in Israel, a friend, on hearing the story, and having some idea of the value of bonsais, suggested that they establish a bonsai growing farm.

It was a miracle of modern Israel. The seedlings grew to bonsai plants in a matter of weeks. Father time had been conquered and only a few insiders knew how it was done. The shaping, the twisting of the roots were done quite openly in the daytime. However, only a few were aware that the Israelis were taking advantage of modern science and technology to enhance the growing progress.

The height of a bonsai plant can range from six inches to approximately 36 inches. To reach the appropriate size in record time, the grower turned to the Agricultural Research Institute of a major Israel university. They were happy to comply and told him which accelerator he must spray on the seedling to set it on its way to adulthood. But that was not all. When the plant reached its desired height, the growing process had to be arrested. The scientists at the Agricultural Research Institute were happy to comply. They supplied a growth retardant and with the help of these two substances one million bonsai came into being in record time

However, the business partner of the enterprise walked away with a major money investment, spelling the death of the bonsai enterprise.

What further proof was needed to show how modern agricultural science with its accelerators and growth suppressants could help Mother Nature and enhance the ancient art of bonsai growing?

Published by Globes [online], Israel business news - www.globes.co.il - on March 28, 2006

Copyright 2006 Globes. Source : Financial Times Information Limited.

A shortcut to insight

By
Tom Keating
on September 30, 2006 12:31 AM | | Comments (0)
A shortcut to insight. Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) A new trend among informative websites: less is more. This is a welcome change from the early days of the Internet where every site wanted to be the next Amazon.com and tried to provide as much information on a particular subject as their website could hold. I for one stop going to sites where I was inundated with way too much information. I now look for sites that provide quality - not simply quantity.



Today's Enable looks at such a site. It is called CIObriefcase and it provides CIOs as well as businesspersons with valuable information in a short and sweet format. While the site stresses topics for CIOs, it is worth it for anyone in business to check this site out. As demonstrated by the examples below, you will not have to spend a lot of time to glean critical information.

What's Hot

The site begins with a section called what's hot. Currently you will see three topics:

Security: Shared knowledge is key to security success Outsourcing: Five classic outsourcing blunders Systems Integration: The hidden costs of data integration

The key feature here is that you simply choose a topic and then you only get the five most valuable news stories, white papers and peer discussion groups for that topic. You probably do not need any more information on the particular topic and if you are a typical business person - you definitely do not have time to read more.

The site is your filter - choosing the most relevant information for you.

In Depth Archive

Another nice feature of the site is its archive. Here you will find new stories and white papers on topics ranging from Security, Outsourcing and Systems Integration to Web Services, CRM and Storage Area Management.

Click on any of the topics and you are provided with links to five news stories and five white papers on the particular topic.

I did a search of Business Continuity and came up with the following stories and white papers:

Stories

The ABCs of disaster recovery Security enters disaster-recovery maze Sept. 11 attacks prompt decentralization moves Skilled for business continuity

White Papers

A guide to business continuity planning: Protection and recovery services Netsourcing: There's no upside to downtime Cyberterrorism: Take effective action while you still can Business continuity for today's manufacturing enterprise Ensuring e-business continuity for financial services

Take advantage of CIObriefcase's brevity - it saves you time by providing your with short and sweet information in areas critical to your ongoing success.

Published by Israel's Business Arena on 26 March 2002

Copyright 2006 Globes. Source : Financial Times Information Limited.

How Israeli High-Tech Happened

By
Tom Keating
on September 30, 2006 12:31 AM | | Comments (0)
How Israeli High-Tech Happened. Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) Israel became a high-tech hothouse because she had to. True, she enjoys favorable conditions for the growth of high-tech industries; chief among them, well-educated, inventive, enterprising people. Relative to the size of her population, Israel has more engineers, and sees more scientific articles published, than any other country in the world (Israel has 135 engineers per 10,000 people; the US has 85). However, the stimulus for the industry's growth has been national survival, both military and economic.



David among Goliaths

As a small country in a hostile neighborhood, Israel must strive to maintain a qualitative military edge over her potential enemies. Experience in a series of wars has taught Israel that she needs to develop that edge independently as far as she can. In large part, Israel's high-tech industries are a spin-off from that process.

Israel fought the 1967 Six Day War largely with French weaponry. When President de Gaulle imposed an arms embargo after that war, Israel turned to the United States, and to herself. The commercial consequences can be seen today. Blades Technology, for example, a company originally set up to manufacture engine parts for the Israel Air Force's Mirage aircraft, now has annual sales of $90 million, and joint ventures with Pratt & Whitney and Rolls Royce.

In the 1973 Yom Kippur War, Israel was surprised by the technological capabilities of her enemies, and also experienced difficulty in obtaining vital materiel from her foreign suppliers, spurring efforts for technological supremacy and self-sufficiency. The Kfir jet fighter, based on the French mirage, was one of the first large-scale projects in this effort.

Lavi grounded, high tech takes off

The effort for military self-sufficiency reached its limits in the 1980s, when Israel tried to develop the Lavi jet fighter. The cost proved beyond her and the project was abandoned, but this meant that, in the mid-eighties, hundreds of engineers with experience at the cutting edge ofaerodynamics, avionics, computers and electronics were released onto the market. The Lavi project's demise has been described as one of the greatest ever boosts to Israeli high-tech industry.

Since the Lavi, Israeli defense industries have focused more on components, electronics, avionics and other systems that are installed on American or other platforms. Israel has arranged many reciprocal procurement agreements with leading aerospace and military manufacturers, which help sustain high-tech industries. The development of these auxiliary systems has also given Israeli high-tech industries an edge in civilian spin-offs in security, electronics, computers, software and the burgeoning Internet sectors.

Into space

The military imperative has not disappeared. Even in the era of the peace process, Israel must keep up her guard. In response to the Iraqi Scuds that hit Tel Aviv in the 1991 Gulf War Israel began development of the Arrow anti-missile missile. The Arrow program began as part of the US SDI (Star Wars) program, requiring considerable advances in electronics, computers and ballistics. The Arrow will soon be ready for operational deployment. In general, the search for better systems in the areas of weapons, intelligence gathering, and command and control, goes on apace.

In the 1990s, Israel became only the eighth country in the world to develop and launch satellites, beginning with the Amos civilian communications satellite, followed by the Ofek military satellites and the Eros civilian photo-reconnaissance satellite. Israel now partners with NASA, the ESA and the Russian space program, building component and complete satellites for scientific and civilian uses.

In 2002, two of Israel's six largest industrial companies by turnover were high-tech companies: Israel Aircraft Industries (IAI), Intel Electronics, as well as pharmaceutical company Teva (Nasdaq: TEVA; TASE:TEVA). The largest exporters in terms of sales included high-tech companies Teva, IAI, Intel Electronics, and Vishay Intertechnology (Israel), with over $1 billion in exports each.

Economic imperative

In part, the economic necessity derives from the military one. Israel's defense budget is inadequate for her to maintain her military advantage. One solution is export. Israel is both a highly successful defense and civilian high-tech exporter.

However, the global defense market is shrinking. Civilian applications of the skills in software, communications, imaging, process control, etc., derived from military industries, have therefore become increasingly important. For example, the need for better night-vision equipment led to local engineers becoming trained in the field of image processing, and to the establishment of two trailblazing Israeli high-tech companies: Scitex (Nasdaq: SCIX; TASE:SCIX), and Elscint. Because Israel is such a small market, export is essential for civilian products too, providing a further incentive to maintain technological excellence, particularly in certain niche markets - network security, for example, where Check Point (Nasdaq: CHKP) is a world leader; Mercury Interactive Corporation (Nasdaq: MERQ) is a leader in enterprise testing and performance management solutions; and Amdocs (NYSE: DOX) is a leader in customer relations management, billing and order management solutions.

Pharmaceuticals

In the 1990s, pharmaceuticals and medical devices became a rising high-tech sector. Teva has become a leading global generic drug maker, followed by Taro Pharmaceutical Industries (Nasdaq: TARO) and Agis Industries (TASE:AGIS). Medical device company Given Imaging (Nasdaq: GIVN) and biopharmaceutical companies such as Savient Pharmaceuticals (Nasdaq:SVNT) are becoming prominent players, listed on Nasdaq and European bourses.

Immigration

The wave of immigration from the countries of the former Soviet Union in the 1990s provided an influx of skilled scientists and engineers. The government's technology incubator program was largely a response to the need to provide these newcomers with employment, and harness their talents to the needs of industry. The immigrants helped fuel Israel's phenomenal growth rate between 1991 and 1994, and helped man the high-tech boom after 1998. In the late 1990s, Israeli high-tech began suffering from a shortage of skilled manpower. The government and industry have been expanding educational and vocational programs to meet the demand. The high-tech slump since late 2000 has slowed demand for trained personnel, but not ended the shortage altogether.

Liberalization

Israel has few natural resources. The aspiration of her population for a Western standard of living can only be satisfied through integration into the global market. Israel's transition from a State-dominated, centralized, protectionist economy to a free market means that traditional industries such as textiles are disappearing, losing out to low-cost overseas competition. How far and how fast this transition should go is a matter of debate, but there is no doubt that high-tech, where Israel enjoys a relative advantage, will be a mainstay of Israel's economic future. As Israel's economy restructures from traditional industries for the local market to export-oriented high-tech, high-tech exports as a percentage of total exports has been steadily increasing, rising from 45% in 1995 to 57% in 2000.

Exports of electronics communications components, electronic components, medical equipment and software and IT products soared to over $13 billion 2000. Although the onset of the high-tech crisis in late 2000 caused a sharp contraction in exports and production,electronics, communications, monitoring and control equipment, and avionics are still key exports. Pharmaceuticals and medical devices and equipment are also becoming increasingly important. High-tech is still the key growth engine for the Israeli economy and a mark of its integration into the global economy.

Foreign investment

An important aspect of Israel's integration into the world economy has been increasing inward investment, particularly in the high-tech industry. Companies like Cisco Systems, Motorola, Intel, IBM, Nortel, Microsoft, Mitsubishi, Deutsche Telekom, aviation and space companies, to mention just a few, have recognized that Israel is a fount of high-tech innovation they cannot afford to ignore. They have set up subsidiaries and research centers here, invested in Israeli companies, technology incubators, and venture capital funds, or found Israeli strategic partners.

Annual foreign investment in Israel grew from $400 million in 1992, to peak at $5.0 billion in 2000. Foreign investment subsequently contracted, due to the high-tech crisis, the global economic slowdown and political tensions in the Middle East, but is still substantial. Foreign venture capital investment grew apace, rising from $587 million in 1998, peaking at $3.1 billion in 2000, before falling to $982 million in 2002, still higher than the level of five years previously. Investment by Israeli venture capital funds followed the same pattern: peaking at $1.27 billion in 2000, but totaling only $481 million in 2002, including $62 million in foreign companies. (Sources: MonetyTree and IVC). The Bank of Israel reported that total foreign investment in Israel amounted to $2.6 billion in 2002, including $1.2 billion in direct foreign investment.

Start-up country

With 3,000 start-ups, the Global Competitiveness Report 2000 ranked Israel second behind the US in the number of start-ups and first relative to population. The weight of start-ups of GDP was 3% in 2000, compared with 0.4% in 1997. The comparable figures for the US was 0.3% and 0.1%, respectively. Israel was was highly ranked in terms of the number of engineers and education, but poorly in terms of physical infrastructure, a situation the government is trying to remedy.

Israel was ranked second in civilian R&D expenditure as a percentage of GDP, rising from 2.7% in 1994 to 4.2% in 1999. Total R&D expenditure in 2000 was $4.2 billion and NIS 23.9 billion in 2001. State expenditure on civilian R&D has been rising faster than GDP through the 1990s, mostly being invested in high-tech, but also agriculture, manufacturing and biotechnology.

Next steps

In any discussion of the future of Israeli high-tech, the following points tend to emerge:

The limiting factor on the sector's growth is a shortage of engineers and managers. Although training programs at universities, colleges and government and industry sponsored retraining courses have been expanding, plus attempts to expand the labor pool by tapping haredi (ultra-orthodox) and other communities, demand continues to outstrip supply, even in the wake of the cutbacks due to the high-tech crisis since mid-2000. Demand to allow the entry of foreign skilled engineers and programmers for the high-tech sector have abated, the issue may re-emerge when the industry recovers and if the Israeli labor pool remains insufficient.

The industry needs to consolidate through company mergers.

The government's role needs to be reviewed. Many argue that government support for civilian R&D is not sufficiently discriminating, resulting in financial and human resources becoming too thinly spread.

Tax reform to ease mergers and acquisitions, better reward employees, and encourage foreign investment. Although progress has been made on these issues, stumbling blocks remain.

New directions: Biotechnology and medical devices are seen as coming fields. While Israel is well placed to exploit it, with outstanding life sciences and medical research institutions, this will mean a departure from the military-industrial symbiosis which has done so much to sustain high-tech development up to now. Nevertheless, Israel has a number of outstanding and growing start-ups and companies in these fields, including many new listings on Nasdaq and European exchanges. Israel is ranked third in the world in biotechnology start-ups.

In 2000 there were 160 biotechnology and 400 medical device companies in Israel, compared with 25 in 1988, employing 4,000 people and generating $800 million in turnover. 20 companies are publicly traded, half in the US and half in Europe. Investment in biotechnology has been growing steadily, reaching totaled $1.7 billion in 2000, including about $200 million in venture capital. There are 15 life sciences venture capital funds operating in Israel.

Some figures

In 2000, exports of high-tech products accounted for 55% of all exports, up from 23% in 1991. Exports of electronics communications components, electronic components, medical equipment and software and IT products peaked at over $13 billion, before the onset of the high-tech crisis in late 2000 caused a sharp contraction in exports and production.

In 2000, 195,000 people were employed in the various high-tech sectors, compared with 148,870 people a decade earlier. Demand for engineers and technicians is estimated at 2,000-3,000 a year. The various academic institutions currently supply 1,000-1,300.

National expenditure on civilian R&D amounted to NIS 23.9 billion (over $5 billion) in 2001, 4.2% of GDP. Spending on civilian R&D has remained stable despite the recession since 2000, although the focus on research has been shifting from Internet and software to new fields such as biotechnology, nanotechnology. Chemical and chemical products, electronic components, communications components, supervision, monitoring, and medical equipment accounted for 87% of industrial R&D expenditure in 2001.

Israel issues the largest number of companies in the US after the US itself and Canada. According to the Bank of Israel, investment by foreign residents totaled $9.4 billion in 2000, up from $3 billion in 1995. Israeli companies raised $4.2 billion overseas in 2000, mostly on Nasdaq, but also including $800 million raised on European exchanges. The 2000 figure is 13 times the amount raised only five years earlier, in 1995, reflecting the immense growth by Israeli high tech and its emergence as a global player. Foreign investment and the raising of capital by Israeli companies overseas has since fallen to a fraction of the 2000 figure.

Copyright 2006 Globes. Source : Financial Times Information Limited.

Technology Incubators

By
Tom Keating
on September 30, 2006 12:31 AM | | Comments (0)
Technology Incubators. Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) On this page: Background Incubator Directory

1. Background

The incubator program aims to turn technological ideas into commercial successes. It operates under the aegis of the Chief Scientist at the Ministry of Industry and Trade. The incubators provide fledgling enterprises with a supportive framework, including administrative back-up and consulting services, while the Office of the Chief Scientist provides finance. An enterprise can generally remain within an incubator for two years, within which time it is expected to complete development of its product and find independent sources of finance.



An incubator may be independent, or backed by an investor, or part of an established company. Government support is given on different terms in each case.

Most of the incubators are located outside the central Tel Aviv-Gush Dan area.

There are about 200 projects in the independent incubators. The main R&D fields are chemical and electrochemical, mechanical and electromechanical, software, electronics, biotechnology, and computers. The applications for the technologies being developed are predominantly in industrial and control processes, medicine and cosmetics, and transport and communications, with agriculture also a significant beneficiary.

The incubator program began as a response to the influx of scientists and engineers from the countries of the former Soviet Union at the beginning of the 1990s, when immigration from those countries was at its height. Immigration has since abated, and the effectiveness of the scheme, and of other aspects of government support for R&D, is now being questioned, though the Office of the Chief Scientist claims a high success rate for incubator enterprises, and the scheme has been held up internationally as a model of its kind.

For further details, see Investment Incentives. The Office of the Chief Scientist site provides a full guide to the incubator scheme and to the incubators themselves, plus a project database . The site does not include incubators that operate within companies.

2. Incubator Directory

Advanced Technologies Center (ATC) Rotem Industrial Park, Mishor Yemin, 206 Oron Road Arava, 86800 Tel: 972 8 655 8796 Fax: 972 8 655 6106 E-mail: atctemed@netvision.net.il

Am-Shav Technological Applied Development Center Midreshet Sde-Boker 84990 Tel: 972 8 653 2726; Fax: 972 8 653 2266; E-mail: amshav

Ashkelon Technological Industries (ATI) 7 Haofa Street, South Industrial Zone POB 7284 Ashkelon 78172 Tel: 972 8 671 1852/3/4 Fax: 972 8 671 1855 E-mail: ati

DIMOTECH at the Technion

HiTEC Technology Enterpreneurship Center Har Hotzvim POB 45010 Jerusalem, 91450 Tel. 972 2 587 0710 Fax 972 2 581 2386 E-mail: yirmi@hitec.co.il

Incentive Technological Incubator PO Box 3, Ariel 44837 Tel: 972-3-936-4754, Fax: 972-3-936-6873 E-mail: Info

The Initiative Center of the Negev 15 Yehoshua Hatzoref St. Beersheva 84106 POB 844 Tel: 972 8 623 1212 Fax: 972 8 623 1246 E-mail: ceo

Incubator for Technological Entrepreneurhsip (ITEK) Kiryat Weizmann Science Park, Bldg.13A, Ness Ziona 70400 Tel: 972-8-940-9086 Fax: 972-8-940-8085 E-mail: itek@itek.co.il J.C. Technologies 21 Havaad Haleumi St. PO Box 16120, Jerusalem 91160 Tel: 972-2-675-1123 Fax: 972-2-675-1195 E-mail: info

Kinarot Jordan Valley Technology Incubator Zemach, Jordan Valley 15132 Tel: 972 4 670 9018, Fax: 972 4 670 9014 E-mail: kinarot

Lab-One Innovations Formerly Nitzanim Initiative Center. Affiliated with StageOne Ventures 6 HaNehoshet St., Ramat Hahayal, Tel Aviv 69710 Tel: 972-3-6475788 Fax: 972-3-6473819 E-mail: Lab-One

Jerusalem Software Incubator POB 45125 Jerusalem, 91450 Tel: 972 2 587 0012 Fax: 972 2 587 0015 E-mail: ceo

Maayan Technology Ventures 3 Azrieli Center, Triangle Tower, 42nd Floor, Tel Aviv 67023 Tel. 972-54-4555219 4 HaNachtom St., PO Box 844, Beltec Building, Beer-Sheva 84106 Tel. 972-8-6231212 Fax: 972-8-6231246 E-mail: info

Magnet Program Ministry of Industry and Trade Office of the Chief Scientist.

MATAM Advanced Technology Center, Haifa Haifa 31905 Tel: 972 4 855 0066 / Ext. 126 Fax: 972 4 855 0888 E-mail: matam@netvision.net.il

Not itself an incubator, MATAM is an industrial park that provides services to tenants.

Meytag Technology Incubator Katzrin Industrial Zone POB 12 Katzrin 12900 Tel: 972 4 696 2561 Fax: 972 4 696 2564

Meytav - Technological Enterprises Initiation Center POB 408, Kiryat Shmona10200 Tel: 972 4 681 8800 Fax: 972 4 681 8806 E-mail: meytav

Misgav Carmiel Incubator MP Misgav 20179 Tel: 972 4 999 1991 Fax: 972 4 999 1901 E-mail: misgavtc

Mofet B'Yehuda - Technology and Business Incubator POB 80, Kiryat Arba 90100 Tel: 972 2 996 3880 Fax: 972 2 996 1571 E-mail:info

Mofet also manages an enviromental division: GreenTech that focuses on start-up entrepreneurs and investors interested in meeting the growing global demand for new ecological and environmental technologies.

New Generation Technology (NGT) Nazareth Industrial Area, P.O. Box 2252, Nazareth 16000 Tel: 972-4-656-4118, Fx: 972-4-656-4129, E-mail: Sharon Dvir, CEO

A high-tech incubator founded by a group of Israeli Arab and Jewish businesspeople.

Naiot Technological Center Affiliated with Ofer Brothers. POB 732 Nazareth Illit 17106 Tel: 972 4 650 0764/564-092 Fax: 972 4 656 6735 E-mail: info

Ofek LaOleh Jezre'el Valley Initiative Center POB 73, Migdal Ha'emek 23100 Tel: 972 4 654 3081 Fax: 972 4 654 3082 E-mail: Avraham Maoz

Ofakim Innovative Technologies (O.I.T.) 7 Betsalel St., POB 633, Ofakim 80300 Tel: 972 8 992 5580 Fax 972 8 992 6581 E-mail: oitech

Orit Technological R&D Center Affiliated with the Ofer Brothers Group P.O. Box 3 Ariel 44837 Tel: 972-3-936-4754 Fax: 972-3-936-6873 E-mail: orit

Patir R&D Center Incubator 21 Havaad Haleumi St. PO Box 16120, Jerusalem 91160 Tel: 972-2 675 1123 Fax: 972 2 675 1195 E-mail: info@patir.co.il

Rad-Ramot 2a Katzir Street, Tel Hashomer Ramat Gan 52656 Telefax: 972 3 531 2600 E-mail: info

Rad-Ramot is a joint venture of Rad Data Communication Ltd. and Ramot, the commercial arm of Tel Aviv University. It focuses on bio-medical and life-science projects.

Targetech Innovation Center Poleg Industrial Area, POBox 8027, Netanya, 42101 Tel: 972-9-885-1116 Fax: 972-9-885-1090 E-mail: Azriel Kadim

Targetech Innovation Center Poleg Industrial Area, POB 8027, Netanya 42101 Tel: 972 9 885 1116; Fax: 972 9 885 1090 E-mail: info

TEIC, The Technion Entrepreneurial Incubator Company Science Park Technion, Nesher, POB 212 Nesher 36601 Tel: 972 4 830 8333 Fax: 972 4 821 0531 E-mail: info

Western Negev Initiative Center POB 321 Neve Dekalim, 79779 Tel: 972 8 684 2983 Fax: 972 8 684 6457 E-mail: dov

Xenia Ventures Technology Incubator Gat High Tech Center (Matmag) Kiryat-Gat New Industrial Zone 1 Leshem St., Kiryat Gat 82000 Tel: 972-8-6811761/2 Fax: 972-8-6811763 E-mail: Hagay

YEDA Research and Development of the Weizmann Institute of Science Incubator for Technological Entrepreneurship - Kiryat Weizmann Ltd. Building No. 3, Kiryat Weizmann Science Park, Ness Ziona 70400 Tel: 972 8 940 9086 Fax: 972 8 940 8085

Yozmot - Granot Initiative Center Mobile Post Hefer 38100 Tel: 972 6 632 1390-1, Fax: 972 6 632 1392 E-mail: elizo@trendline.co.il

Yozmot Ha'Emek Ofek La'Oleh Technological Incubator PO Box 73, Migdal Ha'Emek 23100 Israel Tel: 972-4-6544800 Fax: 972-4-6543082 E-mail: Avraham (Avri) Maoz, Managing Director

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Copyright 2006 Globes. Source : Financial Times Information Limited.

Investment Incentives

By
Tom Keating
on September 30, 2006 12:30 AM | | Comments (0)
Investment Incentives. Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) On this page: Government Incentives - Overview Approved Enterprises Other Government Incentives Research and Development Incubators Free Trade Agreements International R&D Funds Free Trade and Free Processing Zones Further Information



1. Government Incentives - Overview

The Israeli government provides various incentives to encourage economic development, and overseas investors may benefit from these. Indeed, incentives are enhanced for projects in which there is foreign involvement. There are generally no restrictions on the extent of foreign ownership in an enterprise, except in the security sector.

Incentives take the form of cash grants, loan guarantees, and tax benefits. Research and development attracts special assistance. There is also an technology incubator scheme which nurtures new ideas, providing practical as well as financial aid to entrepreneurs.

2. Approved Enterprises

The main incentives are set out in the Law for the Encouragement of Capital Investments, 1959. Assistance provided under this law is administered by the Investment Center, which is part of the Ministry of Industry and Trade.

The Investment Center Ministry of Industry and Trade 30, Agron St. Jerusalem. Tel: 972-2-6220373/4/5 Fax: 972-2-6250442

Most assistance relates to projects awarded "approved enterprise" status by the Ministry of Industry and Trade. In general, projects that will help to develop the economy, generate employment, or improve the balance of payments, qualify for such status. An additional criterion is that projects must have paid-up capital amounting to 30% of the total investment required.

An approved enterprise may be owned by a foreign company.

Types of assistance available

Note:

Enterprises must select an assistance track at the outset. It is not possible to change from one type of assistance to another.

In some circumstances, assistance may be available to expand an existing enterprise as well as start a new one.

Cash grant

Grants are available for investment in tangible fixed assets. The rate of grant varies according to the enterprise's location. Outlying areas attract higher rates; the central area no grant at all. The current (1998) range is 10-20% for those areas that qualify for grants.

Loan guarantee

The State guarantees loans from Israeli banks at regulated interest rates covering up to two-thirds of project outlays.

Tax holiday

A total exemption from company tax on undistributed profits for between four and ten years, depending on location.

Composite assistance - grant and loan guarantee

Enterprises may elect to receive a reduced rate of grant topped up by State guaranteed loans. The total amount of grant plus loan may be up to two-thirds of the outlays on fixed assets and working capital.

Composite assistance - tax holiday and loan guarantee

A company that elects to take a tax holiday may also obtain a State guaranteed loan, but the period of tax exemption is then reduced.

Tax Benefits

Approved enterprises that do not choose a tax holiday nevertheless enjoy a reduced rate of company tax for a period of seven years. Approved enterprises may also claim accelerated depreciation rates on fixed assets and buildings for the first five years of their use.

Foreign Investors' Companies (at least 25% foreign owned) benefit from reduced company tax rates for a period of ten years. Moreover, the higher the level of foreign ownership, the greater the reduction in the rate.

Companies that do choose a tax holiday receive the general tax benefit between the end of the holiday and the end of the applicable tax benefit period if the tax holiday expires first.

3. Other Israel Government Incentives

"Industrial Enterprises"

A project that does not qualify for approved enterprise status may nevertheless come within the definition of an "industrial enterprise" for the purposes of the Law for the Encouragement of Industry (Taxes) 1969, in which case it can claim special depreciation and amortisation rates on tangible and intangible fixed assets.

Small Business Loan Fund

The fund provides loans and guarantees for the establishment or expansion of enterprises employing up to 75 people. Projects receiving other forms of government support are not eligible for assistance from the fund.

Exporters

Exporters can obtain a range of benefits, including relief on import duties on materials incorporated into exported products, accelerated VAT refunds, support for offering credit to overseas customers, and insurance covering various kinds of overseas trading risk.

Special Incentive for Overseas Investors - "Capital Intensive Companies"

This incentive applies only to companies in which share ownership is restricted to non-residents.

Under the Law for the Encouragement of Investments (Capital Intensive Companies) 1990, companies awarded capital intensive company status by the Minister of Finance benefit from a 25% corporate tax rate on retained profit, and their shareholders are exempt from capital gains tax upon sale of their shares. These benefits apply for 30 years.

A company may benefit from capital intensive company and approved enterprise status at the same time.

Besides being foreign owned, to receive capital intensive company status a company must have paid-up capital of at least $30 million, 75% of which must be invested in qualifying activities. Qualifying activities include, inter alia, the establishment or expansion of an enterprise dealing in communications infrastructure or computers, or engaging in R&D in these fields.

4. Research and Development

Grant Aid

The Office of the Chief Scientist at the Ministry of Industry and Trade administers various forms of grant aid to encourage innovation all the way from pre-industrial academic research to beta-site testing of new products. Rates of grant range from 20% to 66%. The definition of approved expenditure attracting grant aid is reasonably wide.

If an R&D program results in a commercial product, the grant becomes repayable by way of a royalty payment. Other conditions include a stipulation that products resulting from government supported R&D be manufactured in Israel, and restrictions on the transfer of know-how to third parties.

R&D Tax Benefits

Accelerated amortisation rates apply to R&D expenditure.

5. Incubators

Incubators provide a supportive framework for entrepreneurs with ideas but without the necessary resources or business experience to develop them. The assistance goes beyond grants, and includes practical help - administrative back-up, business planning, finding sources of finance, and so on. In essence, the incubator scheme give enterprises two years in which to develop a marketable product and become self-sustaining.

An incubator may have backing from an established company or an investor, or it may be independent. Incubator projects attract especially high levels of grant aid from the Office of the Chief Scientist for two years. After that, they may obtain aid under the regular R&D grant system mentioned above.

The assistance available includes a market feasibility study carried out by the Office of the Chief Scientist, or a grant towards a privately conducted study. Projects in incubators with industrial or investor may obtain a grant of 66% of R&D costs. For projects in independent incubators, the grant available is 100% of labour costs and 75% of other approved costs. There is a grant ceiling in each case. Independent incubators themselves receive up to 100% grants towards establishment and operating costs.

In most cases, the same payback rules apply to incubator projects as apply to R&D assistance in general.

See also Technology Incubators

International Aspects

6. Free Trade Agreements

Israel enjoys the unique advantage of having free trade agreements with the US, the European Union, and EFTA. Apart from the direct benefits this confers, it also means that Israel can act as an efficient bridging country between these markets. For example, components may be imported into Israel from the US tariff-free, and incorporated into products sold, again tariff free, to EU countries.

Israel has General System of Preferences status for developing countries in Australia, Canada, and Japan, giving Israeli exports to those countries customs duty reductions. Israel also enjoys most-favoured-nation status in the Chinese market.

7. R&D Funds

R&D Funds are discussed here in terms of the State financing available through them. For a more complete guide to agencies promoting international R&D cooperation, see Research and Development.

Israel has agreements with several countries for joint R&D financing.

The Israel-United States Binational Industrial Research and Development Foundation (known as BIRD F) promotes partnerships between Israeli and US companies. This typically means a US company utilising or distributing an Israeli company's innovative technology. BIRD F is administered by the Chief Scientist in conjunction with the US Standards Institute. It will contribute up to 50% of the cost of R&D projects over one to three years. The grant becomes repayable if the project succeeds. Projects cannot obtain BIRD F funding and Office of the Chief Scientists support at the same time.

The Canada-Israel Industrial Research & Development Foundation (CIIRDF) operates on similar lines. Israel also operates bilateral funds with Germany (GICT) and Singapore (SIIRD).

In addition, Israel has signed memoranda of understanding on R&D co-operation with several countries. The Office of the Chief Scientist site provides a complete list.

R&D Co-operation with European Union

Israel is a member of the European Union's Fifth Framework Programme of scientific research and technical development. Israel also has a Public Procurement Agreement with the EU, which provides, among other things, that the EU will not apply preferences to EU companies against Israeli companies in telecommunications tenders, and that the Israeli government act similarly vis-a-vis EU companies.

For further information, see the Delegation of the European Commission to the State of Israel and CORDIS sites.

8. Free Trade and Free Processing Zones

The city of Eilat, on the Red Sea at the point where Israel, Jordan, Saudi Arabia, and Egypt meet, is a free port and free trade area. Enterprises in Eilat enjoy company tax concessions, and most goods imported into Eilat, and transactions within the Eilat free trade area, are exempt from import taxes and VAT. Most goods purchased from elsewhere in Israel are zero-rated for VAT.

Recent legislation provides for the setting up of Free Processing Zones. Enterprises in these zones will enjoy certain tax benefits, and most transactions within the zones will be zero-rated for VAT.

9. Further information

The Ministry of Finance site (International Division) gives up-to-date information on the investment incentives available.

Copyright 2006 Globes. Source : Financial Times Information Limited.

Start-up Reviews - Computing, Internet

By
Tom Keating
on September 30, 2006 12:30 AM | | Comments (0)
Start-up Reviews - Computing, Internet. Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) Click company name to obtain Arena's write-up. Links automatically open a new browser window. You may need to scroll down the new window to find the article on the company you are looking for.



Computing, Internet

AbirNet SessionWall-3, network security and employee monitoring (April '98) EXIT: Acquired by Memco Software in 1998.

Acceloop Internet traffic control software (October 2001)

Actimize Software for server load-balancing (July 2001)

Adyoron Intelligence Systems Video compression and streaming technology on Texas Instruments DSP chips (January 2001)

Aliroo User-friendly encryption systems (November '98)

Appilog Monitoring and control software for electronic systems (June 2001)

AudioCodes Voice compression chips and boards for Internet Protocol telephony (February '99) EXIT: Nasdaq and TASE IPOs in 1999.

Balisoft Technologies Software products to support Internet trading and customer services (June '98) EXIT: Balisoft merged with ServiceSoft Corporation to form Servicesoft Technologies Inc., which was I acquired by Broadbase Software now Kana (Nasdaq:KANA) in December 2000.

Bridges for Islands Enterprise integration software (December '99) EXIT: Accquired by Attunity (Nasdaq:ATTU) in February 2000.

BroadLight Technology for 3G passive optical access communications networks (June 2001)

BuildCom Electronic Commerce International electronic market place for the A/E/C industry (May 2000)

Bug-Life Animation technology for various platforms (April 2001)

Business Layers Enterprise digital resources & services management (October '99) EXIT: Acquired by Netegrity (NETE) DEcember 2003.

cSafe Technology preventing pictures from being copied from the Internet. (Demo99 March '99) EXIT: Renamed Alchemedia Technologies, and acquired by Finjan Technologies in January 2003.

Informative Inc. (formerly Cahoots) Live web-wide communications network (May 2000)

CommerceMind Infrastructures for directory services and e-commerce (March 2002)

Congruency Server system to centralize Internet-based communications applications for small businesses (January '99) EXIT: Telrad Tenecs to merge with Congruency (March 2002)

Cobrador Enterprise security system based on both software and hardware (February 2002)

Corigin Still in the mainframe (February 2003)

Correlate Technologies (US start-up) Project management software (May '99)

Cyber-Ark Comprehensive information security solution (June 2001)

Cydoor Desktop Media Server-Client system for displaying ads on Internet (January '99)

Cyota Secure online purchases system (November 2001)

Digital Fuel Technologies Enterprise sourcing relationship management software solutions.

Doc Witness Anti-piracy device for CDs. (June 2002)

DVDemand Technologies Engine for assembling a multimedia DVD online (October 2000)

Enbaya 3D compression and streaming technology (June 2001)

eplication Content delivery system (May 2001)

Extent Technologies Applications-on-demand technology (June 2001)

GlobaLoop Internet access solution for high concentration of users (May '99)

Firebit.net Next generation Internet network service platforms (October 2000)

Hello Tech Technologies Voice operated m-commerce systems (March 2002)

Hotbar.com Internet infrastructure utility (December '99)

ibetcha.com Internet betting site (April 2000) EXIT: Acquired by Uproar in August 2000.

idcide.com Browser add-on that displays the attempts of visited sites to track the user and blocks such attempts. (May 2000)

Idium Systems e-commerce security software (January 2002)

i-Labs Internet traffic analysis and forecasting (May '98)

InfoCyclone High-speed information retrieval (April 2001)

ClearForest (formerly Instinct Software) Advanced text information retrieval (March 1999)

Intellipen Electronic pen (February 2002)

AlwaysOn.com (formerly LightPC.com) Application service provider (May 2000)

Mango DSP Multiprocessor DSP development environment software and hardware solutions. (April '99)

MaxBill Telecom billing systems (January 2001)

Mercado Software E-commerce catalog integration (July 2000)

Midbar Tech Copyright protection solutions (January 2001) EXIT: Acquired by Macrovision (Nasdaq:MVSN) in November 2002.

Monosphere Software for managing storage networks (June 2001)

Identity Software (formerly MuTek Solutions) (August software black-box tool (June 1999)

Oblicore A service level management solution for ASPs (April 2001)

P-Cube IP service management and provisioning platform (April 2001) Exit: Acquired by Cisco Systems for $200 million in August 2004

ProActivity E-processing solutions for enterprise systems (August 2000)

Quiver Human powered web directory (March 2000) EXIT: Acquired by Inktomi in July 2002 for $12 million. Yahoo! acquired Inktomi in March 2003.

RichFX Compression of high-quality video for quicker downloading (July 2000)

Riverhead Networks Denial of attack (November 2002) EXIT: Acquired by Cisco Systems for $40 million in March 2003.

Sanctum (Formerly Perfecto) Application-level security software for e-business companies (September '99) Acquired by Watchfire in July 2004

Sanrad IP-based Storage Area Network (SAN) solutions (February2002)

Security-7 Security software systems (August '98) EXIT: Acquired by Computer Associates (NYSE:CA) in June 1999.

SoftWatch Internet customer relationship management (June '99)

Shopping.com (formely DealTime) E-commerce price comparison website (March 1999).

TopTier Software Making relational databases & Internet compatible (September '98) EXIT: Acquired by SAP (NYSE; LSE: SAP; XETRA:SAPG) in 2001.

Trivnet Digital payment system (June 2000)

Unicorn Connectivity software (June 2001)

VisionTech MPEG-2 method video compression encoder (March '98) EXIT: Broadcom buys VisionTech for $800 mln in shares (November 2000)

Whale Communications Internal network security via physical Internet disconnection (May 2001)

XACCT Technologies Infrastructure product for network service providers (January 2000) EXIT:Acquired by Amdocs in 2003.

Xpert IP infrastructure solutions and consultancy and implementation services (April 2001)

Zend Technologies PHP development tools (February 2002)

Zoomix Data conversion technology for information systems (November 2001)

Copyright 2006 Globes. Source : Financial Times Information Limited.

Venture Capital Firms G-J

By
Tom Keating
on September 30, 2006 12:30 AM | | Comments (0)
Venture Capital Firms G-J. Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) Galram POB 14, Haifa 31000 Tel: 972-4-877-1117 Fax: 972-4-879-4415 E-mail: info@galram.co.il

Affiliated with Rafael Development Corporation.

Gemini Israel Funds 11 Galgalei Haplada St., POB 12548, Herzliya 46733 Tel: 972-9-958-3596 Fax: 972-9-958-4842 E-mail: hazel@gemini.co.il

Gemini Israel Fund; Gemini Israel II Gemini focuses on early stage Israeli companies in enterprise software, Internet and e-commerce, communications, semiconductor and industrial equipment, and medical technology.

Genesis Partners P.O.B. 23722 Tel-Aviv 61231 Tel: 972-3-526-2644 Fax: 972-3-526-2696 E-mail: office@genesispartners.co.il Funds: Genesis I & II. Investment focus: Communications and wireless, Internet infrastructure, enterprise software, Internet software and other industries.



Gilbridge Holdings 4 Maskit St., PO Box 12853 Herzliya 46733 Tel.: 972-9-956-7040 Fax: 972-9-956-7010 E-mail: Michelle Mayan Investment focus: Seed stage therapeutics, medical devices and telecom companies.

Giza Venture Capital Ramat Aviv Tower - 12th floor, 40 Einstein St., POB 17672, Tel Aviv 61172 Tel: 972-3-640-2323 Fax: 972-3-640-2300 Email: esoref@giza.co.il Giza GE Venture Fund III. The ABS GE Capital Giza Fund (BT Alex. Brown and GE Capital Corporation) and First Israel Fund are fully invested. Investment focus: Early stage communications, Internet-enabling, software and healthcare.

GlenRock Israel 85 Medinat Hayehudim St., Herzliya Business Park,Tower G, 8th Floor Tel: 972-9-9701800 Fax: 972-9-9701866 E-mail: info A private equity investment company affiliated with the GlenRock Group making investments in life sciences and high-tech companies, and makes buyouts. It has also invested in the Maayan Technology Ventures incubator.

Global Catalyst Partners A US incorporated fund. Israel office: 1 Eliahu House, 2 Ibn Gvirol St., Tel Aviv 64077 Tel: 972-3-696-8224 Fax: 972-3-695-6847 E-mail: Eliezer Manor, or Janice Rebibo Investment focus: Seed and start-up investments in IT, telecommunicatIons and Internet companies. Investment focus: Israeli biotechnology, medical devices and healthcare services companies expanding into the US.

Hadar Weitzman Management Group 68 Ahuza St., Eliav Center, Ra'anana 43212 Tel.: 972-9-745-1010 Fax: 972-9-745-2030 E-mail: info@hadarweitzman.com Investment focus: Israeli and Israeli related telecommunications, data communications and semiconductor companies.

HB Investments 32 Magal St., Savyon Tel.: 972-3-645-9609 Fax: 972-3-534-2698 E-mail: Zohar Heiblum Investment focus: All high-tech telecom, industrial technology, semiconductor, medical technology biotechnology sectors.

HK Catalyst Portview Communications Partners 10 Hayetsira St. POB 2197 Ra'anana 43650 Tel: 972 9 741 3140 Fax: 972 9 741 3240 E-mail: Robin Hacke or Julie Kunstler Investment focus: Early stage Internet infrastructure and communications software, wireless, broadband companies. Honeycomb Ventures c/o AsiaGate, 12 Yehuda Hamaccabi St., PO Box 4029 Herzliya 46140 Tel.: 972-9-956-6885 Fax: 972-9-955-1345E-mail: ching@netvision.net.il or avilir@netvision.net.il Investment focus: M&A strategic partnerships in IT, telecom, Internet and service companies.

Hyperion Israel Advisors 11 Ha'amal St., Afek Park, Rosh Ha'ayin 48092 Tel.: 972-3-903-9988 Fax: 972-3-903-6688 E-mail: yes@hyperionisrael.com Investment focus: Seed and later stage investments in Israeli wireless communications, telecommunications and Internet companies.

InnoMed Ventures Globus Communication Center, Suite 220, Neve Ilan 90850 Tel: 972-2-5332808 Fax: 972-2-5702352 E-mail: Dr. Dalia Megiddo Investment focus: Seed through mezzanine investments in life sciences companies in cardiology, diabetes, neurological disorders, orthopedics, women's care, geriatrics and other medical sectors.

Incutech 12 Zvi St., Ramat Gan 52504 Tel.: 972-3-752-5216 Fax: 972-3-752-5120 E-mail: Nehemiah Kaben Investment focus: Incubation and early stage financing for Israeli biotechnology, medical devices, agrotechnology, healthcare and applied materials companies.

Infineon Ventures Germany: St.-Martin-Str. 53, 81541, Munich Tel: +49 89-234-26359 Fax: +49 89-234-27483 E-mail: ventures@infineon.com USA: 1730 North First St., San Jose, CA 95112 Pre-IPO investments in pace-setting technologies or establish new applications in areas where microelectronics is or will be a key enabling technology. Innomed E-mail: info@innomed.co.il Innomed is managed by Jerusalem Global Ventures, focusing on medical device companies.

Intel Capital In Israel: Har Hotzvim Park, PO Box 3173, Jerusalem Tel.: 972-2-589-7111 or 972-3-607-4701 Fax: 972-2-589-7712 E-mail: Shlomo Caine or Uri Arazy Investment focus: Internet economy companies.

Israel Cleantech Ventures E-mail: info

Israel Healtchare Ventures (IHVC) 32 Habarzel St., Ramat Hahayal, Tel Aviv 69710 Tel.: 972-3-648-8566 Fax: 972-3-648-8474 E-mail: ihvc@ihvc.co.il Investment focus: Medical devices, biotechnology, pharmaceuticals, and medical-related IT.

Israel Infinity Fund 3 Azrieli Center, Triangle Tower, 42nd fl., Tel Aviv 67023 Tel: 972-3-607-5456 Fax: 972-3-607-5455 E-mail: info@israel-infinity.com or anatk@clal.co.il Israel Infinity Fund is in association with Clal, and Banque Nationale du Paris (BNP). It focuses on early-stage IT, medical and other high-technology products companies.

Integrated Technologies of Israel Ltd Aviv Towers Tower A, 46 Petach Tikva Rd., Tel Aviv 66184 Tel: 972 3 639 7850 Fax: 972 3 639 7851

Jointly owned by Israel Aircraft Industries and a group of Israeli and US entrepreneurs, bankers and industrialists.

Inventech Investment Company Shalom Mayer Tower, 9 Ahad Haam Street, Tel Aviv Tel: 972 3 517 5273 Fax: 972 3 517 5275 E-mail: office@inventech.co.il A private venture capital company investing in high-tech start ups.

Israel R&D Corporation 4 Weizmann St., Tel Aviv 61336 Tel: 972 3 697 2857 Fax: 972 3 695 3177

Israel Seed Partners 64 Emek Refaim St., Jerusalem Tel: 972 2 561 2090 Fax: 972 2 561 1955 E-mail: info@israelseed.com Investment focus: Seed stage Internet, e-commerce, enterprise software, communications, semiconductor and electronics and life sciences start-ups. Isratech; Reico Ventures is Isratech's Israeli branch. 11 Cross Keys Close, London W1M 5FY, England Tel: 44 171 935 2070 Fax: 44 171 935 2680 40 Einstein St. Ramat Aviv 69101 Tel: 972-3-643-9986 Fax: 972-3-643 E-mail: reico@netvision.net.il Funds: Astra, First Isratech, Millennium I & II Life sciences, biotechnology, medical devices, Internet and software.

JAFCO Investments (Asia Pacific) JAFCO Investments (Asia Pacific) is part of JAFCO Co. Ltd. of Japan, which is a member of Nomura Securities Ltd. 6 Battery Rd. #42-01, Singapore 049909 Tel: 65-224-6383 Fax: 65-221-3690 E-mail: byron@njiasia.com.sg Byron Askin Investment focus: Assist Israeli companies to penetrate Asian markets and/or find Asian strategic partners.

Janney Montgomery Scott 1801 Market Street, Philadelphia, PA 19103 Tel. 215-665-6180 Fax 215-665-6197 Investment focus: Internet, IT and business services, telecommunications and broadband, medical technology, life sciences and biotechnology, and other manufacturing, retail and financial, consumer services and utilities fields.

JC Technologies JC Technologies is affiliated with Patir high-tech incubator. 21 Havaad Haleumi St., PO Box 16120 Jerusalem 91160 Tel.: 972-2-675-1123 Fax: 972-2-675-1195 E-mail: Jay Kalish Investment focus: Incubation, seed and early stage financing for Israeli start-ups.

Jerusalem Capital Partners E-mail: Managing partner Jacob Ner-David Tel. 972-54-480-7334 E-mail: Principle Michael Brous Tel. 972-54-797-1071 Investment focus: Jerusalem-based technology-driven companies.

Jerusalem Global Ventures Jerusalem Technology Park, Building 98, P.O. Box 82, Malcha, Jerusalem 96951 Tel: 972-2-649-0750 Fax: 972-2-649-0740 Email: skalish@jgv.com Jerusalem Global Ventures is a venture capital fund that invests in early stage Israeli related companies developing technology solutions for the consumer, enterprise, service provider, and government markets. Jerusalem Venture Partners Jerusalem Tech Park, Bldg. 1, Malha, Jerusalem 91487 Tel: 972 2 679 7270 Fax: 972 2 679 7273 E-mail: erel@jvp.co.il Jerusalem Pacific Ventures; Jerusalem Venture Partners LP JVP invests in early-stage companies in five core areas: Optical communications, data communications, wireless communications, e-commerce infrastructure and service infrastructure.

Johnson & Johnson Development Corporation Corporate venture arm of Johnson & Johnson Israel address: Kibbutz Shefayim 60990 Tel.: 972-9-959-1176 Fax: 972-9-951-9797 E-mail: Zeev Zehavi Investment focus: Biotechnology, medical devices, drug discovery and pharmaceuticals companies.

Copyright 2006 Globes. Source : Financial Times Information Limited.

Venture Capital Firms A-C

By
Tom Keating
on September 30, 2006 12:30 AM | | Comments (0)
Venture Capital Firms A-C. Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) Accel Partners 428 University Avenue, Palo Alto, CA 94301 Tel: (650) 614-4800 Fax: (650) 614-4880 Investment focus: communications; Internet/Intranet

Accelerate Technology & Business 33 Jabotinsky St. Ramat Gan 52511 Tel.: 972-3-575-1575 Fax: 972-3-2770 E-mail: info@accelerate-tech.com A start-up accelerator focusing on supporting early stage high-tech companies in the semiconductor, new materials, electronics and opto-electronics and IC equipment fields. ADC Ventures The investment arm of ADC Telecommunications P.O. Box 1101, Minneapolis, MN 55440-1101 Tel: (612) 946-3333 Fax: (612) 946-3292 Contact: Robert Switz, ADC Sr. Vice President, CFO and Head, Business Development Investment focus: Next generation broadband technologies.



AG-Tech Fund Managed by Nessuah Zannex 3 Abba Hillel St., Ramat Gan 52522 Tel: 972-3-753-2020 Fax: 972-3-753-2022 E-mail: mail@agtechfund.com Investment focus: Biotechnology, e-health, healthcare and medical devices.

Agilent Ventures The venture capital arm of US-based Agilent Technologies. Israel office: Agilent Technologies Israel, Azorim Business Park, 94 Em Hamoshavot Rd., Petah Tikva 49527 Tel.: 972-3-928-8555 fax: 972-3-928-8501 Contact: E-mail: Noam Zahav Investment focus: Telecommunications, biotechnology, informationa technology, test equipment, and semiconductors

AIG-Orion Venture Capital Advisors 3 Hayetzira St., Ramat Gan Tel: 972-3-753-8890 Fax: 972-3-753-8895 E-mail: gary@orion.co.il AIG Orion invests in Internet software and information technology.

Alice Ventures Tel Aviv office: Ziv Towers, Building D, 24 Raoul Wallenberg St., Tel Aviv 69719 Tel.: 972-3-766-6547 Fax: 972-3-766-6559 E-mail: Hillel Milo A multinational venture capital fund based in Milan and Tel Aviv. Investment focus: Early stage communications, software and life science companies. Alon Technology Ventures Jointly managed by Gaon Asset management owned by B. Gaon Holdings and the Jupiter Group of the UK and CAIB Bank of Austria. Gibor Bldg. 14th fl., 6 Kaufman St. Tel Aviv 68012 Tel: 972-3-795-4121 Fax: 795-4122 E-mail: dangalit@gaon.com or E-mail: sylvie@gaon.com Investment focus: High-tech

See: Arena Feature -Alon Technology Ventures: The European investor is more trustworthy

Amanet Technologies Business, Real Estate Development and Entrepreneurship Division 34 Habarzel St., Tel Aviv 69710 Tel: 972-3-765-9555/02 Fax: 972-3-644-0125 E-mail: amanet@amanet.co.il Incubation, seed and start-up investment in IT, telecommunications, Internet and software companies. Ampal-American Israel Corporation (Bank Hapoalim group) 111 Arlozorov St. Tel Aviv 62098 Tel.: 972-3-608-0100 Fax: 972-3-608-101

Anschutz Investment Company US: 555 17th St., Suite 2400, Denver, CO 80202 Tel: (303)298-1000 Fax: (303) 299-8881 Europe: Polarisavenue 53, PO Box 2030, 2130 GE Hoofdorp, The Netherlands Tel: +31 (0)23 568 59 70 Fax: +31 (0)23 568 59 74 Investment focus: High-tech, telecommunications, Internet and software services companies.

Apax Partners(Israel) 2 Maskit St. P.O. Box 2034 Herzilya 46120 Tel: 972-9-958-6330 Fax: 972-9-958-8366E-mail: info@apax.co.il Funds: Apax Israel II; Israel Growth Fund Invests in privately-held Israel affiliated companies in Internet and information technology, telecommunications, services, healthcare and life sciences and management buyouts.

Apropos IT Ventures Jerusalem Technology Park, Malcha, Building 1, Entrance B, 1st Floor P.O. Box 48180, Jerusalem 91481 Tel: 972-2-648-2350 fax: 972-2-679-9931 US eFax: (775)-993-3039 E-mail: Business plans Investment focus: Internet and information technology companies with Israel Talent.

Arba Finance Company America House, 3rd fl., 35 Shaul Hamelech Blvd., P.O. Box 33406 Tel Aviv 61333 Tel.: 972-3-696-4420 Fax: 972-3-695-0029 E-mail: arbafin@arbafin.com Investment focus: Incubation, seed stage, start-up, mezzanine and bridging financing for telecommunications, Internet, software, robotics, medical technology and other high-tech companies.

Aria Ventures 85 Medinat Hayehudim St., P.O.Box 12245, Herzliya 46733 Tel: 972-9-956-7484 Fax: 972-9-951-4152 E-mail: amit@ariaventures.com Investment focus: Seed stage companies in the IT, enterprise hardware and software, communications infrastructure and applications, Internet &intranet, telecommunications technologies, software products and applications.

Ascend Technology Ventures 14a Ahimeir Street, Ramat Gan 52587 Tel: 972 3 751 3707 Fax: 972 3 751 3706 E-mail: info@ascendvc.com

Ascend invests in communications, internet and internet infrastructure, software, semiconductors and medical devices.

Asiagate Herzliya Business Park P.O.Box 4029, Herzliya 46140 Tel: 972-9-970-1886 Fax: 972-9-970-1887 E-mail: info@asiagate.co.il A spin-off of Jerusalem Global Ltd. for Asian and Japanese entities wishing to establish connects with Israeli high-tech companies and for Israeli companies seeking to enter Far Eastern markets.

Astra Technological Investvestments Atidim Tower, Kiryat Atidim P.O.B 58177, Tel Aviv 61580 Tel.: 972-3-649-1990 fax: 972-3-649-1992 Contact: E-mail: CEO Gil Klopman Investment focus: Acquiring minority interests in Israeli or US high-tech start-ups with a strong biotechnology or biomedical focus.

Atara Technology Ventures Atara is the venture capital investment arm of Israel Phoenix Assurance Company. 30 Levontin St., Tel Aviv 65116 Tel.: 972-3-7141-793 Fax: +972-3-7141-165 E-mail: David Furst Investment focus: Early stage, seed and start-up financing for Internet, IT, telecommunications and software companies.

Aviv Venture Capital Aviv Building, 49th floor 7 Jabotinsky St., Ramat Gan 52520 Telephone: 972-3-6114050 fax: 972-3-6114051 E-mail: info Investment focus: Early and mid-stage Israeli related companies.

AxcessNet AxcessNet is the Israeli affiliate of Broadview. P.O. Box 3587, Ramat Hasharon 45930 Tel: 972-9-743-4710 Fax: 972-9-742-3889 E-mail: eyal@axcess-net.com E-mail: michal@axcess-net.com A facilitator of the Israeli IT and the global industry and the exclusive representative of Broadview for transactions with Israeli companies.

Azritech Ventures A subsidiary of the Azrieli Group. Azrieli Center 1, Tel Aviv, 67021 Tel: 972-3-608-1300 Fax: 972-3-608-1380 E-mail: Zeev Zeevi Investment focus: Seed through third-stage start-ups in telecommunications, IT and medical equipment companies.

BCS Investment Company 3 Daniel Frisch St., Tel Aviv 64731 Tel.: 972-3-696-3221 Fax: 972-3-696-8828 E-mail: Yariv Caspi Investment focus: high-tech, media and communications companies from seed capital to mezzanine stage.

Benchmark Capital 9 Hamanofim St. Herzliya Pituach 46725 Tel.: 972-9-9617600 Fax: 972-9-9617601 E-mail: israelinfo@benchmark.com Focus: Early-stage high-technology

Biomedical Investments Golda House, 23 Shaul Hamelech St., Tel Aviv 64367 Tel: 972 3 696 6557 Fax: 972 609 5322 E-mail: biomedical@biomed.co.il

Investment areas: Medical equipment, biotechnology

See: Arena Feature - Pay n Tell

Biocom VC 40 Einstein St., Ramat Aviv Tower, Tel Aviv Tel.: 972-3-643.8890; fax: 972-3-643-6662 E-mail: David Schlachet Investment focus: Biotechnology, enabling platform technologies, biopharmaceutical and medical device companies.

Boticelli Venture Funds 28 Bezalel St. Gibor Sport Building (15th floor), Ramat Gan 52521 Tel.: 972-3-575-3222 Fax 972-3-575-3666 E-mail: Judith Investment focus: Advertising, interactive and media enabling technologies.

BRM Capital Israel Office: Akerstein Towers, 11 Hamenofim St., Herzliya Pituach 46725 Tel.: 972-9-954-9555 Fax: 972-9-954-9557 Email: info@brm.com

Britech Israel office: Gibor Sport Tower, 28 Betzalel St., Ramat Gan 52521 Tel.: 972-3-754-9581 Fax: 972-3-754-9582 E-mail: britech@actcom.co.il The Britain-Israel Technology Foundation fosters collaborative R&D links between British and Israeli companies.

Canada-Israel Opportunity Funds 1090 Don Mills Rd., Toronto, Ontario M3C 3R6 Tel: (416) 444-6660 E-mail: info@ciofund.com The Funds participate in direct investments with entities in the Shrem Fudim Kelner Group and the Polaris II Fund. Investment focus: Israeli high-tech companies.

Carmel Ventures Delta House, 16 Hagalim Avenue, Herzeliya 46725 Tel: 972-9-959-4894 Fax: 972-9-959-4898 E-mail: contact@carmelventures.com Investment focus: post-seed, companies developing software platforms and applications for the digital economy.

Catalyst Fund 3 Daniel Frish St., Tel Aviv 64731 Tel: 972-3-695-0666 Fax: 972-3-695-0222 E-mail: info@catalyst-fund.com Investment focus: Late-stage Israeli companies in the IT, software, telecommunications, semiconductor, biotechnology and medical devices sectors.

Cedar Fund 9 Keren Hayesod St., POB 505, Herzliya 46105 Tel: 972 9 957 7227 Fax: 972 9 957 7228 E-mail: info@cedar.co.il The Challenge Fund Etgar 1 Hashikma St., P.O. Box 55 Savyon 56530 Tel: 972-3-562-8555 Fax: 972-3-562-1999 E-mail: etgar@challenge.co.il Two funds for early-stage high-tech and non-high-tech companies.

Clal Industrial Investments 3 Azrieli Center, Triangle Tower 45th fl. Tel Aviv 67023 Tel.: 972-3-6075777 Fax: 972-3-607-5778 E-mail: cii@cii.co.il Funds: Venture Capital Fund focuses on IT, telecommunications, software and life sciences (biotechnology and medical devices); Israel Infinity Fund focuses on early-stage high-tech telecommunications, IT and healthcare; Millennium Materials Technologies Fund specializes in the development and commercialization of novel advanced materials and industrial processes; Clalit Venture Capital Fund focuses on diversified mezzanine investment opportunities in Israel and Israeli related technology companies; the Harvest Fund (with Evergreen) is a secondary venture capital fund; IJT Technologies (with Evergreen) focuses on high-tech; Peace Technology Fund, jointly managed with Virginia-based International Capital Advisors, to invest in the Palestinian economy and encourage Israeli-Palestinian cooperation; Israelseed III; Periscope I (with Evergreen) focuses on high-tech.

Clal Biotechnology Industries 3 Azrieli Center, Triangle Tower 45th fl. Tel Aviv 67023 Tel.: 972-3-6075733 Fax: 972-3-607-5734 E-mail: Ophir Shahaf or David Haselkorn Tel: 972 3 765 0306 Fax: 972 3 765 0329

Clalit Capital & Investments 5 Druyanov St., Tel Aviv Tel: 972 3 526 3370 Fax: 972 3 528 0769 E-mail: Manpikim@netvision.co.il

Clalit Capital Fund

Comverse Investments Efrat-Comverse House, 23 Habarzel St., Ramat Hachayal, Tel Aviv 69710. Tel: 972 3 645 4910 Fax: 972 3 645 4916 E-mail: comin@icomverse.com

ComSor Investment Fund

Columbine Ventures Top Tower, 22nd fl., 50 Dizengoff St. Tel Aviv 64332 Tel.: 972-3-620-9010 Fax: 972-3620-9011 E-mail: Carine Wiener Investment focus: Early stage financing for Israel and Israel-related biotechnology, therapeutics, medical devices, bioinformatics and diagnostic technology companies.

Concord Ventures 85 Medinat Hayehudim St., P.O.Box 4011, Herzeliya 46140 Tel: 972-9-960-2020 Fax: 972-9-960-2022 E-mail: office@concordventures.com Investment focus: datacom and telecommunications, Software applications and Internet infrastructure, medical technologies and biotechnology.

Coral Ventures Main office: 60 South Sixth St., Suite 3510, Minneapolis, MN 55402 Tel: (612) 335-8666 Fax: (612) 335-8668 A private venture capital company focusing on technology (communications, Internet, software, information and systems) and healthcare (biotechnology, medical devices and diagnostics) industries.

Investment focus: Healthcare and high-tech.

Corex Industries Management Corex Building, Maskit St., Herzliya Pituah 46733 Tel: 972 9 957 2777 Fax: 972 9 957 2772 E-mail corex@corex.co.il Investment focus: Expansion, mezzanine and bridging investments in IT, telecommunicaitons, Internet, electronics and software companies.

Copyright 2006 Globes. Source : Financial Times Information Limited.

Venture Capital Firms P-T

By
Tom Keating
on September 30, 2006 12:30 AM | | Comments (0)
Venture Capital Firms P-T. Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) Pamot Rehovot Advisors Weizmann Institute Campus, POB 2439, Rehovot 76123 Tel: 972 8 936 5431 Fax: 972 8 946 0484 E-mail: pamot@netvision.net.il

Pamot has a first right of refusal on investment in projects being developed at the Weizmann Institute of Science

Partech International Israel office: 39 Derech Haganim. PO Box 9129, Kfar Shmaryahu 46910 Tel: 972-9-951-4189 Fax: 972-9-951-5782 E-mail: Ami AMir Investment focus: Communications

Peregrine Ventures 6 Yoni Netanyahu St. Or Yehuda 60376 Tel: 972-3-6349990 Fax: 972-3-6349910 E-mail: contact@peregrinevc.com Investment focus: Part venture fund and part technology incubator for communications, e-commerce, software and medical equipment start-ups.



Persys Investment 7 Ha'marpe St., Har Hotzvim, P.O.Box 45036, Jerusalem 91450 Tel: 972-2-5322-779 Fax: 972-2-5322-673 E-mail: yaron@persystech.com Yaron Kimchi or, E-mail: mati@persystech.com Investment focus: Seed-stage investments in advanced technology start-ups in healthcare, testing technologies, wireless communications and IT companies. Pitango Venture Capital Formerly Polaris Venture Capital 11 HaMenofim St., Building B, Herzliya 46725 Tel: 972-9-971-8100 Fax: 972-9-971-8102 E-mail: polaris@polarisvc.com Pitango has offices in Menlo Park, California and London Investment focus: Communications, Internet infrastructure and related technologies, software, medical devices and biotechnology. Platinum Neurone Ventures Israel office: 21 Ha'arba'ah St., 15th Floor, Tel Aviv 64739 Tel.: 972-3-684-5700 Fax: 972-3-686-9535 E-mail: Asi Investment focus: First and second round investments in enterprise software, communications, IT and semiconductor companies.

Plenus Technologies Delta House, 16 Hagalim Ave., Herzeliya 46725 Tel.: 972 9-957-4944 Fax: 972-9-957-8770 E-mail: contact@plenus.co.il Bridge loans to late emerging high-tech companies. POC Technostart Azrieli Center #1, Tel Aviv 67021 Tel.: 972-3-608-1616 Fax: 972-3-608-1617 E-mail: infor@poc.co.il Investment focus: Post seed-stage investment in early-stage communications and Internet companies.

Polar Investments Formely Poalim Investments, and a member of the Shrem Fudim Kelner Group. 21 Ha'arba'ah St., Tel Aviv 64739 Tel: 972-3-6845666 Fax: 972-3-6850857 E-mail: pil@poalim-investments.co.il Investment focus: Software, robotics, biotechnology and agro-technology.

Potalium Ventures EDS Building, second floor, 7 Sapir St., Herzliya Pituach, 46852 Tel: 972-9-970-8158 Fax: 972-9-958-0897 E-mail: Portalium Investment focus: Portalium provides services for European and other venture capital and private equity funds seeking to invest in Israel, including locating, screening and compiling suitable high-tech investment opportunities.

Portview Communications Partners See HK Catalyst ProSeed Venture Capital Fund 10 Planut St. Sciecen Bldg. #1, Rehovot 76122 Tel.: 972-8-948-4966 Fax: 972-8-948-4967 E-mail: mail@proseedco.il

ProSeed Venture Capital calls itself "the angels' venture capital fund". Investment focus: Israeli and Israel-related seed and early stage medical devices and IT companies

ProSeed Capital Holdings CVA Israel office: A' Aviv Tower, 48 Petach-Tikva Rd., Tel Aviv 66184 Tel.: 972-3-537-1173 Fax: 972-3-548-8069 E-mail: Ori Shilo

ProSeed Capital Holdings focuses on early stage high-tech startups in Israel, Europe, the US, Canada and India.

Rafael Development Corporation (RDC) Ltd. Ramat Aviv Tower, 5th floor, 40 Einstein St. P.O. Box 15, Tel Aviv 61172 Tel: 972-3-643-9912 Fax: 972-3-643-9916 bldg 7, New Indusrial Park, P.O. Box 258, Yokne'am 20692 Tel: 972-4-959-9511 Fax: 972-4-959-0720 E-mail: rubenk@rdc.co.il Investment focus: Start-up, seed and incubator investment in software, telecommunications, data communication, semiconductors, healthcare and medical devices.

Samurai Web Ventures Israel office: 1 Korazin St., Givataim 53583 Tel: 972-3-571-0222 Fax: 972-3-571-0225 E-mail: info@samurai.co.il Investment focus: Initiate and manage start-up companies in the areas of Internet and Information Technology.

Sequoia Capital Seed Fund Israel contact: Tel: 972-9-957-9440 Fax: 972-9-957-9443 E-mail: Hagit Avneri Investment focus: Israeli and Israel-related companies in the communications and Internet sectors. Shalom Equity Fund Israel office: Shalom Tower, 9 Ahad Ha'am St., Tel Aviv 65251 Tel.: 972-3-510-8581 Fax: 972-3-516-3413 E-mail: info@shalom.com Investment focus: Early-stage high-tech and Internet companies.

Shamrock Holdings Israel & Europe office: 28 Grosvenor St., London W1K 4QR, UK Tel: 44 (20) 7917-9755 Fax: 44 (20) 7917-9654 E-mail: mgeiger@shamrock.com Michael Geiger Investment focus: Media, technology and communications.

Shirat Enterprises Ltd. Eliahu House, 2 Ibn Gvirol St., Tel Aviv 64077 Tel: 972 3 696 8224 Fax: 972 3 695 3847 E-mail: shirat@netvision.net.il

Shrem Fudim Kelner 21 Haarbah St. Tel Aviv 64739 Tel: 972-3-684-5555 Fax: 972-3-684-5554 E-mail: miri@sfk.co.il Funds: Canada Israel Opportunity Fund; CMS/DS Israel Fund; Dovrat, Shrem Skies '92 Fund; Dovrat, Shrem Founders Group; Dovrat Shrem Rainbow Fund; Horizon Fund. Investment focus: Venture Capital management, Finance, investments in High-Tech & Telecommunications, and long-term investments in traditional industries.

Siemens Venture Capital Siemens Venture Capital invests in Israel through Carmel Ventures, Millennium Materials Management Fund, Portview Communications Partners, Rama Partners and SVM Star Ventures Capital Management. Israeli operations director: Asriel Eisinger Tel: +49 89 636 41084 E-mail: asriel.eisinger@mch11.siemens.de Investment focus: Seed, early, and mezzanine stages in the fields of IT, telecommunications, medical engineering, automation and microelectronics.

StageOne Ventures Levinstein Tower, 29th fl., 23 Petach Tikva Rd. Tel Aviv 66182 Tel.: 972-3-710-0140 Fax: 972-3-710-0150 E-mail: contact@stageonevc.com StageOne is sponsored by Bezeq and Discount Capital Markets. Investment focus: Very early stage communications technology companies.

Star Ventures A Munich-based venture capital fund with a branch in Israel. 11 Galgaley Haplada St., P.O. Box 12600, Herzliya Pituah 46733 Tel: 972-9-951-2888 Fax: 972-9-951-2889 E-mail: mail@star-ventures.com Investment focus: Early-stage high-tech companies in the communications, Internet, software and medical devices fields.

Steps Investments in Technology Midgal Shalom, 26th fl., P.O. Box 29161, Tel Aviv 61291 E-mail: info@steps-ventures.com Investment focus: Early-stage telecommunications, software and semiconductor start-ups.

STI Ventures 85 Medinat Hayehudim St., Herzliya Pituach 46851 Tel: 972-9-971-0710 Fax: 972-9-971-0711 E-mail: info@stiventures.com Investment focus: Partnerships in wireless and communications technologies, Internet infrastructure, and enterprise software start-ups.

Syntek Capital Israel branch: E-mail: info.telaviv@syntekcapital.com Investment focus: European, Israeli and US start-ups in the IT, software, telecom and media fields.

Tamar Technology Ventures Israel office: 50 Ramat Yam St., Herzliya Pituach 46851 Tel: 972-9-954-3555 Fax: 972-9-954-3423 E-mail: info@tamar-vc.co.il Investment focus: start-up, early stage and mezzanine financing in IT, data communications, telecommunications, Internet &intranet, electronics, software, multimedia, semiconductors, medical devices, biotechnology and healthcare companies.

Tamir Fishman Ventures Alrov Tower,46 Rothschild Blvd., Tel Aviv 66883 Tel: 972-3-7148444 Fax: 972-3-5605010 E-mail: info@tfventures.com Funds: Eucalyptus Ventures (fully invested) and Tamir Fishman Ventures II Investment focus: Early-stage communications. Internet and software companies focusing on B2B services and infrastructure solutions.

TDA Capital Partners Formerly: Templeton Direct Advisors Israel office: 19 St., Ramot Zahala, Tel-Aviv 69358 Tel: 972-3-649-9817 Fax: 972-3-649-9827 E-mail: info@tdacapital.com Investment focus: Seed, early-stage and mezzanine financing in IT, telecommunications, Internet & intranet, semiconductor and medical device companies. Tecc-IS plc Levinstein Tower, 23 Petah Tikva Rd. Tel Aviv 66182 Tel.: 972-3-566-4464 fax: 972-3-566-4465 E-mail: Simon Larah Investment focus: Seed and early stage investments in Israeli telecom, Internet and software technology companies.

Technolplus Ventures Ziv Towers, 24 Raoul Wallenberg St., Tel-Aviv 69719 Tel: 972-3-766-6555 Fax: 972-3-766-6556 E-mail: info@technoplusvc.com A Tel Aviv Stock Exchange-listed company (TASE: TNPV), infrastructure and enabling technologies, data communications and enterprise software.

Technorov Holdings 46 Rothschild Blvd.. Alrov Tower Tel Aviv 66883 Tel: 972-3-714-7770 Fax: 972-3-714-7772 E-mail: technorov@interent-zahav.net

Al-Rov Technologies (1983) Ltd; Technorov Holdings (1993) Ltd

TeleSoft Partners Israel office: 14 Shenkar St., Herzliya Pituah 46733 Tel.: 972-9- 954-0828 Fax: 972-9- 958-9695 E-mail: Avi Mazor or Ron Hiram Investment focus: Early, development/expansion, bootstrapped/later stage next generation communications services, software, and Internet companies.

Teuza Management and Development 49 Hahistadrut Boulevard, POB 25266 Haifa 31250 Tel: 972 4 872 8788 Fax: 972 4 872 9393 E-mail: teuza@teuzafund.com A Fairchild Technology Venture Ltd Early-stage seed companies in the communications, advanced manufacturing equipment, semiconductors, software and biotechnology and healthcare sectors.

Trinet Investment in High Tech Ltd Tel: 972-3-751-3707 Fax: 972-3-751-3706. Investment focus: Early-stage, seed and start-up capital for IT, telecommunications, Internet & intranet, multimedia, software, semiconductors, biotechnology, medical devices and healthcare companies.

TopNotch Capital Vered Tower, 20th Floor, 53 Hashalom Rd., Givatayim 53454 Tel: 972-3-732-6616 Fax: 972-3-731-3340 E-mail: info Investment focus: An investment banking boutique specializing in early stage life science companies.

Copyright 2006 Globes. Source : Financial Times Information Limited.

To sustain rate, push reforms, core sector

By
Tom Keating
on September 30, 2006 12:30 AM | | Comments (0)
To sustain rate, push reforms, core sector. Check it out:
(Indian Express Via Thomson Dialog NewsEdge) With GDP growth of 8.9 per cent in the first quarter of 2006-07, the Indian economy continues to do well. While manufacturing and services kept their momentum of growth, the high growth in agriculture at 3.4 per cent helped attain the nearly 9 per cent growth. While the news is great, the first question that most people ask is whether the country will be able to sustain this rate of growth. The rapid upswing witnessed in recent years has been a combination of a higher trend and the high of a business cycle. In the last few years, the economy has seen an increase in the trend growth rate to about 6.25 per cent. This trend has had a cycle around it so that the growth rate moved in a band of around -2 and +2 percentage points. In other words, the rate has ranged from 4.5 to 8.5 per cent. The GDP growth rate of this quarter is an improvement on this. When the economy is at the high of a business cycle, it is natural to be concerned about a downturn. But while the cycle can turn down due to a number of factors - both domestic and international - there is reason to be optimistic about the higher trend growth path. This is a consequence not of the government setting a target and investing and producing more. It is, in fact, the result of the taking away the restrictions that the government had put on private enterprise for nearly 30 years, from the 60s to the early 90s. By slapping various restrictions, licences and controls, the government had constrained individual initiative and prevented higher growth. Now that it is trying to create a supportive environment with better infrastructure and facilities for private initiative, every individual who does better for himself does better for the country, too. Indeed, this is India's main strength in contrast to China's, where there is an attempt to develop private enterprise. This is not to say that the we can take high growth rate for granted. There will be a need to focus on two things. One is to remove the remaining restrictions on movement of goods and on factors of production - labour, capital and land - so that they can move freely across uses and be available for use in the most efficient and productive way. This will mean bringing changes in land use policies, exit policies, labour laws and the financial sector. The second is improving infrastructure. The first can be attained by the stroke of a pen, though it needs political consensus which may take a little time to come about. It is building infrastructure that will take time and resources. But as and when it gets done, and sooner or later it will, the world can bet on India for even faster growth than it has seen this quarter.



Copyright 2006 The Indian Express Online Media Ltd.. Source: Financial Times Information Limited.

Purdue-Indiana University Team Selected as National Cancer Institute Proteomics Center

By
Tom Keating
on September 30, 2006 12:30 AM | | Comments (0)
Purdue-Indiana University Team Selected as National Cancer Institute Proteomics Center. Check it out:
(Ascribe Newswire Via Thomson Dialog NewsEdge) WEST LAFAYETTE, Ind., Sept. 29 (AScribe Newswire) -- Purdue and Indiana universities' proteomics team has been selected as one of five national centers for cancer research.

The National Cancer Institute announced Wednesday (Sept. 27) its selection of the Purdue-IU Analytical Proteomics Team for inclusion in a new consortium to assess proteomic technology and its applications for diagnosis and treatment of cancer.



The NCI awarded a $7 million grant to the Purdue-IU team, which pairs Purdue's experts in mass spectrometry and proteomics technology with the expert clinical team of cancer researchers from Indiana University School of Medicine. Together they will focus on technology to diagnose breast and prostate cancer through blood samples.

This is the future of cancer detection in America, said Fred Regnier, Purdue's John H. Law Distinguished Professor of Chemistry and principal investigator for the team. Proteomics, the study of proteins, holds great promise for more precise diagnosis and tailored cancer therapies through the identification of proteins specific to cancer and other diseases, called 'biomarkers.'

However, more work needs to be done to establish protocols for these approaches and the technology used. The NCI program creates a consortium for this purpose and is a great advancement for the field. Remarkably, all five centers included breast cancer as an area of study, which will allow for incredible scientific collaboration and evaluation of data from patients nationwide.

The consortium will receive $35.5 million in awards and is one of three components of the NCI's $104 million five-year clinical proteomic technologies initiative for cancer national program.

This program is a critical component of NCI's strategy for leveraging the diagnostic and therapeutic potential of proteomics for cancer patients, said NCI deputy director Anna D. Barker. I am confident that the complementary proteomic expertise of the awardees, and their commitment to interinstitutional collaboration and real- time data sharing, will enable the development of biomarkers to contribute to a new generation of molecularly based interventions to diagnose, treat and prevent cancer.

The team, based at Purdue's Bindley Bioscience Center at Discovery Park, will develop protocols and standards for mass spectrometry- based cancer proteomics relating to breast and prostate cancer. The endeavor will involve close cooperation between Purdue and Indiana University experts in proteomics, informatics and cancer biology and treatment.

This is a perfect example of how great things will happen in Indiana when IU, Purdue and the private sector collaborate on life sciences research, said Dr. D. Craig Brater, dean of the IU School of Medicine and vice president of IU with responsibility for life sciences.

Four hundred clinical samples will be collected for breast cancer analysis by the Hoosier Oncology Group, an Indiana statewide network of cancer physicians chaired by Christopher Sweeney, an oncologist and associate director of clinical research at the IU Cancer Center. Prostate cancer samples also will be collected from the NCI-sponsored Eastern Cooperative Oncology Group trial.

As co-principal investigators, Sweeney and Harikrishna Nakshatri, the Marian J. Morrison Investigator in Breast Cancer Research in the IU Department of Surgery, and others will conduct cancer biology research. Discovery Park's Oncological Sciences Center played a key role in connecting clinical and basic science researchers in the project.

The goals of the program are to define existing technologies and identify emerging technologies that will enable precise and reproducible measurement of biomarkers in cancer, said Jiri Adamec, a Purdue research assistant professor and lead scientist at Bindley Bioscience Center and co-principal investigator. Other Purdue team members include research assistant professor Xiang Zhang and chemistry professor Scott McLuckey.

The team will employ both electrospray ionization and matrix assisted laser desorption ionization mass spectrometry platforms.

Mass spectrometry-based proteomic approaches have the advantage of excellent sensitivity and high analytical precision, Adamec said. Our team will focus on the use of this technology in providing insight into breast and prostate cancer biomarkers. These biomarkers will have dramatic impact for cancer diagnostics and therapeutics.

The team will use the emerging bioCD technology invented at Purdue and commercialized by QuadraSpec, a Purdue Research Park company, to expand the detection and quantification of specific candidate cancer protein biomarkers. The technology enables evaluation of hundreds of proteins of interest from hundreds of samples in minutes by incorporating specific antibodies on a microfabricated optical disk that is read by spinning disc inferometry, said Charles Buck, director of operations for Bindley Bioscience Center.

In Bloomington, the startup company Predictive Physiology and Medicine will work with David E. Clemmer, the firm's scientific co- founder and chairman of the IU Department of Chemistry, and Clemmer's team at IU Bloomington to provide ion mobility spectrometry evaluation. This proprietary technology greatly broadens the range for cancer biomarker proteomics studies, Buck said.

In Indianapolis, proteomics work will be conducted by the Protein Analysis and Research Center, the academic service component of the Indiana Centers for Applied Protein Sciences (INCAPS), said Mu Wang, director of PARC and an assistant professor of biochemistry and molecular biology at the IU School of Medicine. That work will include planning and execution of the projects to identify and validate targeted biomarkers for breast and prostate cancers.

Statistical analysis and processing of the data will be overseen by Jake Chen, assistant professor of informatics at IU and co-principal investigator.

For a large NCI program such as this, data is going to be generated and collected from clinical laboratories, individual research labs at Purdue, Indiana University Purdue University at Indianapolis, IU School of Medicine, IU Bloomington, and various contracting companies across the state, Chen said. Therefore, it's essential for a team of computational scientists to work together, linking data, storing them, and analyzing them using computational and statistical tools. The work ahead will be very exciting.

The team will take advantage of Purdue's discovery pipeline for high- complexity data handling to deal with the challenge of data collection, management, and analysis. This discovery pipeline was developed from cooperation among the Bindley Bioscience, e-Enterprise and Cyber centers at Discovery Park.

The NCI's Clinical Proteomic Technology Assessment for Cancer awardees were chosen based, in part, on the broad expertise of their proteomic research teams and their familiarity with and regular use of a wide range of proteomic technologies. The five teams define a cross-institutional and multidisciplinary network of assessment centers that will evaluate and compare different commercially available proteomic platforms and analysis software packages in the context of their potential applicability to cancer. They will also work together to develop a comprehensive approach to assess intra- platform and inter-laboratory variability in these measurement technologies.

CPTAC is one of three major Clinical Proteomic Technologies Initiative program components integrated by the National Institutes of Health NCI to address the fundamental scientific requirements that must be met in order to realize the promise of proteomics for cancer diagnosis and therapy. Together, they have been charged with providing the scientific community with an assessment of current proteomic technologies, developing and assessing novel technologies and computational methods, and creating a central repository of the resources needed to use these proteomic tools.

RELATED WEB SITES:

Bindley Bioscience Center: http://discoverypark.purdue.edu/wps/portal/ Bioscience

Discovery Park: http://discoverypark.purdue.edu/wps/portal

Purdue University: http://www.purdue.edu

Indiana University School of Medicine: http://www.medicine.iu.edu

Indiana University: http://www.Indiana.edu

Clinical Proteomic Technologies Initiative for Cancer and the Clinical Proteomic Technologies Assessment for Cancer awards: http:// proteomics.cancer.gov

National Cancer Institute: http://www.cancer.gov

- - - -

CONTACTS:

Sources - Fred Regnier, 765-494-3878, fregnier@purdue.edu

Jiri Adamec, jadamec@purdue.edu

Charles Buck, 765-494-2208, cbuck@purdue.edu

Christopher Sweeney, 317-274-3515, chsweene@iupui.edu

Jake Chen, 317-278-7604, jakechen@iupui.edu

Writers - Elizabeth Gardner, 765-494-2081, ekgardner@purdue.edu

Phillip Fiorini, 765-496-3133, pfiorini@purdue.edu

Eric Schoch, 317-274-8205, eschoch@iupui.edu

AUDIO: Audio clips from Charles Buck, director of operations for Bindley Bioscience Center, and publication-quality photos are available at http://news.uns.purdue.edu/UNS/html3month/ 2006/060928RegnierNCI.html

PHOTO: A publication-quality photo is available at http:// news.uns.purdue.edu/images/+2006/regnier-proteomics.jpg

PHOTO CAPTION: Jiri Adamec, from left, a research assistant professor, discusses the results of an experiment with Fred Regnier, Purdue's John H. Law Distinguished Professor of Chemistry, in the Bindley Bioscience Center's Proteomics Lab. The Purdue-IU Analytical Proteomics Team, led by Regnier, has been approved as a national center in the National Cancer Institute's Consortium for Proteomics Technology Assessment for Cancer. The team studies the detection and prediction of cancer through analysis of blood samples. (Purdue News Service photo/David Umberger)

Copyright 2006 AScribe inc.

'Roadmap' aims to make county better

By
Tom Keating
on September 30, 2006 12:30 AM | | Comments (0)
'Roadmap' aims to make county better. Check it out:
(Harrogate Advertiser Via Thomson Dialog NewsEdge) A NEW 'roadmap' for Yorkshire and Humber's economic growth, the Regional Economic Strategy 2006-2015 (RES), has just been launched by Yorkshire Forward.

The RES provides a ten year outline of what the region needs to do to grow its GBP75 billion economy. The overall aim is to make Yorkshire and Humber a better place to live, work and invest.

To outline how this can be achieved, the document offers a straightforward guide to economic development and investment - unique to the region and its circumstances, diversity and places. It also specifies who needs to take responsibility for delivering each action and calls on the public, private, voluntary and community sectors to pool their efforts.



The strategy highlights three key areas as being essential to Yorkshire and Humber's future economy: business, people and the environment.

Business objectives outline that the region needs 'more businesses that last', placing emphasis on the need to encourage enterprise in groups to drive productivity, while 'more competitive businesses' highlights that innovation activity is core to economic growth.

People objectives focus on 'skilled people - benefiting business and individuals' as this drives productivity and has knock-on benefits on quality of life, while 'connecting people to good jobs' will tackle worklessness and remove barriers to work.

Environment objectives consider 'transport, infrastructure and the environment', looking at transport schemes of economic priority, the role of the private sector in utilities and infrastructure, plus activity to enhance and utilise the environment and natural resources. A final objective stresses a drive for 'stronger towns and cities' and the role of their renaissance in driving the economy.

Underpinning all six objectives are three themes which aim to achieve quality of delivery. 'Sustainable development' aims to grow business via a long term approach that benefits the environment and enhances quality of life, 'diversity' aims to ensure all people and businesses realise their potential, while 'leadership and ambition' acknowledges that the region needs to raise its sights and promote a culture where people, businesses and agencies aim high, drive change and make the most of their abilities.

Produced by Yorkshire Forward on behalf of the region, the new strategy is the second to be launched by the RDA since its inception. It is the product of the ideas of more than 5,000 people, from three rounds of extensive and inclusive consultation.

Yorkshire Forward chairman Terry Hodgkinson said: "Our region has come a long way since the launch of the first Regional Economic Strategy in 2000, and as a result our economic landscape has changed. This new RES recognises these changes and has refocused our priorities accordingly.

"If people are looking to start or expand a business, want to achieve their potential or transform the place in which they live, then this strategy exists to make this possible." Copies of the RES are available at www.yorkshire-forward.com or by telephoning Yorkshire Forward on 0113 3949600.

Copyright 2006 Johnston Press Plc. Source: Financial Times Information Limited

Do you deserve to win a prestigious Queen's Award?

By
Tom Keating
on September 30, 2006 12:30 AM | | Comments (0)
Do you deserve to win a prestigious Queen's Award?. Check it out:
(Harrogate Advertiser Via Thomson Dialog NewsEdge) THE Queen's Awards for Enterprise are the UK's most prestigious awards for business performance.

They recognise and reward outstanding achievement by UK companies. They are presented in three separate categories: l International Trade - recognising companies that have demonstrated growth in overseas earnings.

l Innovation - recognising companies that have demonstrated commercial success through innovative products or services.

l Sustainable Development - recognising companies that have integrated environmental, social, economic and management aspects of sustainable development into their business.

The awards are made each year by The Queen, on the advice of the Prime Minister, who is assisted by an Advisory Committee that includes representatives of Government, industry and commerce, and the trade unions. Outstanding businesses from all sectors are currently being invited to apply for the 2007 awards. The deadline for this year's awards is October 31.



In 2006, 145 companies - large and small - won a Queen's Award. The main benefits of winning are recognition, publicity, staff motivation and use of The Queen's Award Emblem for five years - and, impressively, 92 per cent of the 137 award winners last year said they thought winning a Queen's Award had brought added commercial value to their firm, with 22 per cent noticing a significant increase in new business since winning the award.

"This is a chance for a company to be recognised as a leader in its market and one of the top businesses in the UK," says Stephen Brice, secretary to The Queen's Awards office.

"There is no limit to the number of awards available each year - if a company's achievements are deemed truly outstanding for its sector, then it stands a good chance of winning an award." Over the next few months, officials from The Queen's Awards office will be touring the country to promote the awards, supported by talks and presentations. They will also be inviting nominations for The Queen's Award for Enterprise Promotion - an award for individuals helping and inspiring tomorrow's entrepreneurs.

Judging is thorough, so apply only if you can answer a definite 'yes' to these questions: l Does your business have a UK base? l Does your business employ at least two full-time workers (or part-time equivalent)? l Do you believe your business is one of the best? l Can you demonstrate commercial success? For details visit: www.queensawards.org.uk.

Copyright 2006 Johnston Press Plc. Source: Financial Times Information Limited

Hat maker a top ten business hero

By
Tom Keating
on September 30, 2006 12:30 AM | | Comments (0)
Hat maker a top ten business hero. Check it out:
(Harrogate Advertiser Via Thomson Dialog NewsEdge) A WETHERBY woman who turned her life from tragedy to triumph has been crowned one of Britain's top ten business heroes by setting-up her own hat-making enterprise.

Milliner Woody Whittick, who set up She's All That a year ago, was presented with her winner's trophy by GMTV presenter Fiona Phillips at a glittering gala dinner in London on Wednesday.

The hat maker beat off fierce competition from hundreds of applicants, to finish as a finalist in the Barclays Trading Places Awards, launched this year to people who have overcome personal adversity to positively change their lives by setting up a thriving business.



Woody has fought a battle with ill health since suffering from ME in her teens. She suffered a paralysing spine injury at only 30, and was made redundant during her recovery when her employer went bankrupt.

But after a change of direction she found her calling.

Since opening She's All That last Summer, Woody has designed hats for hundreds of women, including celebrities and catwalk models, featured at Royal Ascot, designed the crown for Miss York 2006 and been elected vice-chair of the British Hat Guild.

Barclay's John Davis said: "The quality of entries made judging extremely difficult but all the judges felt She's All That shone out as a real-life example of an outstanding business that has thrived despite what seemed like impossible odds.

"We congratulate Woody Whittick on being crowned a 2006 National Finalist."

Copyright 2006 Johnston Press Plc. Source: Financial Times Information Limited

Inside Business Pink

By
Tom Keating
on September 30, 2006 12:30 AM | | Comments (0)
Inside Business Pink. Check it out:
(Harrogate Advertiser Via Thomson Dialog NewsEdge) WELCOME to the September edition of our 12-page Business Pink supplement, which contains a wealth of business stories, features with members of the business community, appointments, opinions and advice.



Business Pink is published every two months with each title in the Harrogate Advertiser Series and focuses on businesses and individuals throughout the districts of Harrogate, Ripon, Knaresborough, Wetherby, Nidderdale and Northallerton.

This supplement also features a four-page On Location section, brought to you in conjunction with Harrogate Borough Council, which provides infomation to help businesses develop and succeed within the district.

If you have any stories or information which you think may be appropriate for the next issue of Business Pink, due out in November, please contact business editor Katie Moulds on 01423 707509 or by emailing katie.moulds@ypn.co.uk.

For the On Location section, please contact Harrogate Borough Council's Economic Development Unit on 01423 556077 or by email to edu@harrogate.gov.uk.

Page 2 - HARROGATE-based Avenir properties has reaped more than one reward from its recent development of land at Cardale Park. State-of-the-art offices making up the Greengate site have proved so successful that the company is now planning on replicating the project elsewhere in Yorkshire.

Page 3 - THE Oscars of the food and drink industry saw dozens of companies from the Harrogate district pick up presitigious awards. Among them was Masham firm Rosebud Preserves, which was crowned Yorkshire champion.

Page 4 - MARK Leather had no idea how much the internet would benefit his business until he was persuaded by website design company Extreme Creations to develop his website into an online shop. Now selling 1,500 natural food products online, Mark says the website has played a major part in his company's 100 per cent rise in turnover in less than two years.

Page 5 - THE first page of the On Location section takes a closer look at a council-led scheme which aims to help businesses comply with new EU regulations on food. Since January this year, all food businesses are required by law to put in place documented food safety management procedures - but many companies are still unaware of or ignoring the regulations.

Page 6 - RECOGNISING and rewarding outstanding achievement by UK companies is the aim of the prestigious Queen's Awards for Enterprise. Outstanding businesses from all sectors are being invited to apply for the 2007 awards - find out how you can take part.

Page 7 - LOOKING for hassle-free office space in Harrogate? On Location tells you what's on offer with regards to serviced office accommodation in the town, from rooms in traditional, converted buildings to modern, newly-built flexible offices.

Page 8 - ARE you prepared for the worst? What would you do if your business was affected by flood, fire or even terrorism? We tell you why a business continuity plan is so important, and explain what it should contain, how to test it - and how to prevent a disaster happening in the first place.

Page 9 - FOLLOWING the success of last year's inaugural Ackrill Media Group Business Awards, the event has now become an annual celebration of the best that businesses have to offer in our district. We begin a three-page look at the launch of this year's awards by introducing the categories and the criteria and, of course, giving you details on how to enter.

Page 10 - MEET the sponsors of the Ackrill Media Group Business Awards. Find out who is sponsoring which award, and learn what they are looking for in their winner.

Page 11 - THE second page introducing you to the category sponsors of the Ackrill Media Group Business Awards.

Page 12 - LOOKING back at ten years in the notoriously difficult Harrogate nightlife industry, Jason Smith, below, admits there have been some tough times. But the owner of Monteys Rock Cafe credits consistency and determination as the secrets of his business survival, as well as, of course, maintaining a good bar.

Copyright 2006 Johnston Press Plc. Source: Financial Times Information Limited

Women's group success

By
Tom Keating
on September 30, 2006 12:30 AM | | Comments (0)
Women's group success. Check it out:
(Harrogate Advertiser Via Thomson Dialog NewsEdge) THE inaugural meeting of a new Harrogate-based business networking group for women has proved a huge success.

Around 40 members of WiRE (Women in Rural Enterprise) attended this week's event at Evans Easyspace Ltd on Hartwith Way, Harrogate.

WiRE is a national business club for women operating in rural areas, offering a dynamic package of practical services and assistance.

The Harrogate group, one of a number of regional networks, aims to provide localised support for members and increase their business activities across the region.

Members will meet once a month to enjoy talks from expert speakers and the chance to chat and discuss business opportunities.

Group co-ordinator Sarah Manby, of Mango Mutt, said: "It's great that so many WiRE members are supporting a local network - the response clearly shows there is the need for one.

"We are looking forward to getting to know each other and helping each other succeed in our various enterprises. We're all women trying to run businesses in rural areas, so we have a shared bond in understanding how difficult this can sometimes be." All members of WiRE are welcome to attend the meetings, but places must be booked in advance.



For more information contact Sarah Manby on 01423 545787 or email info@mangomutt.co.uk.

Copyright 2006 Johnston Press Plc. Source: Financial Times Information Limited

The Denver Post Al Lewis column

By
Tom Keating
on September 30, 2006 12:30 AM | | Comments (0)
The Denver Post Al Lewis column. Check it out:
(Denver Post, The (KRT) Via Thomson Dialog NewsEdge) Sep. 29--After losing her job and getting dragged into a congressional inquiry, Hewlett-Packard's deposed chairwoman Patricia Dunn can't make up her mind.

Is it OK to impersonate people and steal their phone records -- or not?

"I still do not understand whether it is legal or not, as opinions vary," Dunn told Congress on Thursday.

Even Silicon Valley lawyer Larry Sonsini's opinions vary. Acting as HP's outside counsel, Sonsini had advised that this practice, known as pretexting, is "not generally unlawful." On Thursday before Congress, though, Sonsini said pretexting is probably illegal but that there ought to be a new law to make this clear.



Wouldn't disbarment or a legal-malpractice lawsuit also make this clear?

And what about existing laws against deceptive trade practices, criminal impersonation, identity theft or wire fraud?

Don't they provide clarity?

Could Dunn and Sonsini really be this dumb? Do they really think the people watching their charades are dumb, too?

What's not ostensibly clear to Dunn and Sonsini seemed abundantly clear to HP general counsel Ann Baskins.

Hours before Baskins was scheduled to testify, she resigned from her 24-year career at HP and invoked her Fifth Amendment right against self- incrimination.

Also taking the Fifth were a host of others involved in HP's cloak-and-dagger investigation of boardroom leaks to reporters. They included Ronald DeLia, who runs the detective firm that HP used; Anthony R. Gentilucci, who managed HP's global investigations unit in Boston; and Kevin T. Hunsaker, HP's former chief ethics officer, who was fired apparently for a lack of ethics in this matter.

Then there's HP chief executive Mark Hurd, who did not take the Fifth. Congress cut Hurd way too much slack Thursday, allowing him to testify alone, without his suspicious-looking colleagues at his side.

Everybody seems to love Hurd because HP stock has soared since he became CEO last year. And at least Hurd was apologetic about HP's misadventure, describing it as a "rogue investigation that violated HP's own principles and values." But Hurd also did a fine job of playing dumb. He told Congress he had had discussions about the investigation but was not involved in it and did not know the details. Maybe he didn't know because he didn't want to know.

"I understand there is also a written report of the investigation addressed to me and others, but unfortunately I did not read it," Hurd said in prepared testimony. "I could have, and I should have." But somehow, he just didn't.

How dumb is that?

So everyone involved in HP's investigation either took the Fifth, said they didn't know or said they were assured that what went on was legal.

Dunn, I think, explained it most eloquently: "Reliance on representations from trusted sources is a bedrock concept in board governance." Here's another "bedrock concept" if you ever want to run a complex enterprise like HP: Question everything. But don't try to look smart when prosecutors are watching your every facial twitch on C-SPAN. Better to play dumb.

Like Bryan Wagner of Littleton, who once worked for Action Research Group.

Wagner, 29, is the nephew of private investigator James Rapp, who pleaded guilty in 1999 after selling information about Los Angeles organized-crime detectives to the Israeli mafia.

Denver Post reporter Kimberly Johnson approached Wagner on Wednesday outside his apartment as he waited for a shuttle to take him to the airport for his flight to Washington. "Action (Research Group) has lawyers to make sure that we're doing everything legally," he told Johnson. "I never thought I was doing anything wrong." Wagner, however, took the Fifth on Thursday before Congress. And well before that, he reportedly took a hammer to his computer.

"I'm not going to say any more about the computer," he said. "I'm afraid I'll be charged with destruction of evidence."

OK, so I'll take it back. Wagner may be the one guy in the HP affair who is not playing dumb. Everyone else -- please!

Al Lewis' column appears Sundays, Tuesdays and Fridays. Respond to him at denverpostbloghouse.com/lewis, 303-954-1967 or alewis@denverpost.com.

To see more of The Denver Post, or to subscribe to the newspaper, go to http://www.denverpost.com.

Copyright (c) 2006, The Denver Post
Distributed by McClatchy-Tribune Business News.
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8x8 Chairman & CEO to Deliver Keynote Address at Internet Telephony Conference & Expo

By
Tom Keating
on September 29, 2006 6:33 PM | | Comments (0)
8x8 Chairman & CEO to Deliver Keynote Address at Internet Telephony Conference & Expo. Check it out:
SANTA CLARA, Calif., Sept. 29 -- 8x8, Inc. , provider of Packet8 residential, business and video Voice over Internet Protocol (VoIP) phone services, today announced that Chairman and CEO Bryan R. Martin will deliver the opening Keynote Address at the Internet Telephony Conference and Expo, October 10-13, 2006 at the San Diego Convention Center in San Diego, California.



Mr. Martin's presentation will take place on Tuesday, October 10 at 11:30 a.m. PDT. His address will summarize the tremendous progress that has been made in the first decade of the IP communications revolution and offer insight into how the VoIP industry can expand the boundaries of innovation in applications and services that were never realized in the legacy, copper networks of the "Ma Bell" era. Mr. Martin was recently named one of the "Top 100 Voices" in IP Communications, as selected by the editorial team of Internet Telephony magazine. More information about the Internet Telephony Conference & Expo can be found at http://www.tmcnet.com/voip/conference/ .

About 8x8, Inc.
VoIP (Voice over Internet Protocol) service provider 8x8, Inc. offers internet-based telephony solutions (http://www.packet8.net/ ) for individual residential and business users as well as small- to medium-sized business organizations. In addition to regular Packet8 VoIP service plans priced as low as $19.99 per month for unlimited anytime calling to the U.S. and Canada, 8x8 offers the Packet8 DV 326 VideoPhone, the industry's first stand-alone broadband consumer videophone, and accompanying monthly service plans also priced at $19.99 per month. Packet8 Virtual Office, 8x8's VoIP system for small- to medium-sized businesses, is a hosted PBX solution comprised of powerful business class features. Companies subscribing to Virtual Office pay just $39.99 per month per extension for enterprise class PBX functionality along with unlimited local and long distance calling in the U.S. and Canada. Packet8 Softalk(TM), 8x8's PC-based soft phone client, offers high quality voice and video in-network calling as well as outbound calling to the PSTN. For additional company information, visit 8x8's web site at http://www.8x8.com/ .

NOTE: 8x8, the 8x8 logo, Packet8, the Packet8 logo and Packet8 Virtual Office are trademarks of 8x8, Inc. All other trademarks are the property of their respective owners.

8x8, Inc.

CONTACT: Joan Citelli of 8x8, Inc., +1-408-687-4320, orjcitelli@8x8.com

Web site: http://www.packet8.net/http://www.8x8.com/

Portellus Makes Web-Based Correspondent Transaction Management Solution Available

By
Tom Keating
on September 29, 2006 6:32 PM | | Comments (0)
Portellus Makes Web-Based Correspondent Transaction Management Solution Available. Check it out:
IRVINE, Calif. --(Business Wire)-- Portellus Inc., a leading provider of technology solutions for the financial services industry, announced that its correspondent origination and investor transaction management solution is now commercially available for general market evaluation and licensing. The solution enables correspondents or conduits to offer a seller-facing portal that enables secondary market participants to electronically submit data on flow, bulk and mini-bulk delivery. Additionally, the platform also provides more robust modules for managing forward and master commitments.



Portellus' correspondent transaction management solution works in conjunction with its enterprise rules management (ERM) system to deliver instant product eligibility; best-ex pricing; automated underwriting approvals complete with stips and conditions; rate locking and extensions; exceptions management; and up-to-date pipeline visibility and status. The solution streamlines the e-delivery of loans with common attributes, improves the consistency and accuracy of investor due diligence, and accelerates the processing and acquisition of loans by secondary market investors/participants.

The solution is currently in use by Clayton Services, one of the largest providers of mortgage-based due diligence, who engaged and collaborated with Portellus in October of 2005 to use the system to enhance its conduit services technology business. It is also in production with a tier one Wall Street firm and a top five mortgage banker.

"The complex automation this solution offers is changing the way buyers and sellers do business on the secondary market," said John N. Le, chairman and CEO of Portellus. "Investor and lender profits are being pinched, and now more than ever sustainability is about data quality, compliance and due diligence. Portellus' correspondent solution offers the respective clients of secondary market investors an alternative to the capital intensive business of delivering in bulk and mini-bulk. Conversely, these same investors are now afforded an opportunity to service a broader market of small-to-midsize sellers with a higher margin market opportunity in the flow business. Because our solution is already in use by several of the industry's biggest names, it is tried, tested and trued."

Driving the intelligence behind Portellus' correspondent solution is the company's ERM system, which houses investor-specific underwriting guidelines to govern loan quality and return instant decisioning to sellers via the portal. The back-end system empowers non-technical business users with the ability to maintain changes to products, pricing and underwriting guidelines in plain English via a simple user interface.

Officials at Portellus say the solution creates ease of deal structuring, facilitates seller-investor trust and establishes a new medium to reach more sellers and buyers. As a result, loan quality is controlled for investors and the funding process is dramatically accelerated for sellers.

About Portellus

Headquartered in Irvine, Calif., Portellus Inc. is a leading provider of next-generation technology solutions for the financial services and insurance industries. The company's Decision Management, Enterprise Rules Management (ERM), Loan Origination and Portal solutions utilize a service-oriented approach to deliver loosely coupled applications and flexible solutions, enabling clients to gain competitive advantages, reduce costs, mitigate risk, increase profitability, comply with regulatory requirements and swiftly respond to changing marketplace conditions. For more information, visit www.portellus.com or call 949-250-9600.

Portellus will be offering demonstrations of its correspondent solution at the 93rd Mortgage Bankers Association Exposition and Conference in Chicago, October 22 - 24, in its private meeting room. Contact the company to arrange a discussion time at 949.250.9600, ext. 2250 or e-mail them at info@portellus.com.

China's M-Commerce Generates CNY5.8bn Output Value in 2005

By
Tom Keating
on September 29, 2006 6:32 PM | | Comments (0)
China's M-Commerce Generates CNY5.8bn Output Value in 2005. Check it out:
(SinoCast Via Thomson Dialog NewsEdge) BEIJING, Sep 29, 2006 (SinoCast via COMTEX) --Mobile commerce is leading the tide of Internet and enterprise management and becomes a shining sector of IT market growth, along with the increasing need for mobile office and real-time management and communication.



CCID Consulting, a leading IT market researcher in China, says in a report that excluding hardware, the mobile commerce industry generated total output value of CNY 5.85 billion (USD 1 = CNY 8.00) in 2005, increasing 19.4% from a year earlier.

The growing speed is lower than other sectors of mobile telecom industry and the mobile telecom carriers' revenue made up 69.3% of the total output value. The other parts in the chain of mobile commerce have not fully realized their value.

When the 3G era comes, the advanced technologies will facilitate the development of mobile commerce, which just includes four parts at present: short messaging service, mobile payment, mobile e-mail, and mobile searching service.

From eNet, Page 1, Thursday, September 28, 2006
info@SinoCast.Com

Copyright (C) 2006 SinoCast, All rights reserved

Minister scolds laggardly financiers

By
Tom Keating
on September 29, 2006 6:32 PM | | Comments (0)
Minister scolds laggardly financiers. Check it out:
(The Herald Via Thomson Dialog NewsEdge) SCOTTISH financiers came under fire from the man in charge of official efforts to improve Scotland's anaemic growth rate for allegedly not doing their bit to boost the economy.

Nicol Stephen, minister for enterprise, said private sector funders were hampering the drive to improve the number of successful start-ups by starving companies of the kind of risk capital that could make a vital difference to early-stage ventures.



He used an address to the globalscot conference of successful Scots to reopen the debate about the adequacy of private support for Scotland's hopefuls.

Small business lobbyists have complained about an "equity gap" affecting small firms that slipped beneath the radar of venture capitalists, which they say are focusing on big deals.

Some specialists in areas like technology say they have plenty of money to invest in small fry with the potential to achieve rapid growth but can not find enough good firms to back.

However, noting that the Scottish Executive had committed public sector funds to leverage in private sector money through the Scottish Coinvestment Fund, Stephen said: "Lots of people will tell you there's a shortage of good ideas and good management teams; I disagree with that.

"Some of our companies struggle to achieve that initial venture capital investment."

Highlighting the fact that on some measures investment by Scottish businesses in research and development that may be essential to improving productivity lagged well beyond more successful areas, he pointed the finger again. "In Scotland it tends to be . . . that R&D is often an area you want to be able to put a red line through. That is very dangerous and shortsighted and ultimately damaging for the economy."

The criticisms got short shrift from the venture capital industry. "As an industry we invest in every sector of the economy across all regions. In 2005, in Scotland we invested GBP114m in 96 companies, " said the British Venture Capital Association. "We are always looking to make a good investment. If the opportunity is there we will take it."

Copyright 2006 Newsquest Media Group Source: Financial Times Information Limited - Europe Intelligence Wire.

SNP plans to cut rates for small businesses

By
Tom Keating
on September 29, 2006 6:32 PM | | Comments (0)
SNP plans to cut rates for small businesses. Check it out:
(The Herald Via Thomson Dialog NewsEdge) THE SNP yesterday announced plans to cut rates for small businesses, and the party's enterprise spokesman, Jim Mather, told parliament the small business bonus scheme would make the Scottish economy more competitive.



He told MSPs that red tape would also be reduced, with small businesses only having to apply for this on a fiveyearly basis to coincide with revaluation.

"Scotland can grow, Scotland can move forward. People are coming to that conclusion right, left and centre, " he said.

Mather added that Scottish Enterprise chairman John Ward had recently claimed that a 3.5-per cent rate of growth is required. He said: "That requires radical change.

"Our proposals are putting that radical change in place and we are persuading more and more people that we can end an era of relative decline which has lasted all my business lifetime.

"We are entering an era where we can have perpetual improvement and the personal and national economic cakes get progressively bigger."

He said this was in line with the success which Ireland has seen in recent years. "We can match what Ireland's doing because we are starting from a better place. We've got better infrastructure. We've got better and more universities, we've got stronger industry sectors and we've got fantastic natural resources, " he said.

A key objective for an SNP administration would be to become one of the top 15 most competitive countries in the western world and matching the 4-per cent per annum growth of small European nations, he added.

The SNP claims that its new small business bonus scheme will abolish business rates for 120,000 companies across the country.

Under the plans, business rates for firms with a rateable value of GBP8000 a year or less would be abolished.

Businesses with a rateable value of GBP8000 to GBP10,000 a year would get rates relief of 50-per cent while those with a rateable value of between GBP10,000 and GBP15,000 would have their bills cut by 25-per cent.

Mather also said that reducing the application for the scheme to once every five years, it would save the sector GBP10m.

Deputy Enterprise Minister Allan Wilson told the chamber that 98-per cent of Scottish firms fell into the small business category.

He claimed that the Scottish economy has performed well, with a GDP growth over the year to the first quarter of 2006 of 1.9-per cent.

He said: "This is above our long-term annual average and our most recent quarterly growth rate of 0.5-per cent is the strongest first-quarter performance for the Scottish economy since 2001.

"The Scottish labour market continues to perform exceptionally well, with over 160,000 Scots having entered employment since the creation of the Scottish parliament.

"Employment levels are at their highest since quarterly records began."

The minister added that 40-per cent of all private sector jobs were in small businesses.

Scottish corporate statistics show that the number of small businesses has risen from 226,510 in 1999 to 264,660 in 2004.

Total employment in small businesses is now 759,500.

He said: "That's real progress. That's real people in real, growing small businesses here in Scotland.

"Those businesses have an encouraging turnover of some GBP52bn here in Scotland and those are all positive aspects of our support for Scottish businesses."

Since 2003, about 70-per cent of nondomestic subjects in Scotland have benefited from a rates reduction of up to 50-per cent, the minister added, through the small business rates relief scheme.

"I believe that we have devised a scheme which significantly assists those small businesses who need help with paying their rates bill, " he said.

Copyright 2006 Newsquest Media Group Source: Financial Times Information Limited - Europe Intelligence Wire.

CNSIC and Shanghai Chlor-Alkali Invest in Salt Chemical Base

By
Tom Keating
on September 29, 2006 6:32 PM | | Comments (0)
CNSIC and Shanghai Chlor-Alkali Invest in Salt Chemical Base. Check it out:
(SinoCast Via Thomson Dialog NewsEdge) SHANGHAI, Sep 29, 2006 (SinoCast via COMTEX) --Zhenjiang Salt and Chemical Co. Ltd of China National Salt Industry Corporation (CNSIC), which is the largest salt production and sales enterprise in Asia, Shanghai Chlor-Alkali Chemical Co., Ltd, the leading company in China's chlor-alkali industry, and Dantu District People's Government have reached an Agreement on Salt and Alkali Integration Project, to invest CNY 2.8 billion in establishing the largest salt chemical base in domestic China.



This project can be divided into two phases. Phase I project includes installation of vacuum salt making plant, brine mining and transportation project, diaphragmatic alkali plant, thermal power plant and corresponding wharf and utility facility. Phase II project includes ion membrane caustic soda plant and propylene oxide plant.

From stocknews.com.cn, Page 1, Thursday, September 28, 2006
info@SinoCast.Com

Copyright (C) 2006 SinoCast, All rights reserved

Leading Industry Visionaries and Global Customers to Deliver Real-World Best Practices at Plateau's 11th Annual User Conference

By
Tom Keating
on September 29, 2006 6:32 PM | | Comments (0)
Leading Industry Visionaries and Global Customers to Deliver Real-World Best Practices at Plateau's 11th Annual User Conference. Check it out:
ARLINGTON, Va. --(Business Wire)-- Plateau Systems, a leading provider of software for developing, managing and optimizing organizational skills and talent, today announced its 11th annual user conference, Insights 2006. The conference, themed "Building a High Performance Workforce," will be held October 15-18 at Disney's Contemporary Resort in Orlando, and will feature an extensive customer-focused agenda with an impressive line-up of industry visionaries, customer presenters as well as hands-on educational tracks.



More than 200 customers are expected to attend the invitation-only conference which will also include the presentation of Plateau's annual Customer Excellence Awards. The company announced that it has received a record number of entries for the prestigious awards, which will be announced at the Insights Gala, sponsored by Deloitte at Disney's Animal Kingdom(R). Deloitte again heads an impressive list of Plateau partners scheduled to participate and exhibit, including WeLocalize, WebEx, Adobe and Thomson NETg.

Keynote Speakers

Featured keynote speaker Claire Schooley, senior analyst in Forrester's Information Delivery Research Group, will discuss the challenges of a dynamic workforce and the critical role learning, performance management, and succession planning play in addressing these challenges. Plateau executives including Paul Sparta, chairman and chief executive officer; Ed Cohen, chief technology officer; Joe Herman, senior vice president of product management and alliances; and Shelly Heiden, senior vice president of Plateau Global Services, will deliver keynote presentations focusing on Plateau's vision, product roadmap and customer innovation. Industry thought leaders and Plateau customers from pioneering global organizations including GE and The Walt Disney Company, and leading government agencies including NASA and the U.S. Air Force, will present case studies and best practices that focus on how Plateau is helping them create a high performance workplace.

-- Claire Schooley, Senior Analyst in Forrester's Information Delivery Research Group, will deliver a keynote entitled "Preparing for Future Workforce Transformation" focused on how effective learning, performance management, and succession planning strategies can help organizations address the challenges surrounding their changing workforce.

-- Colonel Thomas Giattino, U.S. Air Force, Chief, Aircrew Training & Standardization Division for AETC, will discuss best practices for leveraging Plateau's flexible software delivery options to deploy large-scale global training programs to service personnel worldwide.

-- Jill Honerlaw from GE will present "The Value of Integrated Learning and Performance" which will highlight the integrative advantages and cost/time savings benefits of deploying a unified learning and performance management solution that leverages a single data repository for both applications.

-- Barbara Howes, vice president, Enterprise Learning Strategy, The Walt Disney Company, will deliver a presentation titled, "Enterprise Learning Vision & Best Practices at Disney," highlighting lessons from Disney's recently launched enterprise-wide learning management system and discussing how it has enabled the company to align employee career development with the company's strategic initiatives."

-- Jason Averbrook, CEO of Knowledge Infusion, will present "Market Trends in Talent Management," which will explore the necessity for and benefits of aligning strategic corporate goals with individual results, with an emphasis on how a holistic view of people, processes, technology can enable organizations to achieve organizational success.

Attendees will enjoy access to more than 30 additional presentations focused on various aspects of Talent Management, including learning, performance, talent management, competencies and development, training, technology integration (including SCORM, AICC, hosting and infrastructure design, software validation and implementation). Conference sessions are aligned across three tracks - Learning, Performance, and Products & Services and will feature real-world customer case studies presented by HR and learning practitioners as well as developer and consultant-led product education sessions. To view the full conference agenda, visit http://www.plateau.com/insights/agenda.htm

Sessions will include the following topics:

-- Performance Management Trends and Systems

-- On-Demand Talent Management Suites

-- Integrated Learning and Performance

-- Competency-Based Talent Management Systems

-- Best Practices for leveraging Learning and Performance

-- Learning Management in Federal and Local Law Enforcement

-- Next Generation Content Integration

-- Skills and Competency Development for the Real-World

Sponsors & Partners

Plateau consistently leverages its alliances with leading business partners to deliver best-in-class solutions to its customers. Throughout the conference, attendees will have access to the Insights Partner Expo, featuring the latest in learning and IT solutions from Plateau's alliance partners. For a complete list of Insights sponsors and exhibitors, please visit http://www.plateau.com/insights/expo.htm

For complete event details and registration information, please visit the Plateau Insights 2006 Web site at http://plateau.com/insights

About Plateau

Plateau is a leading provider of adaptable Web-based software for developing, managing and optimizing organizational skills and talent to increase workforce productivity and business operations performance. Plateau's software is being used by some of the world's largest, most successful enterprises, including the American Red Cross, General Electric, Internal Revenue Service, and Wendy's International. Industry analysts, including Forrester Research and Bersin & Associates, have rated Plateau a leader in functionality, technology, and customer satisfaction. The company is headquartered in Arlington, Va. For more information, please visit www.plateau.com

Kyodo economic news summary -6-+

By
Tom Keating
on September 29, 2006 6:32 PM | | Comments (0)
Kyodo economic news summary -6-+. Check it out:
(Japan Economic Newswire Via Thomson Dialog NewsEdge) TOKYO, Sept. 29_(Kyodo) _ ---------- Mitsui Chemicals to buy Daiichi Sankyo's pesticide unit

TOKYO - Mitsui Chemicals Inc. said Friday it will buy Daiichi Sankyo Co.'s pesticide manufacturing unit Sankyo Agro Co. with the aim of strengthening its agrichemical business.

Mitsui Chemicals said it has reached an agreement with the Daiichi Sankyo group to purchase all outstanding shares in Sankyo Agro, with the stock transfer scheduled for March 30 next year. The company declined to reveal the acquisition cost.



---------- Japan's housing starts up 1.8% in Aug., 1st rise in 2 months

TOKYO - Japanese housing starts in August rose 1.8 percent from a year earlier to 111,187 units for the first increase in two months, the Ministry of Land, Infrastructure and Transport said Friday.

The ministry attributed the rebound to increases in starts of both owner-occupied houses and homes for sale, which outweighed the effects of a decline in starts of homes for rent.

---------- Takefuji to stop having borrowers' lives insured

TOKYO - Consumer loan firm Takefuji Corp. said Friday it will stop on Sunday the practice of having borrowers' lives insured, and will not purchase such policies for new lending contracts as of Nov. 1.

The announcement came after consumer loan companies were criticized for using borrowers' lives to recover loans. The firms have bought group life insurance contracts upon lending to borrowers in a bid to recover loans in the form of insurance money when borrowers die before completing repayments.

---------- Japan stays out of currency markets in Sept. for 30th month

TOKYO - Japan's currency authorities did not intervene in foreign exchange markets in September for the 30th straight month, the Finance Ministry said Friday.

The ministry said it conducted no market intervention via the Bank of Japan from Aug. 30 to Sept. 27, extending the intervention-free period since March 17, 2004.

---------- Mitarai, 3 others named for key gov't economic panel

TOKYO - Chief Cabinet Secretary Yasuhisa Shiozaki said Friday the government has picked Japan Business Federation Chairman Fujio Mitarai and three others as new private-sector representatives at its powerful Council on Economic and Fiscal Policy.

The other three are Uichiro Niwa, chairman of trading house Itochu Corp., Takatoshi Ito, professor at the University of Tokyo Graduate School of Economics, and Naohiro Yashiro, professor of economics at the International Christian University.

---------- Toshiba to recall 830,000 Sony-made batteries for computers

TOKYO - Toshiba Corp. said Friday it will recall about 830,000 lithium-ion batteries made by Sony Corp. for its notebook personal computers on a global basis.

Toshiba's move, the first among Japanese computer makers, will deal another blow to Sony and is likely to prompt other laptop manufacturers to recall some of their products on concerns over possible overheating.

---------- Japan needs to amend negative views on foreign labor: experts

TOKYO - Experts including a former Tokyo Regional Immigration Bureau chief agreed Friday in a symposium that more Japanese need to have a positive image toward foreign workers.

"Japanese people need to welcome" foreign workers as we "receive them as helpers" for solving issues related to Japan's declining population, Hidenori Sakanaka, who retired from the Justice Ministry last year, said at the symposium held in Tokyo.

---------- Yoshinoya lowers interim earnings estimate

TOKYO - Restaurant chain operator Yoshinoya D&C Co. said Friday it will book smaller-than-expected sales for the just-ended first half of the current business year due to the effects of preparations to put "gyudon" beef-on-rice dishes back on its menu.

Yoshinoya, once Japan's No. 1 provider of gyudon dishes, said it expects to register group sales of 62.24 billion yen for the March-August period, down from its projection of 63.40 billion in April.

---------- METI eyes loans, consultation to give small firms 'second chance'

TOKYO - The Ministry of Economy, Trade and Industry, which oversees policies to support small businesses, is seeking a new loan system and consultation services to give failed entrepreneurs a "second chance," ministry officials said Friday.

The Small and Medium Enterprise Agency under METI has urged the government to create a special loan and credit guarantee system to encourage those who once failed in their businesses to make a fresh try, they said.

---------- Gov't plans tax waivers to help turn around Skymark Airlines

TOKYO - The transport ministry said Friday it has decided to help turn around the struggling business of Skymark Airlines Co. by invoking special industrial revival legislation.

The Ministry of Land, Infrastructure and Transport will take advantage of the law, which took effect in 1999 amid a prolonged recession, to grant the carrier tax wavers worth some 8.4 million yen on its new share issuance over the next three years, ministry officials said.

Copyright 2006 Kyodo News International, Inc.

Piper Jaffray Lands on Shanghai

By
Tom Keating
on September 29, 2006 6:32 PM | | Comments (0)
Piper Jaffray Lands on Shanghai. Check it out:
(SinoCast Via Thomson Dialog NewsEdge) SHANGHAI, Sep 29, 2006 (SinoCast via COMTEX) --Piper Jaffray & Co., the principal operating subsidiary of the America-based investment bank Piper Jaffray Companies (PJC), set up its third overseas branch in Shanghai on September 26 after the branches in London and Bombay.



Andrew Duff, the CEO of the bank revealed the move in Shanghai is a key part of the comprehensive development strategy of the bank, which would enhance its strength in the international medium-size investment and security market.

The bank, established in 1895 in Minneapolis, US, specializes in serving medium enterprises, investment groups, institutions, non-profit-making associations and institutional investors.

Since 2000, it had tapped into Asian financial markets and undertaken the first public placement of the Chinese enterprise UTStarcom in US.

From China Securities, Page 1, Thursday, September 28, 2006
info@SinoCast.Com

Copyright (C) 2006 SinoCast, All rights reserved

Corporate Performance Management (CPM) Market Set to Transform as Product Focus and Functionality Broaden

By
Tom Keating
on September 29, 2006 6:32 PM | | Comments (0)
Corporate Performance Management (CPM) Market Set to Transform as Product Focus and Functionality Broaden. Check it out:
DUBLIN, Ireland --(Business Wire)-- Research and Markets (http://www.researchandmarkets.com/reports/c42880) has announced the addition of Corporate Performance Management 2006 to their offering.

Corporate Performance Management (CPM) solutions today focus on finance: Financial Consolidation, Budgeting and Planning, and Scorecards and Dashboards. This is understandable. Finance Departments need to handle the pressures for better and faster business performance numbers for regulatory compliance, transparency with stakeholders, and for business management. However, the CPM world is all set for radical change.



Enlightened CPM suppliers are re-positioning their offerings away from "only finance" and are embracing "enterprise performance management". These solutions model and measure not only the effects of actions across all enterprise departments, but also the underlying root causes and drivers using management methodologies like Balanced Scorecard. Performance Management software is set to become a means to provide business agility, alignment and accountability, not just finance metrics alone. OK, the vendors have talked about this for sometime - but the reality is that customers did not "buy into" the promise. Now the time is right as the business drivers and the technology readiness are aligned.

This report "Corporate Performance Management" introduces a fresh new way of looking at emerging customer requirements for CPM and profiles the solutions of the top 21 CPM technology providers. Using the graphic visualisation of our unique Bullseye(TM) diagrams, the author provides insight into how the vendors position their products and services in the marketplace - and how they compare in 10 different areas - be they implementation, support, or value for money for example. This report will prove to be an invaluable guide for end users evaluating suppliers' CPM offerings. The CPM report complements the Research report on Business Intelligence http://www.researchandmarkets.com/reportinfo.asp?r=339696 published in June 2006.

For more information visit http://www.researchandmarkets.com/reports/c42880

Twisted Pair Solutions, Inc. Secures $9 Million in Series a Funding from Ignition Partners, Core Capital Partners and Chart Venture Partners

By
Tom Keating
on September 29, 2006 6:32 PM | | Comments (0)
Twisted Pair Solutions, Inc. Secures $9 Million in Series a Funding from Ignition Partners, Core Capital Partners and Chart Venture Partners. Check it out:
SEATTLE --(Business Wire)-- Twisted Pair Solutions, Inc., a leading software company that designs and builds IP-based group communications software, today announced it has closed its first round of venture capital funding, receiving $9 million from an investment group syndicate co-led by Ignition Partners and Core Capital Partners, and to include Chart Venture Partners. This investment will be used to accelerate the company's rapid growth through an extended focus on sales, marketing and partner development, as well as further advancement of its core WAVE technology.



"This investment allows us to accelerate our response to the incredible demand we are seeing from our partners and end customers, powering additional products, services and solutions with our core software technology," said Tom Guthrie, President and CEO of Twisted Pair Solutions. "Ignition, Core and Chart bring a wealth of experience that allows us to significantly increase the breadth of market-specific solutions as well as the depth of software components and development tools for our worldwide partners."

"The global communications environment has become increasingly complicated with new technologies and standards which are constantly evolving," said Adrian Smith, Principal at Ignition Partners. "We see a significant opportunity for a company like Twisted Pair that has the technical competence and experience to make these technologies work together to allow people to seamlessly communicate in any situation.

"Twisted Pair's solution has been tried and tested in some of the most demanding, mission-critical communications environments in the military and government. We believe that they are ideally positioned to solve communication interoperability challenges in many commercial segments."

Started in 1999, the WAVE software technology has been broadly accepted as the leading solution of choice for enabling and managing group communications and achieving interoperability. Thousands of customers in defense, public safety, finance, and utilities leverage the advantages of WAVE to connect people using disparate and often incompatible communications technologies into a single, interoperable and manageable communications system. WAVE specializes in managing and configuring group communications to meet an organization's needs while avoiding a fork-lift upgrade of existing communications equipment. Today, WAVE software technology is sold worldwide as bundled product suites through Twisted Pair's systems integration partners as well as OEM partners who build their own products and services using the WAVE Software Development Kit.

"Interest in WAVE software technology is at an all time high and increasing with each deployment," said Rene Grossrieder, Vice President of Sales and Marketing of Twisted Pair. "Our ability to harness this growth and establish aligned business processes with crisp execution is significantly enhanced with this round of funding. New marketing, sales and business development initiatives are already underway and will be a driving force in achieving previously unattainable levels of growth, profitability and partner development."

"Twisted Pair represents the perfect convergence of technology and the needs of homeland security and public safety," commented Tom Wheeler, Managing Director at Core Capital. "The WAVE technology, which is now deployed with our forces in Iraq to help them communicate, can do the same for fire fighters, police, hospitals and other emergency service providers. Gone is the tragedy of September 11, when fire fighters and police could not communicate with each other, the WAVE platform allows all radios, cell phones, and laptops to communicate with each other regardless of the technology used or frequency on which they operate."

In addition, Ted Hobart from Chart Venture Partners added, "Twisted Pair's WAVE technology addresses an immediate and pressing need for interoperability among military communications networks, particularly for units deployed in theater, which is among the most challenging markets and operating environments. We believe the Company's leading technology can also be leveraged more broadly for civilian and military communications programs, as well as large commercial markets and that the team is well positioned to execute its strategy for growth."

The new board will be comprised of Tom Guthrie, President and CEO of Twisted Pair Solutions, Shaun Botha, Chief Technology Officer of Twisted Pair Solutions, Tom Wheeler, Partner of Core Capital and Adrian Smith, Principal of Ignition Partners.

About Twisted Pair Solutions, Inc.

Twisted Pair Solutions, Inc. designs and builds enterprise software solutions that enable interoperable group communications. Our WAVE software manages real-time, secure, group communications over the IP network, linking in people and devices. The application suite serves an unlimited variety of devices including radios, personal computers, cell phones, and IP phones and allows previously incompatible systems to work together seamlessly. In addition, Twisted Pair's management server capabilities enable robust device and user management leveraging IP as the protocol of choice for open, reliable and highly scaleable communications. Twisted Pair Solutions is headquartered in Seattle, Washington USA with offices in the Netherlands, UK and Australia. Visit us at www.twistpair.com

About Ignition Partners

Ignition Partners, headquartered in Bellevue, Wash., is a premier venture capital firm dedicated to helping the best entrepreneurs seize opportunity - from turning their early stage idea into a business, to hiring the right team, providing the right industry and functional insight and connections, and growing their business strategically, globally, and financially to realize the best ultimate outcome. Ignition invests in emerging and future leaders in communications, Internet, software, and services across business and consumer targets. Ignition brings together an unparalleled combination of domain focus, technical expertise, and global operational experience. Ignition's partners are proven business leaders who have built some of the world's most successful businesses of the last two decades, including Microsoft Windows and Office, McCaw Cellular Communications, AT&T Wireless, and Starbucks. www.ignitionpartners.com

About Core Capital Partners

Core Capital is a Washington, DC-based venture fund with over $370 million under management. The firm invests in a wide range of disruptive technologies, with a particular focus on telecommunications hardware and software, wireless applications, enterprise software, network security, ecommerce, and web and communications services. Core invests in both early-stage and later-stage companies. Sample portfolio companies include InPhonic, Sourcefire, NexTone Communications, buySafe, RoundBox, Trust Digital, Trinity Convergence, and IXI. www.core-capital.com

About Chart Venture Partners

Chart Venture Partners concentrates its investments in the homeland defense and security markets, with an emphasis on dual-use technologies (government and commercial). Through an exclusive Strategic Partner Agreement with InSitech, Inc., the sole Partnership Intermediary for US Army's Picatinny Arsenal/ARDEC (Armament Research, Development and Engineering Center), Chart Venture Partners has unique access to research facilities and potential customers in the military and homeland security arenas. www.chartventures.com

Wave to Present at The New York Society of Security Analysts' ''Small Cap Innovators'' Conference, Thurs., October 5th at 3:50 p.m.

By
Tom Keating
on September 29, 2006 6:32 PM | | Comments (0)
Wave to Present at The New York Society of Security Analysts' ''Small Cap Innovators'' Conference, Thurs., October 5th at 3:50 p.m.. Check it out:
LEE, Mass. --(Business Wire)-- Wave Systems Corp. (Nasdaq: WAVX) (www.wave.com) announced today that Wave CFO, Gerard T. Feeney, will be presenting at The New York Society of Security Analysts' Small Cap Innovators Conference on Thursday, October 5th, 2006 in New York City. Wave's presentation is scheduled for 3:50 p.m. EDT and will made available for replay on the NYSSA website (www.nyssa.org) a few days following the presentation. The conference will take place in New York City at The New York Society of Security Analysts, 1177 Avenue of the Americas, 2nd Floor (between 45th & 46th Streets)



New York Society of Security Analysts

Since 1937, The New York Society of Security Analysts (NYSSA) has educated and informed investment professionals, providing them with a vibrant forum for the exchange of ideas and information. NYSSA promotes awareness and understanding of securities analysis, investing, and the operation of the securities markets. For more information, visit www.nyssa.org or contact them at (212) 541-4530.

About Wave Systems

Wave Systems solves the most critical security problems for enterprises and government with software solutions that are trustworthy, reliable, easy to use, and offer a speedy return on investment. Wave's trusted computing software solutions include strong authentication, data protection, advanced password management and enterprise-wide trust management services. For more information about Wave, visit http://www.wave.com.

All brands are the property of their respective owners.

PHILIP MORRIS KUBAN'S H1 NET PROFITS SIX TIMES UP TO 87,862,000 RUBLES

By
Tom Keating
on September 29, 2006 6:32 PM | | Comments (0)
PHILIP MORRIS KUBAN'S H1 NET PROFITS SIX TIMES UP TO 87,862,000 RUBLES. Check it out:
(Tobacco Briefing Via Thomson Dialog NewsEdge)
The enterprise has declined to comment on the reasons behind
this growth in net profits. A press release by Philip Morris
notes that this year the enterprise plans introducing a new
tobacco drying technology.

Copyright 2006 Federal News Service, Inc. All Rights Reserved.

Does virtualization drive the future?

By
Tom Keating
on September 29, 2006 6:32 PM | | Comments (0)
Does virtualization drive the future?. Check it out:
(EDN Via Thomson Dialog NewsEdge) Over the 50 years since the first tabloid issue of
Electrical Design News
, underlying forces
have driven the evolution of the electronics industry. Since manufacturers
first fabricated transistors using photolithography, the inexorable shrinking
that process enabled has changed the world. Since it first became viable to put
a stored-program computer on a few chips, the shift of functions from hardware
to software has changed the world, as well.

These forces have been obviouswith obvious results. But consider
a more abstract and less obvious driving force that has, arguably, also been
important, and in the future may unleash a revolution as great as those of the
IC and microprocessor.

You could call that underlying trend "virtualization." The word is not
susceptible to a one-line definition, so let's digress for a moment. When you
use electrical quantities to perform physical work or release light, you say
the system is electrical. When you use the same quantitiescharge,
current, or voltageto convey information rather than merely to do work,
you say that the system is electronic. Virtualization is, in this sense, a step
beyond electronics. A systembe it a physical process, an object in the
real world, or an imaginary personis virtualized when it has undergone
three key steps. First, a boundary must isolate the system from its
environment. Second, designers identify the inputs and outputs that cross the
boundary, along with the transforms that produce the outputs, thus modeling the
system. Third, designers produce a functionally equivalent blockone
that accepts the same inputs and produces the same outputs under the same
circumstanceswith an electronic system.

From at least the mid-1960s, engineers have used electronic systems to
virtualize physical thingseither components of the electronic system
itself or objects in the outside worldand incorporate those models in
place of the real objects. This virtualization has made it possible for
electronic systems to behave as if they had hardware that they did not have. It
has also allowed systems to behave as if they were interacting with a world
from which they were isolatedeither by distance or by the fact that
that world didn't exist. These capabilities have accelerated the growth of
electronics and in the future are likely to lend electronic systems
capabilities that in the past were the province of humans alone.

In the beginningOne of the earliest exercises in virtualization waslike many a
breakthrough that later became standard practice in computer
architecturean advance in the IBM (
www.ibm.com
) 360 mainframe family. Before that
time, machine-code instructions in computers referenced memory through physical
addressesnumbers representing physical locations on the surface of a
drum or, after the development of magnetic cores, physical locations within the
array of small ferrite cores.

The development of virtual memory rested on the idea that the addresses
that machine instructions created needn't be the last word. If arithmetic
hardware were fast enough, it could translate addresses from the computer
program on the fly into physical addresses using some prearranged mapping. This
feature allowed a program that was assembled to run at one location in physical
memory to execute in another locationeven if the programmer had not
made all the memory references relative to the contents of a base register.
More important, it also meant that programs could run on a machine whose
physical memory was many times smaller than the virtual-address range the
program used. A portion of the operating systema well-developed concept
by this timecould allocate portions of the physical memory as necessary
for the immediate needs of the program, swapping blocks of information onto and
off of disk drives as necessary. By extension, this ability meant that a
modest-sized machine could concurrently run a number of large programs,
convincing each of them that it had access to all the physical memory it wanted
when in fact it was borrowing small blocks of memory on an as-needed basis.
Severing the link between the program's address spacewhich now became
virtualand the physical-address space was a huge and vital step in the
creation of modern data processing. But it was far from the last one.

At first glance, it might appear that this scenario has little to do
with the definition of "virtualization." However, the process executes all of
the steps in virtualization. IBM's designers isolated physical memory from the
rest of the mainframe system. They identified the inputsaddresses and
write dataand the outputstiming signals and read
datathat characterized the system. And they constructed a combination
of hardware, which would become a memory-management unit, and software, which
would become the virtual-memory manager that created a virtual main memory.

Virtualizing the IT worldRich Lechner, vice president of IBM Virtualization (
www-03.ibm.com/systems/ virtualization
), defines
the term as "the logical representation of resources not constrained by
physical devices." He points out that, when you use virtualization in this way,
it can "either treat one physical resource as if it were many or treat many,
possibly dissimilar, resources as if they were one." Lechner traces the
beginnings of virtualization to the 360 family's virtual-memory-system debut 40
years ago. But he says the practice has become far broader today than simply
virtualization of memory, which is now a common practice even in
microprocessors. "At one level, we can gather all of the storage assets
available to a network into a single pool of storage," Lechner says. In this
way, any program executing in the environment has access to all of the storage
assets of the network through a single interface.

But if you are not careful, you will face chaos. The location of stored
data does make a differencein access time, cost, persistence, and
coherence. So, for storage, virtualization has come to mean more than just
providing a mapping from a single mass-storage API (application-programming
interface) to a diverse set of storage devices. "The next level involves the
routine cleansing and deduplicating of the storage system," Lechner explains.
The virtualization system must make sure to remove stale copies of data,
propagate updates, eliminate duplicate data sets, and keep data in a place that
is most convenient to its clients. "This all by itself is a significant
benefit," Lechner says. "Our field studies indicated that, before
virtualization, the average midsized enterprise stores the same data in at
least 20 places around the network."

The process does not stop with storage systems. In just the same way,
system programmers can identify the computing resources in a network, give them
wrappers that present a common API, and hence virtualize them. In this way, the
computing power available to an application becomes a slice of the entire
computing community on the network, not simply the power of the machine on
which the application happens to be running.

The next step in this process is even a bit more abstract. You can
virtualize storage devices and servers, but what about applications? In exactly
the same way, system programmers can draw a wrapper around each application,
provide it with a set of APIs, and make it available to the network as a
virtual applicationsay, a virtual database. Thus, when an application
program executes in the network, it may be interacting with virtual-storage
devices on a number of storage networks, running on a virtual processor when
parts of the code are executing on a half-dozen servers around the network, and
calling virtual applications that may be data-bases from different vendors with
different organizations.

IT to embedded computingAll this virtualization might seem to be irrelevant to anything outside
the IT (information-technology) world. But if you think of a multicore embedded
systembased on the IBM Cell processor, for exampleas a
heterogeneous collection of computing resources, storage assets, and
interconnects, perhaps the relevance becomes more clear. As has so often been
the case, the IT solution of today is the SOC (system-on-chip) solution of
tomorrow. Virtualization may be the concept that makes SOCs with diverse
computing sites usable in real applications.

In fact, we are already seeing indications that this is the case. At
IMEC (Interuniversity Microelectronics Center,
www.imec.be
) in Leuven, Belgium, researchers
have created a virtual model of a runtime-configurable, multicore-computing
system for software-defined radio. Antoine Dejonghe, a principal scientist at
IMEC, describes the situation: "IMEC's M4 project is creating a radio system
that can be agile in real time across wireless protocols and media types," he
says. "We believe that technology scaling by itself won't be enough to bridge
the energy gap between what our configurable architecture requires and what
batteries will be able to provide. So, the viability of the system depends on
being able to model the entire system, from analog front end through the
media-access-controller software, in terms of its energy consumption. We will
use this model to establish the optimum trade-off between energy and quality of
user experience at runtimeperhaps as often as every 10 msec."

Today, the models are under constructionusing the same sequence
of stepsto create a virtual software-defined radio. Designers have
theoretically modeled the analog front end, for instance, with approximately 11
control bits as inputs, along with theoretically calculating output power,
distortion, and energy consumption. The designers are now calibrating these
models against actual silicon measurements. They will construct similar models
to predict the performance and energy consumption of the configurations of
IMEC's ADRES (architecture-for-dynamically
reconfigurable-embedded-system)-computing cores in the radio project.

The result will be a virtualization of the radio that should execute in
software, consuming less than 5% of an ARM9 and continually optimizing the
radio for current traffic, link quality, and application variables (Figure 1
). This process, Dejonghe believes, can bridge
the gap between what batteries can deliver and what battery life users will
demand.

Creating a virtual worldIMEC's work creates a virtualization of a physical system. However,
designers are virtualizing larger and more complex systems. Another easy place
to find excitement in virtualization is in the world of electronic games.
Traditionally, that virtualization did not exist. Most video games today have a
lot more in common structurally with a Walt Disney cartoon than with a
simulation of the physical world. Games, like cartoons, have story lines. The
choices of the player do not directly interact with the world of the game;
players merely choose story lines, and the game proceeds down one of the paths
the scriptwriters designed for it.

This scenario is true even at the macro level. When you slip around the
corner and level the four-eyed alien from the planet Grr
with your super halitosis blaster, you unleash a
sequence of animation frames, in which the Grrien satisfyingly rips open,
tumbles through the air, and lands as a puddle of unfamiliar proteins. This
sequence is almost the reverse of motion estimation in video-compression
algorithms: It begins with a set of key frames and animates incremental motions
of objects against a relatively fixed back ground. To the player, the result is
much the same no matter which way he triggers the sequence, unless he
misses.

As games become richer and players become more sophisticated, this
situation causes a problem, according to Manju Hegde, chief executive officer
and chairman of gaming "physics-engine" developer Ageia. He has a vested
interest in this problem because Ageia supplies software and hardware
accelerators for performing the dynamic computations necessary for eliminating
the animation sequences and computing the trajectories of the spinning Grrien
bits.

No oneleast of all, the animatorswould dispute that it
is better to do a dynamics-based simulation of the objects in the game world
than to rely on animation sequences. However, the greatest benefit would be to
the game architects. Because of the labor involved in producing animation
sequences from key frames, a game can have only a limited number of animation
sequences. So, architects must confine the action of the game so that only a
limited number of outcomes are possible at any time. The art of game design
today is to make the game feel rich and unscripted without causing an
exponential explosion in the number of key frames that developers must
prepare.

Hegde illustrates with a rather less violent example: a basketball game.
"If you want a realistic slam-dunk sequence in your game, you start out by
rigging lights all over your star player and then you record him doing some
dramatic dunks," Hegde explains. "Then, back in the lab, you extract from the
recording key frames and interpolate the movement of the image edges to produce
animation. This animation can look natural on the screen, but, any time you
push the slam-dunk button in the right context, you are going to see the same
sequence."

The alternative approach is to build a physics-based model of our
herothat is, to virtualize him. "We create a physics-based model of the
body," Hegde says. "Today, it can be as detailed as having approximately 200
bones connected by six kinds of joints. We then model each of these bones and
joints according to the laws of physics. You apply forces to them, and they
respond. Now, the dunk becomes the dynamics of the individual bones and joints
in the model person. If you view a game from a distance during fast action, a
game might use just 20 bones to reduce the calculations, but it looks 'right.'"
Hegde thus describes a scenario that fits this article's definition of
virtualizationin this case, of a basketball forward.

This virtualization has so many advantages over conventional animation
that manufacturers wouldexcept for a couple of issuesproduce
all games in this way. One of these issues goes back to scripting. If the
outcome of the player's input depends on both physics and the game script, the
sequence of play can quickly become unmanageable. What if physics dictates that
the player breaks his wrist on the rim of the basket and leaves the court
writhing in pain? Game architects who employ physics-based models often
intervene in the simulation to direct it to allowable outcomes, so that the
game stays within its script. This delicate business blends physical simulation
and animation.

A more brutal problem is the amount of computing requirements. "Today,
an AMD FX-62 dual-core CPU running at 2.8 GHz may be able to handle a couple of
characters with extensive bone models," Hegde says. "But you couldn't do
physics-based simulation with a large number of characters on the screen at
once. The bursts of computation necessary to support a number of characters all
running, for instance, would overwhelm the processors."

Microsoft's Robotics Studio (
www.microsoft.com/robotics
) is developing a
similar application, also using Ageia's technology. Rather than playing games,
the Microsoft group provides a virtual-development environment for the
programmingand, eventually, the designof robots. Tandy Trower,
general manager of the group, says that the need for such an environment is
obvious across the spectrumfrom industry to education. On one end, with
a KUKA (Keller und Knappich Augsburg) Robotics (
www.kuka.com
) robotic arm selling for more than
$100,000, industrial developers need a low-cost environment in which to develop
and test programs. At the other extreme, robotics has proved to be one of the
few endeavors that can attract US students to engineering and mathematics. Even
simple robots, however, are far beyond the reach of most secondary schools,
even though students have proved capable of programmingand even
designingthem. So an affordable virtualization of a robot and its
surroundings would be a big win, and Microsoft is attempting to achieve that
goal.

Building a virtual world behind the Direct-X graphics environment, the
company has provided libraries of models for popular robots; primitives for
constructing physical objects, machines, and other robots; and a physics-driven
simulation engine to animate them. "There are two ways of creating entities,"
Trower explains. "Developers can write them directly as codein C,
Visual Basic, Python, and the likethrough a managed code interface or
assemble them from basic geometric shapes and assign them physical
characteristics, such as mass, hardness, and so on" (Figure 2
). Once you set them in motion, the robots,
which are themselves entities, can interact with other entities, including
other robots, in a world that physical laws govern.

Trower points out that, although Microsoft's work in this area is on one
level similar to the physics-based modeling that is starting to appear in
games, it differs dramatically at another level. "Games take place in a
well-defined environment," he says. "Robot simulation does not. You have to
work out everything that happens based on physics, because there is no script."
Trower says that the virtualization technology could move from the development
tool into the robots themselves. For example, you can blend the simulation with
real-world sensor data. A robot that can include an optionaland
expensivelaser range finder, for example, might instead have a
virtualized range finder; fusing other sensor inputs to generate the range
data. In the future, you may see the next step: robots virtualizing the world
around them, a scenario that Brooke Williams, DSP-automotive-vision-marketing
manager at Texas Instruments (
www.ti.com
), sees before his own eyes.

"We are starting to see automobile-safety systems fusing sensor data to
create a virtual model of the car's surroundings," Williams says. "This model
can either be presented to the driver as warning information, or it can be used
to take control of the vehicle." For example, TI is combining radar, a good
tool for detection and ranging but poor for forming images, with machine-vision
systems, which are great at finding edges and bearings but poor at ranging or
detection. This combination of tools will allow the creation of virtual models
of the objects surrounding a car. "The object is to predict a crash; prepare
the vehicle by tightening seat belts, arming air bags, and closing the windows,
for instance; and attempting to take evasive action," Williams says.

But to achieve this goal, simple proximity warning is insufficient. The
tools must identify objects from their surroundings and track and categorize
them; the insurance industry must know that the system can distinguish between
pedestrians and shrubbery, for instance. You want to neither turn away in panic
from a car that can't physically reach your trajectory nor mow down a
pedestrian to avoid destroying a hedge. "Manufacturers are even talking about
external air bags that could deploy to protect pedestrians in collisions,"
Williams says. Such decisions require not just a measurement, but also an
understanding of the car's surroundings.

Therein lies a possible endpoint for the trend of virtualization:
electronic systems that can not only sense, but also model and predict their
environment. Such systems exhibit artificial intelligence and also express
virtualization. These systems, protecting drivers from their own folly,
exploring the otherwise-inaccessible reaches of the physical world, and using
their virtual models to reason about their surroundings, represent another
major expansion in the role of electronics.

You can reach Executive Editor Ron Wilson at 1-408-345-4427 and
ronald.wilson@reedbusiness.com.

Software I/O, virtual I/O, or software-assisted I/O?By David Fotland, Ubicom IncTypical microprocessor families have dedicated hardware for each I/O

function. This difference leads to families of chips with the same CPU but
different I/O mixes. Cost is higher because the semiconductor company must make
many chip versions, and mask costs are high in state-of-the-art process
technology. The alternative is to create an SOC (system on chip) with all of
the I/O hardware on the same chip. This approach also leads to higher cost,
because the customer is paying for silicon to implement I/O that he won't use
in his application.

The solution to this problem is software I/O. Some 8-bit
microcontrollers use this technique, called "bit-banged" I/O. If the
microcontroller has on-chip memory and deterministic execution, the software
can directly control I/O pins to implement the I/O protocol. A simple example
is a UART. The start bit causes an interrupt, and software reads the input pin
to receive the data. While the data is arriving, the CPU cannot do anything
else, so this technique is useful only for I/O that is infrequent or
intermittent. The interrupt-response time limits the use of this technique to
low-speed I/O.

Some 32-bit processors, such as those from ARM (
www.arm.com
) or MIPS (
www.mips.com
), can't use software I/O because
code execution is far from deterministic. Pipeline hazards and cache misses
make it impossible to use instructions for accurately timed external events.
Operating systems such as Linux turn off interrupts for milliseconds at a time,
making real-time I/O response impossible.

Ubicom (
www.ubicom.com
) has the only 32-bit CPU that
uses software I/O. The multithreaded CPU has a hardware scheduler that can
select a thread for execution during every clock. Real-time threads have a
fixed schedule and deterministic execution, even if other threads have
mispredicted branches or cache misses. The unit has 10 threads, so it can
allocate one real-time thread to each I/O port to manage that port.

The instruction set supports software I/O and packet processing. An
instruction can move data between memory and I/O. MIPS and ARM CPUs, in
comparison, need two instructions: a load and a store. Single instructions can
set, clear, or test any I/O bit. Interrupt-response time from an I/O event to
scheduling instructions in the managing thread takes only a few CPU clocks.
When an I/O port is idle, it suspends its managing thread, using no CPU
resources.

The high-performance, 32-bit CPU can use software-I/O for functions
more complex than a UART. Ubicom has implemented a full PCI bus at 27 MHz, MPEG
Transport Stream, IDE, and Utopia in software. It has also implemented MII
(media-independent interface) for 10/100-Mbps Ethernet, USB, SPI, GPSI
(graphics-processor software interface), and other serial interfaces with a
combination of hardware and software. By spending 10 to 20% of the CPU
throughput on software I/O, the company dramatically reduced the die area
necessary for I/O, resulting in a flexible single chip to cover a wide range of
applications.

Author's biographyDavid Fotland is chief technology officer of
Ubicom, where he led the architecture of the Ubicom multithreaded processor for
packet processing and software I/O. He is responsible for all aspects of
architecture and definition of processors and solutions.

Previously, Fotland spent 21 years at
Hewlett-Packard Co (
www.hp.com
) as lead engineer, project manager,
and system architect. He was a key participant in the PA-RISC instruction-set
definition and was lead designer of the first PA-RISC processor and system. He
was a leader in the development of the HP-Intel (
www.intel.com
) Itanium instruction
set.

Immersed in engineering, advanced 3-D visualization promotes
insightBy Jeff Brum, Fakespace SystemsAs electronics speed into an era in which manufacturers fabricate not

just circuits, but also physical structures themselves in nanoscale geometries,
the role of computer-based simulation as a design tool is increasingly
important. Correspondingly, the benefits of visualization in the review and
analysis of simulations play a growing role. Looking to the future, immersive
stereoscopic display tools will amplify the power of visualization.

The adoption of immersive visualization in electronics design revolves
around several factors. Atomic-scale phenomena, which are major concerns as the
semiconductor road map extends beyond the 65-nm-process node, have been major
players in advanced visualization techniques. Scientists at NIST (National
Institute for Standards and Technology,
www.nist.gov
), for example, use a stereoscopic
displaytwo walls and a floorto gain insight into the molecular
bonding of "smart-gel" polymers (Figure A and Reference A).

Similarly, researchers at LANL (Los Alamos National Laboratory,
www.lanl.gov
) use a range of immersive
environmentsfrom wall-sized to a 43-million-pixel, five-walled
projected roomto view terascale data sets (Figure B). Bob Green,
visualization specialist at LANL, notes that the researchers "are viewing
simulations based on computations that generate more data than is contained in
the entire print collection of the Library of Congress in one calculation."

In engineering, visualization has had its largest impact to date in
macroscale CAD programs, such as automotive and aerospace design, and the
evaluation of complex structures for interferences that are not readily
apparent in simpler graphical representations. As simulation and visualization
data accumulate in MEMS (microelectromechanical-system) design, this type of
modeling and simulation will grow in importance. The ability to visualize and
"fly through" transistor-scale structures and even large segments of a complex
microcircuit design will also benefit from advanced 3-D visualization that
blends multiple streams of data, including device characteristics,
interconnects, and material behavior.

Wall- or even room-sized immersive displays support a more
collaborative, more intuitive, style of work than do graphics processors. A
major benefit in the review of complex structures is the ability to "move"
freely along all three axes of an image and still maintain the visual acuity of
high-resolution desktop processors. (Today's projectors support resolution of
14001050 pixels or higher.) Viewing nanoscale design can feel like
taking a helicopter tour over a dense city center with the ability to identify
and zoom into landmarks. Improved insight and collaboration lead to faster and
better decisions, speeding time to market and reducing development costs.

Although researchers are just beginning to measure the benefits of
immersive visualization (Reference B), they generally agree that they bring new
levels of insight to engineers and scientists. In immersive visualizations,
groups of users can view the inner workings of devices and gain deeper
understanding of electromagnetic effects and the relationships between elements
of a design. With the availability of dual PC clusters and advanced graphics
cards, these types of virtual environments no longer require specialized
graphics supercomputers. The increased accessibility of immersive visualization
makes its addition to the tool kit of electronic engineers practical and
inevitable.

References"Recipe for a Shake Gel," National Institute for Standards and
Technology, Aug 27, 2003,
www.nist.gov/public_affairs/newsfromnist_smartgels.htm
.

Kraak, Menno Jan, "Beyond Geovisualization,"
IEEE Computer Graphics and Applications
,
May/June 2006, Volume 26, No 3, pg 6.

Author's biographyJeff Brum is a vice president at Fakespace
Systems (www.fakespace.com), a division of Mechdyne Corp with a 15-year history
of developing and supporting advanced systems for immersive visualization in
science, engineering, and public-exhibition applications.

Copyright 2006 Reed Business Information. All Rights Reserved.

Motorola Set for $3.9B Symbol Purchase

By
Tom Keating
on September 29, 2006 6:32 PM | | Comments (0)
Motorola Set for $3.9B Symbol Purchase. Check it out:
(Electronic News Via Thomson Dialog NewsEdge) In a move that brings together a shared vision of a digital, mobile world for enterprises, http://www.motorola.com/Motorola Inc. is set to acquire all outstanding shares of enterprise mobility technology provider Symbol Technologies Inc http://www.symbol.com/.



Under terms of the agreement, Motorola will pay $15 per share in cash, for a total equity value of approximately $3.9 billion on a fully-diluted basis the companies noted.

As of June 30, Symbol had approximately $200 million of net cash.

Upon completion of the transaction, Symbol will become a wholly owned subsidiary of Motorola and will be the cornerstone of Motorola's networks and enterprise business.

Motorola said it intends to maintain Symbol's Holtsville, N.Y. headquarters, which will be the new core of Motorola's global enterprise mobility business.

Symbol designs, develops, manufactures and services products and systems used in end-to-end enterprise mobility solutions featuring rugged mobile computing, advanced data capture, radio frequency identification (RFID), wireless infrastructure and mobility management.

"Motorola and Symbol share the same vision of a digital, mobile world for enterprises that matches the world people enjoy at home and at play," Motorola's chairman and CEO, Ed Zander, said in a statement.

The transaction is expected to be accretive to Motorola's earnings per share in the first year following closing, excluding certain non-cash charges relating to amortization associated with acquired intangibles and other one- time accounting and transaction-related costs.

The acquisition is subject to customary regulatory approval and the approval of Symbol's stockholders, and is expected to be completed late this year or early next year.

Motorola said the acquisition of Symbol will not affect the pace of its share repurchase activity http://www.edn.com/article/CA6355665.html.

In July, the company completed the $4 billion share buyback program that it first announced in May 2005, which had authorized the buyback of up $4.5 billion of its outstanding shares of common stock over the next 36 months.

Copyright 2006 Reed Business Information. All Rights Reserved.

AMD Opens Socket Specs

By
Tom Keating
on September 29, 2006 6:32 PM | | Comments (0)
AMD Opens Socket Specs. Check it out:
(Electronic News Via Thomson Dialog NewsEdge) Advanced Micro Devices http://www.amd.com/us-en/ is ready to open up. This week, the microprocessor provider unveiled the Torrenza Innovation Socket Initiative for many of their current and future server platforms.



This approach is expected to allow OEMs to consolidate server offerings for multiple processors to potentially a single platform, and allow third-party silicon makers to create their own socket-compatible chips for AMD's x86 base.

While AMD did not specify the terms of future licensing contributions, its newest specification is approaching an open industry standard: OEMs will be able to contribute to and obtain the Torrenza Innovation socket specification and associated design documentation.

This weeks debut is the latest addition to AMDs Torrenza initiative http://www.edn.com/article/CA6340364.html, which provides a way for others to connect their technology directly to AMD chips through the company's HyperTransport interface. At its debut in June, the Torrenza initiative opened up AMDs processors by letting companies plug in their coprocessors via an external connection called "HTX."

Previously, a separate design was typical in coprocessors; with AMD's approach, the time and cost of taking the coprocessor route can potentially be reduced.

The new program already has a serious fan base. Server OEMs that develop silicon or intend to design products uniquely enabled by the Torrenza initiative, including Cray http://www.cray.com/, Fujitsu Siemens Computers http://www.fujitsu-siemens.com/, HP http://www.hp.com/, IBM http://www.ibm.com/, Dell http://www.dell.com/ and Sun Microsystems http://www.sun.com/, have endorsed Torrenza as an open innovation initiative, and plan to evaluate the Torrenza Innovation Socket.

The chip maker is anticipating the latest Torrenza development to make a big splash. "Together, we recognize that the impact of Torrenza can be far-reaching across the industry in reducing complexity for customers while increasing the pace of innovation both in silicon and platforms, Marty Seyer, senior VP of AMDs commercial segment, said in a statement.

Datacenter managers will immediately recognize the impact of the Torrenza open environment, he added.

The finance world is recognizing AMDs progress as well. AMDs latest moves have bolstered its profile in the enterprise, Wall Street watcher Lehman Brothers said in a statement and the firm expects to see AMD trending solidly for Q3.

Copyright 2006 Reed Business Information. All Rights Reserved.

An Individualistic Island

By
Tom Keating
on September 29, 2006 6:32 PM | | Comments (0)
An Individualistic Island. Check it out:
(Business & Finance Via Thomson Dialog NewsEdge) An Individualistic Island

Tony O'Reilly

In the concluding part of the interview, Sir Anthony O'Reilly tells Constantin Gurdgiev about his views on the future of Ireland, the influence of the EU, our regulatory climate and competitiveness.

CONSTANTIN GURDGIEV: You've mentioned ComReg. Some would say that, so far, ComReg has been mostly a conduit for EU regulation implementation in Ireland rather than an original player in the marketplace. What is your feeling about this spread of Brussels's remit over local regulation?



TONY O'REILLY: There are very few regulators who would go 100% against what Brussels wants. There is a degree of flexibility in the overall remit from Brussels that can be interpreted at the regional level by individual regulators, but I think all of them are moving in the same direction, and I think Comreg latterly has done a good job for the industry and the consumer against this criterion.

Fundamentally, the word that dominated Irish political thinking for many years has been sovereignty - the abstract idea that ruled our State for some 70 years. But what does it mean?

In relation to Brussels we substantially reduced our sovereignty to act unilaterally. That has been the price that we've paid, so that now 70% of all laws and regulations are not being set by the Dail, they are made by Europe. When we joined Europe, I don't think we fully understood what this menu really contained, nor do we fully understand it today.

But because our joining of the EU was lubricated by substantial transfers of assets and money, we ate prepared to accept it almost categorically.

There is certainly a case for questioning this - and I am sure in time there will be a party in Ireland that will do so. There is a view that the European Union was launched on the basis of a number of ideas, among them that it will be able to control economic activity and that French farmers, for example, would never be exposed to world competition.

CCS: There is a third dimension of trade - trade in services - that also crashed at the walls of Europe. The initial rejection of the Services Directive and subsequent watering down of its provisions - this was also driven by France.

TOR: Well, the French are very clever, very centralist.

They will always look after their own interest.

The CAP was set up basically to favour French farmers interests and it will continue to be shaped along these lines. All international trade movements, the World Trade Organisation (WTO) and the rest of the market reforms will collide with the rock of the agricultural subsidies in Europe. Globalisation will affect everything that is industrial, but it will not change agriculture substantially.

I always believed that Europe will be run in the German image, but it will be Franco-centric in its policies - de Gaulle's famous "Europe Des Patrie". This is fair - we know who we are playing against and what the rules of the game are, and our civil servants in Dublin and Brussels are very astute, but Brussels is not a collection of jolly people sitting around the table and thinking - "how can we integrate with the world economically?"

It is a collection of jolly people sitting around the table and thinking - "how can we protect France or how can we improve Germany?"

Yet, I still think that despite these problems, there are many areas where the main thrust of Brussels is positive. And we are the beneficiaries of it in Ireland.

Flight path for Aer Lingus

CG: You spoke earlier about capital mobility and the threats this presents if we were to fail to assure fair return on imported capital. Are you optimistic about the possibility for the successful sale of Aer Lingus, given the conditions of partial privatisation - the share retained by the unions and the State?

TOR: The Esot played a pivotal - and under the leadership of Con Scanlon - a very constructive part in the Eircom story, and the Esot will pay a very important part in the attractiveness of Aer Lingus going to market.

I am conscious that there are enormously important intrusions by some governments in the process of private ownership of companies.

Take South Africa, where the government now demands that 25% of all companies must be owned by black investors or employees. While socially laudable, this does have an effect on foreign investment there.

In the case of Aer Lingus, people will look at the prospectus and they will ask themselves what rate of return on capital can they get over the next 10 years by investing in an Irish airline and what kind of risks do these returns contain.

Ryanair probably will give them a sense of encouragement because it was able to do something that no one else could.

I think Ryanair is a poster-child for Irish private capitalism and they have done a remarkable job and I think Michael O'Leary is a remarkable leader. So I feel that people will look at Aer Lingus from a pure return on capital point of view, risk adjusted for the share ownership structure and for the growth prospects of the airline.

The unions are not the key to everything. When you look at foreign investment in Ireland, multinational companies sidelined the issue of the unions and built on this.

In the case of Eircom, the injection of money into Esot did help us to reduce the size of the workforce from around 10,700 to some 7,000 employees.

We paid a big price for this, but I believe that this is yet another form of risk that one has to deal with.

International capital lessons

CG: Going back to the Eircom story - after the IPO, you stayed on as chairman, even though you were neither a majority shareholder nor were you earning an exceptional salary from this. If investing in State-owned enterprises is all about return on the capital, why did you choose to make such a decision?

TOR: I felt a strong sense of responsibility to the new board of directors and the incoming shareholders. I had made money out of Eircom through my investment in the Valentia consortium and there was, at the time, talk about venture capitalists coming in, making money and getting out, with the accusation that they somehow left an underfunded and a weakened company behind.

This was not so - just look at the subsequent stock performance relative to the broader telecom markets. I think it was very important that there was an orderly return of Eircom to the market and it was equally important that as chairman I should act as an entirely impartial party.

At Valentia, the challenge was allocating resources, and all of the partners - Providence Capital, George Soros and Goldman Sachs - brought precise discipline to the whole process of capital allocation and cost management. And I think we proved our point - we satisfied the demands of the shareholders, built a leaner and more efficient company and refloated it, and the people who bought it from us recently sold on to Babcock & Brown and made 62% in 18 months.

And as I said two weeks ago, only airlines - Ryanair and I might add Aer Lingus - have reduced their prices over the last seven years.

Everything else - gas, electricity, road tolls, food, etc - has gone up in price during that period.

So it was not the case of venture capitalists deciding to take everything out of the company and squeeze the assets.

It has been a really successful process for both consumers and the investors. But most importantly, it's been a progressive process for the watching international financial community who now have that little bit more confidence in investing in Irish assets than they had some years ago.

Competitive advantage

CG; In your view, then, Eircom is part of the story of the important drivers of Irish growth - privatisations, development of the markets, inflow of capital and improvements in the way global financial markets view Ireland. Taxation is yet another factor. After years of success, with other countries - most significantly those of eastern Europe - moving fast into our space, do we still hold a competitive edge?

TOR: I think our competitive advantage is seriously threatened today and I feel that Ireland must be made aware that the current prosperity can obscure for us the fact that everyone in the new Europe has woken up to the anatomy of the Irish miracle.

These new countries set out to replicate our success and they know full well that it was largely founded on the basis of low taxes. I am trying to articulate the need for reproducing the low-tax regime found in the Republic of Ireland and bringing it to Northern Ireland. I recently met Gordon Brown to advance this argument and said that the introduction of a standard rate of tax across the island at 12.5% would make investment on this island location-indifferent.

In fact every party in Northern Ireland agrees on this point - a low-tax regime in Northern Ireland can bring about a huge spurt of economic activity. So the answer is that it is going to get tougher and tougher for Ireland because new European countries are going to strive for lower tax rates than us.

Again, if you can make a product, say Dell computers, and you are indifferent in your business to things like the language spoken by the workers, then look at Estonia - it gives you productive young workers at no tax at all. There will be pressure on the companies operating in Ireland today to go east. But an additional problem is that, with the rising cost of doing business here and shortages of labour, we are actually losing our competitiveness vis-a-vis the old European states.

Models for growth?

CG: There is a penchant in Ireland to compare ourselves to the two main models -the Nordic and the US. Yet another model that is almost never mentioned in Ireland is that of Hong Kong. Like Ireland, it is a small, open economy adjoining a giant one. From your point of view, would you rather see Ireland moving closer to Hong Kong or to Stockholm?

TOR: I think if you visit Hong Kong, you must be excited by how energetic the place really is. You cannot but notice also how just beyond the perimeter, there is that great country called China. There is a pulsating appetite from the mainland for everything produced in Hong Kong.

On the other hand, there are many social problems, such as uncontrolled immigration and the fact that it is a somewhat artificial world, along the lines of Malaysia and Singapore.

I don't think that these are viable models for us - they lack the same sense of individualism that we have, they are more centralised, and the state, ideologically, not welfare-wise, plays a far more central role there.

Ireland is a very individualistic country, we take a more competitive approach to running our business and we are more personal in the way we run our own lives. Chinese and Asian cultures in general are more docile, so a "strong man" approach to management can work there on a larger scale than it can in Ireland.

I do like the Swedish model in terms of the welfare it provides, but I dislike it in terms of taxation. I think it is very interesting to see that the big Swedish companies now primarily operate outside Sweden, and the country's growth must inevitably have been impacted over recent years.

What is important is that Ireland should not take its new prosperity for granted, for it might become a very shortterm thing unless we find new innovative ways to support it.

The only way we really can galvanise the economy for the next 25 years is to attract more and more international capital - both human and financial - into Ireland. That is why I think the issues of immigration and capital should be central to how we think about the future of this country.

Immigration

CG: On immigration, just few weeks ago Labour Party leader Pat Rabbitte repeated his comments about the danger of an "open doors" immigration policy toward eastern European workers. Do you share his concerns?

TOR: Ask yourself: what made America grow? Immigration is the answer. The skills of the world came to America, seized new opportunities and even today the debate about Mexican workers recognises this. It is unavoidable that we are going to have immigration as long as we have new physical and financial capital coming into the country. This is the main benefit of being a member of the common market.

So what Pat Rabbitte is really saying is that the unions are hugely challenged by this, by events like the Irish Ferries dispute. We can slam shut the doors on immigration the way the French did with their Polish plumber campaign.

There are certain countries in Europe that do hold a different view of immigration than we do. But your question is whether we can sustain our open door policy.

My view is that yes, we should be able to sustain our policy on immigration. But this does not apply to everyone. For example, where do secularism and religion come into it? It is an entirely new debate, which Ireland, inevitably, will have to face.

CG: Yet the Irish Ferries dispute taught us also about the lack of proper policy debate in Ireland. In the majority of western democracies, the debate is quite often being driven by business leaders, openly speaking about their views on Government policies, as well as by intellectuals.

In Ireland, it is virtually unheard of that a businessperson would stimulate a debate about policies. We seem to be more comfortable with sponsoring festivals and golf events than with sponsoring research into social policies and promoting alternative views and ideas. Do you feel that, as we become more comfortable with our newly acquired wealth, we will see the emergence of more policy-conscious and more proactive business leaders?

Think tanks

TOR: When you asked the question about why I stayed at Eircom, I answered it by saying that I wanted to be a champion of the capacity of Ireland to build real public ownership of companies through the marketplace. This was a statement of my belief in that debate and certainly the wider audience, the City of London or US capital markets for example, will have no doubt now that it is possible to get a fair deal in Ireland.

Of course in the US, for example, you have the Brookings Institution, the American Enterprise Institute, the Hoover Institute and many other think tanks that span the whole political spectrum. These are very important catalysts for the way the American political system works. We don't have these here. We should have them. I think the ESRI is a fine starting point.

We need centres for catalysing the debate - not just the employers or Ibec's views or the unions' views, but think tanks and our business schools expressing trenchant views of our society and structures. So far we have a rather simplistic adversarial relationship between, say, the trade unions and the employers.

Yet, when you ask Irish people, "What do you class yourself as?", the vast majority of the people believe that they are "middle class." I often wonder who represents them at the partnership table?

Copyright 2006 Belenos Publications Ltd Source: Financial Times Information Limited - Europe Intelligence Wire.

Glanbia Ploughs Global Fields

By
Tom Keating
on September 29, 2006 6:32 PM | | Comments (0)
Glanbia Ploughs Global Fields. Check it out:
(Business & Finance Via Thomson Dialog NewsEdge) Glanbia Ploughs Global Fields

As EU agricultural subsidies disappear, the domestic market gets more challenging.

Glanbia's John Moloney explains its strategies to John Walsh.

Glanbia is one of those companies that offers a good insight into the changing face of Irish society. Born out of the merger of Waterford and Avonmore Co-ops, it is steeped in the dairy industry that once dominated the Irish economic landscape. In the days before the current boom, farmers were seen - rightly or wrongly - as being one of the few economically advantaged groups in society. How times have changed.



Developments in the domestic economy put the agri-sector in perspective. And the changing dynamics of the global trade environment have forced significant changes on Irish farming.

The level of subsidies handed down to Irish farmers as part of the EU's Common Agricultural Policy (CAP) was the subject of much heated debate during the 1980s and the early part of the 19905. But as soon as the first General Agreement on Tariffs and Trade (GATT) agreement was hammered out in 1994, it set in motion a chain of events that would eventually open up European markets to much cheaper produce from developing countries.

And in tandem with open trade policies, European farmers had to learn how to survive without the generous support funding that had helped prop up many areas within the agri-sector.

Inevitably, there was a huge backlash from farmers' organisations. The wholesale demise of Irish farming was seen as inescapable reality. And if the ground was shifting under Irish farmers, then that meant that companies like Glanbia also faced increasing uncertainty.

After all, a secure supply of dairy produce is needed to be a successful dairy processor and food manufacturer. Over the past decade, spiralling property prices have lured many farmers away from agri-pursuits.

The complexion of the farming sector once this speculative boom dies down is causing widespread concern.

Glanbia group managing director John Moloney acknowledges these difficulties: "The ingredients business is challenging currently because we have reforms of the dairy sector across Europe, where the support prices are being reduced by the order of 25% over a three-year period. That is through '04, '05 and '06 and a partial one in '07. So I think the big issue in the first half of this year has been that we have seen two parts of that come together.

Effectively last year's impact was defrayed because you had high international prices for dairy products. They have come off a bit - not dramatically. But it did mean that you had to catch up from last year's reform and this year's coming together in one year, and that has led to an impact on ingredients in Ireland in terms of dairy market returns. At the same time, you have costs moving in the other direction."

Moloney argues that the reform period is coming to an end and that from now on there will be a period of adjustment at both farm level and processing level. But it is this period of adjustment that has prompted some speculation that there will be a supply shock if too many farmers quit the dairy sector.

"If you take any of the studies that have been done, Ireland has 25,000 dairy farmers currently and if you look at AgriVision 2015 report done by the Department of Agriculture based on Teagasc economic forecasts, you could get down to 12,000 dairy farmers who would have scaled up - producing the quota or close to it and would be compensating for the price effect through increased scale and efficiency and that or some level of that is going to happen.

It is important that you bear in mind as well that there are significant differences in efficiency between the top 20% and the bottom 20% - of the order of 45 cents per gallon. That far exceeds the level of milk price reduction that is being implemented in the industry to date."

Moloney points to the quota exchange set up by the Department of Agriculture as a step in the right direction and a move that Glanbia had lobbied for to ensure a smooth transition and prevent a supply shock. "Historically farmers who wish to expand have had the resources in terms of land and capital but are constrained by their ability to get quota at reasonable value.

We hope that the exchange mechanism when the first one is introduced in December will begin to contribute to that."

Moloney expects a smooth transition. He says it will be very difficult for families that have been lifelong dairy farmers to jettison their livelihoods. "But I think you also have to see it in the context that Ireland is also different.

There are far greater opportunities. Land values have generally kept pace with the property market which is an important backdrop in terms of the farm balance sheet," he adds.

Glanbia has been running workshops for every 18-20 suppliers from across its supply base in order to provide assistance and support while the trading environment remains challenging.

Glanbia comprises a plc and a co-op. The co-op has a 54% holding in the plc. And in a move to cushion the removal of support prices, the dividend from the plc accruing to co-op shareholders is used to compensate for loss of earnings. Even though it is only on an anecdotal level, Business & Finance has sounded out a number of dairy farmers about the future of the sector in Ireland. They were much more pessimistic than the Teagasc report. They argue that new nitrate and waste water management directives coming from Brussels will put too much burden on farmers to make it tenable in the longer term.

Moreover, they claim that there will be big problems with succession issues as the next generation of farmers are taking up much more lucrative positions outside the industry.

Government dig-out

The Government has chipped in with a plan to help smooth over the transition to the post-CAP environment by announcing a EUR300m-aid package for the industry. Although Moloney points out that only EUR100m will come from the Government's coffers - which will be run jointly by the Department of Agriculture and Enterprise Ireland - with the remaining EUR200m coming from the industry.

"But it does give us a chance to invest and diversify. So Glanbia as well as other operators in the sector are looking to options around new product development and around rationalisation.

We'll also be happy once we complete that part of the exercise to talk to other parties. If there are joint projects that it makes more sense to do, we'll keep an open mind about that. We will come to a view about that in October.

"I think on balance we may end up with a mix of internal projects and maybe some joint projects and they'll be across the area of cheeses and specific protein derivatives from milk for export."

That potentially includes building a new milk-drying and filtration plant, adds Moloney.

Milking overseas opportunities

The latest set of Glanbia's interim results was a bit of an anomaly in the Irish corporate earnings season. As most other companies posted double-digit growth, Glanbia stood still with pretax profits roughly unchanged at EUR30.2m compared with the same period in 2005, operating e profits were down 5% at EUR36.4m and revenues down marginally at EUR922.8m compared with EUR926.1m for the year earlier period.

The company attributed much of the poor performance to the sluggish Irish ingredients business.

Similar to Kerry Group and other companies in that sector, future growth hinges on carving out markets abroad.

"We've had an international presence for some time. We have a significant business in the US. We have expanded that with a joint venture in New Mexico. That will make us the largest producer of cheddar-type cheese in the US when we get to full capacity in New Mexico by the middle of next year.

"So when you look at the Glanbia profit and loss sheet going forward, you will see the returns from the wholly owned subsidiaries, but the share from the associates line will also become much more important.

In a similar vein, we have set up a joint venture in Nigeria with Cussons. That business is currently annualising $100m.

So if you look at growth, you have $100m there, and New Mexico has $350m. And with the acquisition [Glanbia forked out $105m for US nutritional business Seltzer on September 7th] we will grow the nutritionals group to over $150m.

So you are looking at close to $600m in new business over the next two-to-three years."

Glanbia has also opened a sales and marketing office in China. Moloney says the company is linking China with the ingredients business: "and indeed to the acquisition we announced [Seltzer] in terms of infant formula etc in Asia".

And even though Glanbia is limited to a sales and marketing presence in China as it stands, the company is likely to build rather than buy if that policy changes in the future, he adds.

After a hectic few years on the mergers and acquisitions trail around the globe, Moloney says that it is time to consolidate on its recent acquisitions. That will include adapting the plants in New Mexico to meet extra demands if needed, he adds.

"We have room to make some modest acquisitions in 2007, and it is important to keep that pipeline going because there is a lead time in starting these things up."

Watergate?

Moloney says there is no outcome yet to the investigation in allegations that farmers in the Kilmeaden area ("Watered-down milk?" Business & Finance, July 27th) inflated milk supplies by adding water. "That [investigation] is ongoing. Obviously that is a fraud on the company rather than an issue for our consumer so far as it costs the company more to extract water. Obviously a very serious view is taken on that."

Some of Glanbia's milk suppliers that Business & Finance has spoken to claim there is not enough dialogue between the company and dairy farmers in terms of international markets.

One farmer says there is not enough emphasis on the different types of nutrients that can be used to produce high-quality milk which, in turn, can be used to manufacture high-quality products.

That is a pattern that is happening throughout Europe, he claims. Geraldine Kearney, a spokeswoman for Glanbia, to extract water. Obviously a very serious view is taken on that."

Some of Glanbia's milk suppliers that Business & Finance has spoken to claim there is not enough dialogue between the company and dairy farmers in terms of international markets.

One farmer says there is not enough emphasis on the different types of nutrients that can be used to produce high-quality milk which, in turn, can be used to manufacture high-quality products.

That is a pattern that is happening throughout Europe, he claims.

Geraldine Kearney, a spokeswoman for Glanbia, says Glanbia has always been very progressive in opening up channels of communication with its milk suppliers. She cites the company's various workshops as well as its regional committee structure, which are aimed at keeping on top of industry developments.

"There will always be more work to be done, but we are engaging with our suppliers at a number of different levels," she says.

One other area of concern for some shareholders is that the members of the board of the plc comprise the board of the co-op. Moloney argues the value of the co-op and the level of the dividend each year is determined by the growth of the plc. "Therefore everybody is aligned in growing the value of the plc.

That has become clear to shareholders over the past year. So there are no plans to change that [the structure of the plc and co-op] currently."

What about the relationship between the plc and the co-op changing some time in the future?

"I suppose you can never say never - you can't rule it out at any point in time - but not today."

Glanbia has always been very progressive in opening up channels of communication with its milk suppliers. She cites the company's various workshops as well as its regional committee structure, which are aimed at keeping on top of industry developments. "There will always be more work to be done, but we are engaging with our suppliers at a number of different levels," she says.

One other area of concern for some shareholders is that the members of the board of the plc comprise the board of the co-op. Moloney argues the value of the co-op and the level of the dividend each year is determined by the growth of the plc. "Therefore everybody is aligned in growing the value of the plc.

That has become clear to shareholders over the past year.

So there are no plans to change that [the structure of the plc and co-op] currently."

What about the relationship between the plc and the co-op changing some time in the future?

"I suppose you can never say never - you can't rule it out at any point in time - but not today."

Copyright 2006 Belenos Publications Ltd Source: Financial Times Information Limited - Europe Intelligence Wire.

What's Hot ?

By
Tom Keating
on September 29, 2006 6:31 PM | | Comments (0)
What's Hot ?. Check it out:
(Business & Finance Via Thomson Dialog NewsEdge) What's Hot ?

Up and coming countries such as South Africa and Brazil are being watched keenly by potential Irish investors, writes Stephen Tormey.

Despite a frustrating and difficult year in 2005, Pakistan is one country that is coming to the attention of foreign investors. Foreign direct investment in Pakistan increased from $484.7m in 2001 to $1.5bn in 2005, but the earthquake last October was a sever shock to the economy.



However, nobody disagreed with prime minister Shaukat Aziz when he said that "the earthquake may have a slight effect in the short-term, but will not rock the economy in the long-term."

In the shorter term, the challenges facing Pakistan are inflation and interest rates, but with a population of almost 166 million, the opportunities for foreign investment continue to attract attention.

Another upcoming investment hotspot is South Africa. Since its successful transition to democracy in 1994, there have been many positive economic indicators.

"Inflation is under control, foreign exchange reserves have increased tenfold, positive real GDP growth has been recorded for nine years in succession, and strong growth has occurred in fixed capital formation, to name but a few," says Colin Beggs, CEO of PricewaterhouseCoopers in South Africa.

The Irish economy has come a long way in the past three decades. Attracting some of the world's top multinational corporations, and fostering a strong indigenous entrepreneurial culture has been a prime objective of successive governments.

This positive attitude has developed Ireland into one of the world's leading economies. According to Kim Iskyan, head of research at MDM Bank in Moscow, "Ireland is one of the world's wealthiest countries, since its economy has grown nearly five-fold since 1973. It boasts one of the world's highest levels of GDP per capita, some 20% above the European average, while 30 years ago it was 35% poorer than the average."

This has created a cloister of entrepreneurs with a mass of wealth, looking to exploit business opportunities as they arise.

Indeed, Ireland has seen even middle-income earners transform themselves into investors, as attractive investment opportunities overseas lure them into the entrepreneurial arena.

There are a number of investment hotspots around the world where investors are focusing their attention, and this has as much to do with favourable tax regimes as prime real estate opportunities.

Infrastructure, low energy costs, a diversified economy along with sound fiscal and monetary policies. While the World Development Report of the World Bank showed that costs of unreliable electricity and fragile infrastructure are serious deterrents to foreign investment, Risk Map 2005, released by Control Risks Group in London, describes South Africa's business environment as positive, with "low political and security risk."

Another country that is held back by serious deficiencies but is nonetheless - emerging as a world economic player is Brazil.

Enterprise Ireland has hailed Brazil as the second most important market in Latin America after Mexico, and with prime investment opportunities & in the agri-food sector alongside potential in other sectors from telecoms to generic pharmaceuticals, Brazil could become a very real challenge for the world's top economies.

Over the past decade, the country has emerged from a vicious cycle of booms and busts, and finally seems to have controlled inflation, down from an astronomical 2,491% in 1993 to a modest 7.6% in 2004, according to Enterprise Ireland.

The 'new' Brazil is also meeting its IMF targets, is starting to come to grips with corruption, and has stronger democratic institutions as a result.

Interestingly, in a survey released by the UN in September in 2005, multinational companies rated Brazil the fifth most attractive business location worldwide, lagging behind only China, India, the US and Russia, so potential Irish investors would do well to watch this space.

While economies like India and China surge ahead, these less-hyped investment areas are offering attractive investment opportunities across a range of sectors.

It is easy to be attracted to huge investment hubs, but all that glitters is not gold. While these hives of economic activity have assisted some companies expanding at phenomenal rates, less developed areas such as South Africa and Brazil have the Irish investors would do well to watch this space.

While economies like India and China surge ahead, these less-hyped investment areas are offering attractive investment opportunities across a range of sectors. It is easy to be attracted to huge investment hubs, but all that glitters is not gold.

While these hives of economic activity have assisted some companies expanding at phenomenal rates, less developed areas such as South Africa and Brazil have the potential to become significant players in the global investment market potential to become significant players in the global investment market occurred in fixed capital formation, to name but a few," says Colin Beggs, CEO of PricewaterhouseCoopers in South Africa.

Irish investors would do well to watch this space.

While economies like India and China surge ahead, these less-hyped investment areas are offering attractive investment opportunities across a range of sectors.

It is easy to be attracted to huge investment hubs, but all that glitters is not gold.

While these hives of economic activity have assisted some companies expanding at phenomenal rates, less developed areas such as South Africa and Brazil have the potential to become significant players in the global investment market.

Copyright 2006 Belenos Publications Ltd Source: Financial Times Information Limited - Europe Intelligence Wire.

RigNet Deploys Nimsoft's NimBUS for Effective Network Monitoring on Offshore and Remote Oil Rigs; Nimsoft's Scalability and Reliability Gives Managed Service Provider Global Reach and Best Uptime in Industry

By
Tom Keating
on September 29, 2006 6:31 PM | | Comments (0)
RigNet Deploys Nimsoft's NimBUS for Effective Network Monitoring on Offshore and Remote Oil Rigs; Nimsoft's Scalability and Reliability Gives Managed Service Provider Global Reach and Best Uptime in Industry. Check it out:
Case study is posted at:
http://www.nimsoft.com/company/case-studies/Case-Study--RigNet.pdf

Industry
Managed Communications Service Provider for the upstream oil and gas industry

Challenge
To utilize customer Service Level Agreements (SLA) to deliver essential real-time data to oil and gas rigs in extreme remote offshore and land locations worldwide under conditions frequently outside the provider's control.

Solution
Using Nimsoft's NimBUS to:
·Detect any remote communications service problems within the provider's control before users are impacted
·Identify any problems that are outside its control and exclude immediately such downtime from SLA performance calculations
·Deliver real-time SLA performance information to customers

Results
·NimBUS provides RigNet with comprehensive, flexible and reliable drill platform application SLA performance monitoring and reporting capabilities for 8 teleports serving over 500 sites
·NimBUS has decreased RigNet customers' costs by greatly reducing the need for expensive telecommunications equipment or technical support at remote locations
·Nimsoft's solution helps RigNet to protect their service quality reputation

With communications systems installed throughout 20 countries and 6 continents, Houston-based RigNet relies on leading satellite and networking technologies to provide high-quality IP-based voice, data and video managed services worldwide for the upstream oil and gas industry. The company installs, manages and supports the systems, providing powerful, reliable and cost-effective managed communications services for their customers' offshore drilling and production rigs, as well as land rigs. Most of these rigs are located in very remote locations throughout the world. By adhering to stringent standards for network performance, RigNet reliably and efficiently meets the established terms of Service Level Agreements (SLA) with its customers. The company is thus able to commit to providing the highest system uptime, application response and transaction speed and to ensuring end-to-end management of IT performance for business results.



To do this, RigNet must be able to analyze performance data coming from multiple points and be able to exclude performance information from factors beyond its control, from typical heavy thunderstorms that sometimes cause brief rain fade, to extreme severe storms that take down satellite dishes on offshore rigs. In the oil business, SLA "excludes" are frequently required, a common cause being extreme weather. Several examples of such excludes were cited by Morten Hagland Hansen, RigNet's Global IP Engineering Manager: "We had a customer rig get lost in the sea - it was a total loss. We lost two after Hurricane Katrina, and with Hurricane Rita the damage was more on the shore side, where we lost satellite communication to the shore base where all the logistics are handled. There was flooding, and the equipment in those buildings was destroyed. These become excludes in SLAs."

Not all excludes come from acts of nature, as further explained by Hansen: "In the oil and gas business, if the connectivity to a rig is down, it doesn't necessarily mean that there is a problem, it could be also be 'radio silence' to protect personnel from instances where explosives are placed down in the hole where they are drilling. In this case, all communications devices that issue radio signals must be shut down so that the signals will not ignite the explosives while workers are placing them. This is one of many instances where we need to explain that downtime was not due to a problem with the system but was instead intentional."

With tremendous communications challenges already inherent to a business with multiple far-flung locations, the addition of uncontrollable variables makes it quite challenging to fulfill top service level management requirements. To meet the performance expectations of its customers, RigNet selected cutting-edge monitoring technology from Nimsoft. RigNet implemented the NimBUS solution for SLA monitoring and reporting for comprehensive, flexible and reliable drill platform application performance monitoring capabilities.

"Nimsoft's flexibility and amazing breadth of capabilities allowed us to start with a small installation and add to it as we grew and our functional requirements changed, " explained Hansen

To provide background, there are three "parties" using the communications network on any given drilling rig: (1) the drilling contractor, which owns and leases out the rig, such as Noble Drilling and ENSCO; (2) the operator, or oil company (e.g., ExxonMobil, Chevron, Shell, etc.) which is the primary party on the rig, and finances the drilling of the well; (3) and the service company, like Schlumberger or Halliburton, who supports the drilling operation. The applications used on the system are IP-based voice, fax, Internet and real-time data transmission. The real-time data includes all technical information related to the drilling (e.g., depth, temperature, pressure, drilling speeds, drilling torque, formations, etc.) For an offshore rig, even rig positioning and weather data is transmitted. All of this information is transmitted back in real-time to the oil company office for analysis.

Most of RigNets land-based and offshore customers use satellite-based systems. There are options for both. The options land-based rigs have are cellular and regular land-line, where a telephone line is actually strung from the nearest pole to the land rig site. That can get very expensive. Cellular coverage can be very spotty, and not provide a clear signal. Sometimes, satellite is the only option. For offshore, there are microwave networks, where communications ride on a terrestrial network (most of the time, mounted on production rigs that don't move) that is linked back to land via 20 to 30 repeater hops away in a daisy-chain fashion. When one of the repeaters goes down, most of the entire network goes down. That's why satellite is sometimes a more attractive solution, especially in more remote locations where microwave networks aren't available.

The equipment and systems that RigNet monitors on any given rig (offshore or land) include routers, switches and wireless bridges connecting the equipment systems and signals, along with the satellite signal itself. Rignet uses the NimBUS Enterprise Console to build graphical service dashboards. Each dashboard has a health status indicator by individual oil rig. Network communications are monitored between land-based and satellite-based systems. At a glance the operator can see all the oil rigs he or she has responsibility for and determine which ones require intervention. The operator can then drill down and to investigate the discrete infrastructure elements to diagnose and resolve potential or actual problems. When an individual rig is displayed on the NimBUS system, four colors are used to indicate status: green, yellow, orange and red. Green means everything is running properly. Yellow signifies a minor equipment problem, such as a wireless bridge isn't working correctly. Orange represents a major equipment problem, usually involving a router or switch. Red denotes the system is down and is not responding, which could be caused by a problem with the router or switches, or the satellite signal itself.

"The extreme ease of implementation from Nimsoft especially impressed us. Additionally, Nimsoft was very flexible in accommodating our needs, and continuously made modifications and enhancements based on our requirements. We've been especially pleased with Nimsoft's end-to-end infrastructure monitoring capabilities, and with how quickly they could develop solutions for our ever-changing needs," remarked Hansen.


About Nimsoft
Nimsoft's mission is to deliver business-focused Service Level Management solutions that customers can easily deploy and use. Nimsoft solutions are used by hundreds of companies across diverse industries to manage complex networked systems and meet service level agreement targets. Nimsoft solutions combine advanced SLM functionality and broad platform coverage with unprecedented ease of implementation, deployment, and use. For more information, visit www.nimsoft.com.

NimBUS, Nimsoft and the Nimsoft logo are trademarks or registered trademarks of Nimsoft Inc. All other company and product names may be trademarks or registered trademarks of their respective companies.

© 2006 Nimsoft Inc, all rights reserved.

North America and Rest of World
National Toll Free:
877 SLA MGMT (752.6468)
Phone: 650.570.5401
info@nimsoft.com

Europe, Middle East & Africa

UK & Rest of EMEA
+44 (0) 845 456 7091

Norway & Northern Europe
+47 22 62 71 60

Spain
+34 91 623 9177

Germany
+49 89 93 086 100

infoUSA to Include Coverage of UK's Small Business Market

By
Tom Keating
on September 29, 2006 6:31 PM | | Comments (0)
infoUSA to Include Coverage of UK's Small Business Market. Check it out:
OneSource, an infoUSA company, and provider of comprehensive, global business information has announced coverage of an additional two million small to medium sized UK companies and four million of their executives.



This additional coverage will strengthen the breadth of OneSource’s company profiles. The enhanced content is now available within OneSource’s UK Business Browser.

Customers can now gain access to 1.4 million actively trading companies and over 500,000 new businesses yet to file accounts as part of the UK data expansion of Business Browser.

Information such as director profiles, 3 years of financials, gazette codes, mortgage, auditor and banking data will help companies to evaluate new business partners, customers and suppliers.

A recent research from the Department of Trade and Industry shows that the Small to Medium Sized Enterprise market employs 58.5% of the UK workforce and generates over half of the sales of all companies in the country.

OneSource has identified this as a market opportunity, and is helping UK businesses target prospects in this growing market.

“The increased coverage of OneSource’s UK company information is a reflection of our commitment to providing customers with comprehensive global business information,” said President of OneSource Information Services, Inc., Phil Garlick in a press release.

“As a result we are pleased to provide our customers access to a significant UK market segment,” he added.

OneSource is headquartered in Concord, MA, and delivers products and services to support a company’s sales and marketing efforts.

For more information, visit infoUSA.

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Anuradha Shukla is a contributing writer for TMCnet covering call centers, CRM and information technology.

Castell Howell's pounds 4.4m jobs recipe

By
Tom Keating
on September 29, 2006 6:31 PM | | Comments (0)
Castell Howell's pounds 4.4m jobs recipe. Check it out:
(Western Mail Via Thomson Dialog NewsEdge) Wales' largest independent food wholesaler is investing pounds 4.4m in a new distribution centre in Carmarthenshire. Castell Howell Foods will operate from a purpose-designed 50,000 sq ft facility at Cross Hands Food Park, Carmarthenshire. During the next three years, 50 new jobs are expected to be created. The company has so far bought a seven- acre site at the food park and has an option to acquire a further five acres for future expansion.



When completed, in March 2007, the new facility will house Castell Howell's head office functions and will be its central distribution hub servicing satellite depots in Wales and England.

Its existing Pensarn site will be retained as a cash and carry centre and butchery.

The 45-acre food park was developed by the former Welsh Development Agency and Carmarthenshire County Council.

The expansion project has been supported by the Welsh Assembly Government with a property development grant and regional selective assistance with funding from the EU Objective One programme.

Castell Howell finance director, Nigel Williams, said the new facility would double the company's warehousing capacity.

He said, 'Warehousing space is critical for our future growth and the new facility will enable us to continue to expand and provide a high-quality service to all our customers.

'The support of the Welsh Assembly Government has been pivotal in enabling us to go ahead with this major expansion.'

In 1998 the business employed 50 people and had an pounds 11m turnover - it now employs 240 people with an anticipated turnover this year in the region of pounds 42m.

Castell Howell Foods remains a family- run business, started by Brian and Elizabeth Jones in the mid-1980s when they operated from a small unit on their dairy farm before moving to their present site in Pensarn in 1990.

The company has depots in Gloucester, Oswestry, Merthyr and Bristol and acquired the Cegin Cymru and Pan Aroma distribution businesses in 2004. It is a partner and sole distributor for Celtic Pride, the premium Welsh beef scheme. The company also produces cooked meats at its unit in Fforestfach, Swansea, and now stocks more than 8,000 catering products.

It recently won a three-year contract to supply meat to the NHS in South and Mid Wales and supplies Asda with all its Welsh produce. Its distribution service covers Mid and South Wales and parts of South West England.

Andrew Davies, pictured above, Assembly Government Minister for Enterprise, Innovation and Networks, said the agri-food sector was vitally important for the rural economy and the food park had been developed to help bring 'added value' to products.

He said, 'The agricultural sector in Wales employs some 57,000 people and contributes pounds 1.1bn to the economy while the food and drink industry employs nearly 23,000 people and is worth more t han pounds 2bn to the Welsh economy.

'Castell Howell Foods is a significant employer and its expansion plans are excellent news for the rural economy as well as an important boost for the Food Park. Its rapidly expanding distribution service is an important link in the food supply chain and provides a key service for Welsh food producers enabling them to reach wider markets.' Carmarthenshire County Council's executive board member for regeneration, Clive Scourfield, said, 'This is an exciting development for Castell Howell, the food park and the agri-food sector. It will be fantastic to see the project come to fruition.'

Copyright 2006 . Western Mail & Echo Ltd

CommVault Extends Support for VMware in QiNetix 6.1 Unified Data Management Suite

By
Tom Keating
on September 29, 2006 6:31 PM | | Comments (0)
CommVault Extends Support for VMware in QiNetix 6.1 Unified Data Management Suite. Check it out:
Key Functionality Supports Enterprises as They Turn to Virtualization to Consolidate Systems and Strengthen DR Initiatives

OCEANPORT, N.J., Sept. 29 / -- (Nasdaq: CVLT) -- As enterprises turn to virtualization to consolidate servers and strengthen Disaster Recovery capability, data protection for virtual machines becomes a business-critical issue. CommVault(R), a leading provider of Unified Data Management(TM) solutions, today announced that it has increased its support for customers using virtualization, completing certification with VMware ESX 3.0 and extending its support for the VMware Consolidated Backup (VCB) feature in the CommVault QiNetix 6.1 Unified Data Management Suite. With this new capability customers gain greater support for enterprise virtualization and backup consolidation and robust disaster recovery at reduced costs.



New VMware Advancements Strengthen and Simplify Disaster Recovery Efforts
CommVault VMware VCB support uses CommVault's easy, "point-and-click" recovery process in which protected data is associated with the client system, and can be restored in a single step. The process makes it easy to run and manage VMware clients with "real" clients in mixed deployments. CommVault's extended support for VMware systems includes protection of the VMware physical system and capture of crash-consistent disk file images, significantly strengthening customers' disaster recovery support.

These advancements have been especially helpful to companies like Ricoh Corporation, a diversified office automation equipment and electronics provider, which recently began testing CommVault's new capability.

"Ricoh has been a CommVault customer for four years, and has trusted CommVault to backup more than 200 servers in our distributed systems environment, which includes many VMware systems. As we harden our DR plan, we are looking to take advantage of the benefits of an integrated VMware and CommVault solution," said Dave Caporaso, manager, Technical Services, Ricoh Corporation. "CommVault's products together with their DR best practice recommendations will allow us to maintain a competitive advantage as we move to consolidate backups and streamline operations using VCB."

"VMware implementations are booming, with one of the few things holding back production rollouts being the ability to have tightly integrated backup and recovery capabilities of virtual machines, no matter where they are or where they move to," said Steve Duplessie, founder and senior analyst, Enterprise Strategy Group. "CommVault support for VMware goes far beyond just backup and puts disaster recovery right into the hands of the VMware administrator -- enabling them to bring up a virtual machine anywhere and keep all the associated data instantly recoverable. It's really smart stuff."

Advanced VMware support highlights include:

-- CommVault integration with VMware enables unified, point-and-click management of virtual machines and physical systems
-- LAN-free backup capabilities deliver simple restores
-- Certification with VMware ESX Server 3.0
-- Integrated support for VMware VCB to support consolidated backups in virtualized environments
-- Robust Disaster Recovery support by protecting the VMware physical system and capture of crash-consistent disk file images
-- Support for VMotion, which provides continual recovery of data, allowing administrators to move virtual servers among physical servers, speeding upgrades and enabling automatic load balancing in a server farm
-- CommVault ProxyHost links VCB backups to client virtual machines and includes easy point-and-click restores of VCBs

"CommVault's tight integration with VMware and VCB is designed to make LAN-free backup and solid disaster recovery support a reality," said David West, vice president of marketing and business development, CommVault. "These enhancements make it clear that CommVault provides a smarter, simple path to ensure data is easily managed and recoverable in enterprise environments."

For more information about CommVault's support for VMware, listen to the CommVault-VMware webinar at http://www.commvault.com , or visit the VMware solutions page at http://www.commvault.com/solutions/vmware .

GMI Ranks # 4 on the Pacific Northwest's Fastest-Growing Companies in Deloitte's Technology Fast 50 Program

By
Tom Keating
on September 29, 2006 6:31 PM | | Comments (0)
GMI Ranks # 4 on the Pacific Northwest's Fastest-Growing Companies in Deloitte's Technology Fast 50 Program. Check it out:
SEATTLE --(Business Wire)-- GMI (Global Market Insite, Inc.) today announced it ranks # 4 on Deloitte's prestigious Technology Fast 50 Program for the Pacific Northwest, a ranking of the 50 fastest-growing technology, media, telecommunications and life sciences companies in Washington, Oregon and Idaho by Deloitte & Touche USA LLP, one of the nation's leading professional services organizations. Rankings are based on the percentage revenue growth over five years, from 2001 to 2005.



GMI's founder, chairman of the board and CEO Robert W. Monster attributes the company's 2008% percent revenue growth over five years to the rapid global expansion of the company, both organically via the addition of new local offices and the acquisitions of three companies in 2005, including NetReflector (USA), MI Pro (Norway) and Insight/Sunrise (China). In addition, GMI's growth was boosted by the successful delivery of global market intelligence solutions, including software, global respondent panels and services.

"This is an honor for GMI to receive such recognition from its peers," explains Monster, who founded the company in 1999. "I would like to dedicate this award to our loyal customers, our hard-working employees and our strategic partners all over the world, who together have contributed to such an effort. With over 100 new job openings available worldwide, GMI's is poised to continue on its growth path. We look forward to making the Fast 50 list again in 2007."

"Sustaining high revenue growth for five years is an exceptional accomplishment," said Larry Hile, a partner in Deloitte's Technology, Media & Telecommunications (TMT) industry practice based in Seattle. "We commend GMI for making the commitment to technology and delivering on the promise of market longevity. We are proud to honor GMI as a Deloitte Technology Fast 50 winner."

To qualify for the Technology Fast 50, companies must have had operating revenues of at least $50,000 in 2001 and $5,000,000 in 2005, be headquartered in North America, and be a company that owns proprietary technology or proprietary intellectual property that contributes to a significant portion of the company's operating revenues; or devotes a significant proportion of revenues to the research and development of technology. Using other companies' technology or intellectual property in a unique way does not qualify.

Winners of the 16 regional Technology Fast 50 programs in the United States and Canada are automatically entered in Deloitte's Technology Fast 500 program, which ranks North America's top 500 fastest-growing technology, media, telecommunications and life sciences companies. For more information on Deloitte's Technology Fast 50 or Technology Fast 500 programs, visit www.fast500.com.

About GMI

GMI (Global Market Insite, Inc.) is the only company that provides comprehensive integrated solutions for global market intelligence for both market research firms and corporate market research departments at Global 2000 companies. Solutions include Net-MR, a suite of software tools to manage and automate research throughout the project lifecycle, desktop analysis tools, 24/7 service bureau capabilities, and one of the world's largest, highly profiled, double opt-in managed panels, spanning across 200 countries. In addition, GMI offers high-value, real-time enterprise feedback solutions for customer, partner and employee programs. Founded in 1999 with world headquarters in Seattle, Wash., GMI has operations on five continents. More information is available at www.gmi-mr.com or email us at info@gmi-mr.com.

About Deloitte

Deloitte refers to one or more of Deloitte Touche Tohmatsu, a Swiss Verein, its member firms and their respective subsidiaries and affiliates. As a Swiss Verein (association), neither Deloitte Touche Tohmatsu nor any of its member firms has any liability for each other's acts or omissions. Each of the member firms is a separate and independent legal entity operating under the names "Deloitte", "Deloitte & Touche", "Deloitte Touche Tohmatsu" or other related names. Services are provided by the member firms or their subsidiaries or affiliates and not by the Deloitte Touche Tohmatsu Verein.

Deloitte & Touche USA LLP is the U.S. member firm of Deloitte Touche Tohmatsu. In the U.S., services are provided by the subsidiaries of Deloitte & Touche USA LLP (Deloitte & Touche LLP, Deloitte Consulting LLP, Deloitte Financial Advisory Services LLP, Deloitte Tax LLP and their subsidiaries), and not by Deloitte & Touche USA LLP.

IBM, Intel Introduce Popular PCI Express Computing Standard

By
Tom Keating
on September 29, 2006 6:31 PM | | Comments (0)
IBM, Intel Introduce Popular PCI Express Computing Standard. Check it out:
In a bid to fulfill the performance requirements of latest usage models, such as visualization and extensible markup language (XML), IBM (News - Alert) and Intel Corporation have teamed up to develop a proposal to improve PCI Express technology.



According to a press release, the proposal codenamed “Geneseo” defines improvements facilitating faster connectivity between the processor and application accelerators. Geneseo aims to enhance the range of design options for hardware developers.

Visualization, such as complex weather modeling, math and physics, such as data intensive financial applications, and content processing, such as the encryption and decryption of communications infrastructure data will surely get benefit from the proposal.

Tom Bradicich, IBM fellow and chief technology officer, System x and BladeCenter Servers, says the new architecture “defines a standards-based approach for improving general purpose server accessibility within new and emerging application areas, such as encryption, visualization, XML and complex mathematical modeling.”

“Geneseo is the next step in this vision and will address new requirements and opportunities that come with next-generation platforms,” said Pat Gelsinger, senior vice president, general manager, Intel’s Digital Enterprise Group.

IBM and Intel offer the proposal in collaboration with other companies such as Emulex Corporation, HP, Integrated Device Technology Inc., Lecroy Corporation, Linux Networx, LSI Logic, Mellanox Technologies, Adaptec (News - Alert) Inc., AGEIA Technologies Inc., Altera Corporation, Broadcom (News - Alert) Corporation, Celoxica, Sun Microsystems, Synopsys, Tektronix, Xambala Inc., Xilinx Inc., Xtreme Data, Dell (News - Alert), EMC (News - Alert) Corporation, , Myricom, NetEffect, Novell, NVIDIA, PLX Technology, PMC-Sierra, Qlogic etc.

PCI Express technology was first conceptualized in 2004. The technology helps transition of computing platform I/O from the parallel bus model.

For more information, visit www.ibm.com.

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Niladri Sekhar Nath is a contributing writer for TMCnet covering telecommunications, service providers and networking.

Hyperion Continues Revenue Leadership of Worldwide Business Performance Management Market

By
Tom Keating
on September 29, 2006 6:31 PM | | Comments (0)
Hyperion Continues Revenue Leadership of Worldwide Business Performance Management Market. Check it out:
SANTA CLARA, Calif. --(Business Wire)-- Hyperion (Nasdaq Global Select:HYSL), the global leader in Business Performance Management software, today announced it has once again been recognized as the clear market share leader of the worldwide business performance management (BPM) software market, according to a new market report issued this week by IDC. The IDC Market Analysis report, Worldwide Business Performance Management Applications 2006-2010 Forecast and 2005 Vendor Shares (September 2006, #203414), shows that Hyperion owns a 19.3 percent share of the global BPM applications market, more than twice the share of its closest competitor. Hyperion has been the revenue leader in the global BPM market since 1999. This market is comprised of financial planning/budgeting, consolidation, costing/profitability, and scorecarding analytic applications.



"Hyperion continues to command the BPM market," said Kathleen Wilhide, research director for compliance and business performance management solutions at IDC, and author of the IDC Market Analysis. "Hyperion is expanding its BPM solutions suite and further integrating it with strategies such as the Hyperion System 9 Foundation Services, which supports data sharing, synchronization, and security. Because the issue of data integration, consistency, and quality is a stumbling block to success for many BPM projects, the additions of Hyperion System 9 Financial Data Quality Management and Hyperion Master Data Management to its suite reflect the company's increased focus on data quality and the ability to synchronize data across its solution set. These are needed tactical capabilities that have a strategic impact, considering current market pressures such as increased scrutiny on financial reporting."

The report also pinpoints how Hyperion is helping to drive trends that will shape the BPM market for the remainder of the decade. In particular, IDC notes that "the BPM market is poised to move from 'measuring performance' to 'managing performance,' which is only possible when integrated with operational information and processes."

Hyperion led this trend with the 2005 launch of Hyperion System 9, the industry's only BPM solution to integrate financial management and analysis applications with a business intelligence (BI) platform. Hyperion System 9 provides a unified system aimed at enabling organizations to improve their financial and operational performance.

"Two truths are immediately clear from IDC's latest market forecast: Hyperion is unquestionably the dominant market force in BPM, and Hyperion System 9 typifies the kind of integrated BPM and BI platform that customers want and need," said Godfrey Sullivan, president and CEO of Hyperion. "As the IDC report shows, the future of BPM will be charted by vendors who bring financial and operational data together in a unified platform that helps enterprises derive faster, more accurate insights from their business performance. With Hyperion System 9, Hyperion is making that future happen today."

About Hyperion

Hyperion Solutions Corporation (Nasdaq Global Select:HYSL) is the global leader in Business Performance Management software. More than 12,000 customers in 90 countries rely on Hyperion both for insight into current business performance and to drive performance improvement. With Hyperion software, businesses collect, analyze and share data across the organization, linking strategies to plans and monitoring execution against goals. Hyperion integrates financial management applications with a business intelligence platform into a single management system for the global enterprise. For more information, visit www.hyperion.com.

Safe Harbor Statement

Statements in this press release other than statements of historical fact are forward-looking statements, including, but not limited to, statements concerning anticipated product offerings and the potential market opportunities for business performance management software. Such statements constitute anticipated outcomes and do not assure results. Actual results may differ materially from those anticipated by the forward-looking statements due to a variety of factors, including, but not limited to the company's ability to retain and attract key employees, the successful and timely development of new products, the impact of competitive products and pricing, customer demand, and technological shifts. For a more detailed discussion of factors that could affect the company's performance and cause actual results to differ materially from those anticipated in the forward-looking statements, interested parties should review the company's filings with the Securities and Exchange Commission, including the Report on Form 10-K filed on September 1, 2006. The company does not undertake an obligation to update its forward-looking statements to reflect future events or circumstances.

"Hyperion" and Hyperion's product names are trademarks of Hyperion. References to other companies and their products use trademarks owned by the respective companies and are for reference purpose only.

AssurX's CATSWeb OnDemand Solution for Global Quality Management System is Selected by Mercury Computer Systems, Inc.

By
Tom Keating
on September 29, 2006 6:31 PM | | Comments (0)
AssurX's CATSWeb OnDemand Solution for Global Quality Management System is Selected by Mercury Computer Systems, Inc.. Check it out:
MORGAN HILL, Calif. --(Business Wire)-- AssurX, Inc., today announced that Mercury Computer Systems, Inc. has selected CATSWeb OnDemand Solutions. Mercury is the leading provider of high-performance embedded, real-time digital signal and image processing solutions. Mercury's solutions play a critical role in a wide range of applications, transforming sensor data to information for analysis and interpretation. CATSWeb OnDemand replaces the existing solution and will be used in 15 locations globally by a thousand users to manage process issues, audit findings (internal and external), supplier CAR, vendor CAR, product quality issues, customer complaints and continuous improvement projects.



According to Tom Perkins, Quality Systems Engineer and Audit Program Manager, "After looking at numerous vendors, AssurX was the only company that provided an OnDemand offering. Our selection criteria included security, responsiveness and availability -- meaning the system should work on any browser and operating system. We also needed the system to be highly configurable without having to write code. After evaluating the alternatives, it was clear that CATSWeb was far superior to other products in all of these aspects."

"With CATSWeb OnDemand, customers are able to 'go live' very quickly eliminating the cost of purchasing and maintain hardware, installing software, performing backups and maintenance. We also allow a company to bring the solution in-house at any time which provides the best of both worlds," said Sal Lucido, Vice President of Enterprise Solutions.

About Mercury Computer Systems, Inc.

Mercury Computer Systems, Inc. (NASDAQ:MRCY) is the leading provider of high-performance embedded, real-time digital signal and image processing solutions. Mercury's solutions play a critical role in a wide range of applications, transforming sensor data to information for analysis and interpretation. In military reconnaissance and surveillance platforms the Company's systems process real-time radar, sonar, and signals intelligence data. Mercury's systems are also used in state-of-the-art medical diagnostic imaging devices including MRI, PET, and digital X-ray, and in semiconductor imaging applications including photomask generation and wafer inspection. Mercury provides advanced 3D image processing and visualization software and optimized systems to diverse end markets including life sciences, geosciences, and simulation. The Company also provides radio frequency (RF) products for enhanced communications capabilities in military and commercial applications.

Based in Chelmsford, Massachusetts, Mercury serves customers in North America, Europe and Asia through its direct sales force and a network of subsidiaries and distributors. Visit Mercury on the web at www.mc.com.

About AssurX, Inc.

AssurX, Inc. provides manufacturers with enterprise-wide solutions for their quality management and regulatory compliance needs. CATSWeb is a proven leader as the industry's enterprise system of choice at FDA-regulated and ISO/QS 9000 certified companies around the world. CATSWeb is a zero-client application that can be accessed from any computer, running any operating system, with any Web browser, anywhere and anytime that an Internet or intranet connection is available. FDA-regulated companies around the world, including Alcon Labs, Bausch & Lomb, and Guidant Corporation use CATSWeb. AssurX is headquartered in Morgan Hill, CA. More information about CATSWeb and AssurX can be found at www.assurx.com or by calling 1-408-778-1376.

Thailand: New MOCT Plc president will have hard act to follow

By
Tom Keating
on September 29, 2006 6:31 PM | | Comments (0)
Thailand: New MOCT Plc president will have hard act to follow. Check it out:
(Thai Press Reports Via Thomson Dialog NewsEdge) Section: Corporate News - The successor to Mingkwan Saengsuwan, the former president of the SET-listed broadcaster MCOT Plc, will be under pressure to restore investor and employee confidence in the company, analysts say, the Bangkok Post reports.



Mr Mingkwan and the MCOT board members announced their resignations on Tuesday. They acted in order to accept responsibility for the airing of a state of emergency declaration by former prime minister Thaksin Shinawatra on MCOT's Channel 9, hours before he was ousted by the military on Sept 19.

On Tuesday, MCOT shares on the Stock Exchange of Thailand dropped 4.3% to 33.50 baht, as reports of the resignations spread. They plunged a further 11.9% on Wednesday before steadying yesterday to close unchanged at 29.50 baht, in trade worth 523.5 million baht. The shares had been at 40 baht the day of the coup and had traded in a range of 37.75 to 40.50 baht since the start of August.

The analysts said it was clear that in investors' minds, Mr Mingkwan had a strong influence over MCOT.

He left Toyota (Thailand) in 2002 to take the top position at the state-run organisation, where he proceeded to make dramatic and successful changes.

In Mr Mingkwan's first four-year term (2002-05), he successfully privatised MCOT, listing it on the stock exchange in late 2004. He also transformed Channel 9 into Modern 9 TV, as well as adopting a niche market strategy for a knowledge-based society.

Television revenue increased by 145% and radio revenue by 71%. At the same time, the company's total revenue grew by 86% and net profit by 48%.

An analyst from SCB Securities said Mr Mingkwan was unlikely to return to his job in the future as MCOT was the only channel that had broadcast Mr Thaksin's announcement on the night of the coup.

They agreed that his resignation would have a short-term impact on the company and may affect its business strategy. However, thanks to its strong business foundations, MCOT would not suffer in the long run.

''In the long term, if the new president of MCOT continues with existing business policy, there will be no effects,'' an analyst at KGI Securities said in a report.

An analyst at Sicco Securities Plc said Mr Mingkwan had a strong leadership image at MCOT and his successor would have to work hard to make the same impression. But the new president should not throw away the current business model laid down by Mr Mingkwan, because it worked well, said analysts.

Patchara Sarapimpa, the president of the state enterprise labour union of MCOT, accepted that the former president's working performance was outstanding. The successor was expected to be as good as Mr Mingkwan.

''As employees, we will not be involved in the selection process of the new president. But we would love to see that our leader is a competent and honest person. As a communication organisation, good communication is important because we have a responsibility to the public,'' said Mr Patchara.

He explained it would likely take two or three months to appoint a new president. As a state enterprise under the Office of the Prime Minister, the newly appointed board will be in charge of the selection process, unfortunately, it has to wait until the country has an interim government.

Wasin Teyateeti, president of Media Intelligence Co, a media agency, was still wondering whether the new president would be able to run MCOT as well as Mr Mingkwan. Channel 9 had become more popular among audiences thanks to his skilful management, he added.

Analysts were also concerned that the station's revenue would drop in line with advertising spending by government departments, a major source of MCOT's revenue for years, accounting for 30-35% of total revenue.

Analysts said the interim government was unlikely to spend much on advertising.

According to Nielsen Media Research, among the six free TV stations, government departments spent the most advertising money through Channel 9, at 547 million baht in the first eight months of the year, followed by Channel 5 at 339 million and Channel 11 at 219 million baht.

Copyright 2006 Thai Press Reports

Thailand: CAT Telecom Plc calls for bids on transmission infrastructure projects

By
Tom Keating
on September 29, 2006 6:31 PM | | Comments (0)
Thailand: CAT Telecom Plc calls for bids on transmission infrastructure projects. Check it out:
(Thai Press Reports Via Thomson Dialog NewsEdge) Section: Corporate News - CAT Telecom Plc has called bids for three transmission infrastructure projects worth a total of 3.3 billion baht without setting conditions of past performance, the Bangkok Post reports.



A source at the state enterprise said CAT had hastily sold terms of reference documents to bidders on Wednesday for fibre-optic networks linking all regions of the country and worth 2.2 billion baht, an automatic switching optical network worth 606 million, and a next-generation network (NGN) project worth 500 million baht.

The documents did not call for past performance records, such as in SDH transmission and fibre-optic projects, as a requirement for bidders, which has been standard procedure in the past.

Some bidders interpreted the move as an attempt by CAT to allow the Chinese telecom giant Huawei to enter the bids.

Huawei was the only bidder that did not have SDH (synchronous digital hierarchy) or fibre-optic project experience in Thailand, the source said.

The Chinese company last year won the contract to build a nationwide CDMA mobile phone network for CAT, involving 1,600 base stations, with a bid of 7.2 billion baht bid through an electronic auction.

Rival bidders at the time questioned the technical specifications and low price, which was almost half the amount quoted in earlier bids that were later annulled.

The source said that if Huawei won new bids by cutting prices, or if the terms was later amended to avoid fines for late completion, it would only damage CAT's reputation further.

Hutchison CAT Multi Media, the 75:25 joint venture of Hong Kong's Hutchison Telecom and CAT Telecom that provides the Hutch mobile-phone service, is currently being investigated by the Office of the Auditor-General.

Another source said that CAT's new board, chaired by Kraisorn Pornsuthee, the permanent secretary of the Information and Communications Technology Ministry, had agreed to waive fines for Huawei's late delivery of 800 base stations in Phase 1 of the CDMA project.

The contract terms allow CAT to fine the company 90 million baht a day for late delivery.

Huawei delivered 800 base stations 42 days after the Jan 26, 2006 deadline. It cited flooding in several northern provinces, as well as unrest in the South as reasons. CAT board members reportedly disagree over whether Huawei should be fined. However, the latest meeting concluded not to impose fines, the source said.

The source said that Huawei had established strong connections with the former Thaksin government because it had constructed Advanced Info Service's mobile-phone prepaid-service network. It also offered to create the network first and bill later in accordance with the number of users.

Copyright 2006 Thai Press Reports

Thailand: International call service in year 2006 worth THB12 Billion, VoIP to be monitored

By
Tom Keating
on September 29, 2006 6:31 PM | | Comments (0)
Thailand: International call service in year 2006 worth THB12 Billion, VoIP to be monitored. Check it out:
(Thai Press Reports Via Thomson Dialog NewsEdge) Section: Research - The National Telecommunications Commission (NTC) recently granted a type-three license to AIS International Network Co., Ltd. to operate an international call service. Therefore, there are now three players in the market providing an international gateway service, including the existing operators, CAT Telecom Pcl. and TOT Pcl. Many other telecom operators, particularly mobile phone service providers, already having their own customer bases, are expected to jump on the bandwagon. Meanwhile, the licensing of PC-to-PC phone service to internet service providers is also likely to intensify the heated competition in the international internet gateway market. Against the backdrop of an increasing number of operators in this market, this is another step toward liberalization in the telecom industry, where the international call service had long been monopolized by a state enterprise. In the midst of greater rivalry among a rising number of operators, international calling rates are set to come down, with improved services, which will end up benefiting end-users.



The use of sophisticated Voice over Internet Protocol (VoIP) technology for international calls made via mobile and fixed-line telephones has resulted in a steady reduction in overseas calling rates, and rising call traffic. In 2005, international calling volume reached 171 million calls, up 9.32 percent from the year earlier. In terms of value, however, the market turnover totaled some THB14 billion, down 6 percent from 2004. Kasikorn Research Center (KResearch) estimates that market turnover is set to drop further, to some THB12 billion this year, declining by 15 percent from 2005. The slowdown can be attributed to a slump in international calling rates in an environment of increasing communications alternatives, i.e., e-mail, PC-to-PC phone service, etc.

Though international calling rates are falling, the fact that market turnover remains higher than THB10 billion has caused many operators to be interested in offering the service. In addition, the NTC has granted more new operation licenses, both a Phone-to-Phone license to one more operator, and PC-to-Phone service, which is offered by 7-8 operators at present. Moreover, the NTC also permits internet service providers to offer PC-to-PC internal calls without having to ask for a new license, which intensifies the competition even further. Also, the development of new technologies has made market access for such services easier than before.

In 2006, the international call business has started to show a change in direction, with more new entrepreneurs offering service alternatives for end-users. This has introduced an environment of competition, as this service had previously been monopolized by a state enterprise. Concerning the next phase of the international call business, KResearch is of the opinion that calling rates are likely to drop steadily, while the number of telecom providers is expected to rise - but by what amount still depends on the decisions of the NTC, which has the direct authority to grant licenses to entrepreneurs who want to offer the service. Previously, many operators had expressed their intent to offer international call service, because they feel that this business is growing steadily and has a high value, while the related technology will be developed further, particularly with the introduction of Voice over Internet Protocol or IP telephony.

However, the current situation shows that international call service usage is still concentrated in large operators in the market who possess a stronger business network, including a larger service network, overseas circuit connection network and group of business allies. Therefore, it is necessary to speed adjustments to support the constantly intensifying competition, as more operators, i.e., the group that already has service networks and customer bases, e.g., mobile phone and internet customers, are being granted licenses to offer international call service. Apart from them, there are also telecom operators from overseas that can offer global connections and convenient service through the internet, which means that the competition is not only limited to other operators in this country, but has expanded to an international level.

(Kasikorn Research Center: 29 September 2006)

Copyright 2006 Thai Press Reports

Service Desks Get Boost from StreamFoundry/IBM/Vaultus Partnership

By
Tom Keating
on September 29, 2006 6:31 PM | | Comments (0)
Service Desks Get Boost from StreamFoundry/IBM/Vaultus Partnership. Check it out:
IBM System z customers are about to receive the world’s first IT Service Management (ITSM) solution. StreamFoundry (SF), IBM (News - Alert) Tivoli and Vaultus Mobile Technologies have joined forces to create the solution coined ITSM for System z.. For accessibility through Web and mobile devices, the solution combines SF’s best-of-breed Web-based problem, incident, change and request management applications with IBM Tivoli’s top-selling OMEGAMON and NetView performance tools.


 
This partnership was established to provide System z enterprises with the best of SF and IBM’s System z tools in an integrated package and to make these tools available through three different access points:
 
  • The IBM Tivoli Enterprise Portal (TEP), which is a Web-based dashboard front-end ideal for managers looking for high-level reports;
  • SF’s CMS Web-interface for end-users managing problems and changes;
  • Vaultus’ Tivoli Pocket Portal for field technicians and mobile workers.
 
StreamFoundry CEO Doug Shute noted that SF is thrilled to not only integrate, but also sell the System z assets of IBM Tivoli with its own. Collectively, the two companies offer enterprises the most comprehensive System z offering for service desk environments. To extend this environment beyond the service desk through Vaultus’ Tivoli Pocket Portal is an additional bonus.

Beyond the System z tools, IBM has also provided SF with the ability to resell its Change and Configuration Management Database (CCMDB) application. The design of the CCMDB is intended to deliver a federated approach to an enterprise’s existing configuration databases.

Shute added that the CCMDB fits well into SF’s strategy of service desk centralization. When the SF is combined with the Tivoli System z tools for service support and service delivery with the ability to interface to a centralized configuration management system, the result is greater accountability and quality of service.

To create a more flexible, adaptable service desk, the ITSM for System z takes the years of process and workflow know-how stored within an enterprise’s core mainframe systems empowering Web and mobile applications. The service desk is them freed from the limitations of a distributed architecture and able to meet the demands of an ever-changing IT environment at a fraction of the cost to maintain and operate. This is considered the ITSM for System z approach.

This partnership has incorporated some powerful names in the industry that will most definitely contribute to strong demand for the System z solutions throughout numerous enterprises.

The solution also addresses the needs of the service desk by not only incorporating data, but also enabling the data to be accessible via mobile devices and the Web, at a lower cost. The demand to be mobile is increasing as the ability to deliver a high level of customer service is displayed through on-site response. By offering corporations this ability, they will be able to help drive revenues through service deliverables while also reducing the drain on capital so commonly associated with the division. What more could the service desk want?

What’s the number one VoIP conference in terms of attendance? What’s the leading VoIP expo for exhibitors in terms of lead generation? And which VoIP industry event will feature special attractions for service providers, resellers, and the enterprise and SMB market as well as an overview on the Future of IP Telephony? Answer: INTERNET TELEPHONY Conference & Expo, WEST, which runs October 10-13, 2006. See you in San Diego!

-------

Susan J. Campbell is a contributing editor for TMC and has also written for eastbiz.com. To see more of her articles, please visit Susan J. Campbell’s columnist page.

Peninsula Hotels, NEC blaze VoIP trail

By
Tom Keating
on September 29, 2006 6:31 PM | | Comments (0)
Peninsula Hotels, NEC blaze VoIP trail. Check it out:
(Philippine Daily Inquirer Via Thomson Dialog NewsEdge) NEC CORP., ONE OF THE worlds leading providers of Internet, broadband network and enterprise business solutions, and The Peninsula Hotels have unveiled an Internet-backed voice and data networksomething no other hotel chain can claim to have.



The network was built on NECs IP-PBX, a private branch exchange (PBX) system which uses Internet protocol (IP) to manage voice calls and data services both through the hotel chains private network and through the Intranet, which is accessed by the public worldwide.

The move is expected to provide huge savings and boost efficiency between The Peninsula Hotels 14 branches and offices in Hong Kong, Manila, Bangkok, Beijing, New York, Chicago and Beverly Hills.

For starters, communications among employees would be improved with standardized telephone numbering for all locations and assignment of individual phone numbers to each employee.

The system also provides caller number display even for overseas calls and supports a centralized call center in Hong Kong that manages calls from worldwide hotel operators, 24/7.

The Peninsula Hotels has been working to curb the cost of international calls since communication among its hotels worldwide has become more frequent as a result of global expansion, said Shane Izaks, general manager for information technology of The Hong Kong and Shanghai Hotels Ltd., which owns and operates the hotel chain.

The new network system was built in response to this, and it will expand along with the establishment of new hotels.

This implementation of VoIP network for The Peninsula Hotels has shown that NECs broadband solutions for the hospitality industry is very attractive to industry players, especially in Japan and Asia Pacific, said a statement from Kazuo Tsuzuki, associate senior vice president of NEC.

Copyright 2006 Philippine Daily Inquirer. Source : Financial Times Information Limited (Trademark)

LexisNexis Risk & Information Analytics Group, a Solutions Provider, is Established to Serve the Multi-Billion dollar Risk and Information Analytics Industry

By
Tom Keating
on September 29, 2006 6:31 PM | | Comments (0)
LexisNexis Risk & Information Analytics Group, a Solutions Provider, is Established to Serve the Multi-Billion dollar Risk and Information Analytics Industry. Check it out:
BOCA RATON, Fla. --(Business Wire)-- The LexisNexis(R) Risk & Information Analytics Group, a solutions provider, is established to serve business professionals who seek solutions for confident decisioning. The LexisNexis Risk & Information Analytics Group is a natural extension of the core competencies and technologies proven in the LexisNexis products from the past 30 years and builds on the LexisNexis tradition as a trusted provider and custodian of quality information. This group is an extension of its predecessor, the LexisNexis Risk Management business unit, and leverages new cutting-edge technology, unique data and advanced scoring analytics. The LexisNexis Risk & Information Analytics Group is specifically designed to serve the multi-billion dollar risk information industry which is comprised of organizations such as government agencies, law enforcement, financial services firms, collection agencies, insurance and health care providers, human resources, and other organizations that need to make faster and more effective decisions.



"We established the LexisNexis Risk & Information Analytics Group to better serve our commercial and government customers who need integrated next-generation information solutions to make better decisions faster," said Jim Peck chief executive officer of the LexisNexis Risk & Information Analytics Group. "After listening to customers about their needs, we've designed solutions to specifically integrate into their technology and workflow."

For commercial customers, the LexisNexis Risk & Information Analytics Group offers four solutions to help its customers build and manage the customer lifecycle, while assessing risk in key points of that customer lifecycle. The LexisNexis Risk & Information Analytics Group offers solutions that maximize ROI by delivering relevant information and analytics at the point of need. The four solutions lines are:

-- Customer Acquisition & Retention solutions help build profitable revenue streams by finding and qualifying customers for all types of businesses.

-- Authentication & Screening solutions help organizations mitigate identity-fraud and accelerate lending and hiring decisions by instantly authenticating the identity of individuals and businesses.

-- Fraud Prevention solutions help customers mitigate exposure to fraud, credit risk and money laundering to better manage customer relationships throughout the customer lifecycle and protect revenue. Fraud assessment and scoring products help to flag possible fraudulent applications and higher risk credit card/lending transactions.

-- Collections Management solutions help customers increase profitability and recover more revenue by increasing right party contacts, minimizing manual skip tracing, prioritizing efforts on most profitable accounts and limiting legal liability.

For law enforcement and Federal customers, The LexisNexis Risk & Information Analytics Group offers Advanced Government Solutions to help customers transform data into decisions. LexisNexis Advanced Government Solutions provides access to three distinct solution sets:

-- Intelligence Analysis solutions: enable intelligence analysts to anticipate and detect threats to national security by pinpointing critical information contained within massive volumes of data.

-- Investigative solutions: enable investigators to effectively locate suspects, find missing children and solve cases quicker by providing instant access to critical information that would normally take days to gather using traditional investigative methods.

-- Screening and Identity Verification solutions: enable government agencies to secure and protect access to critical systems and facilities and mitigate the problems associated with entitlements fraud and improper payments.

These three solution lines can be tailored to support the unique missions of government professionals in defense and intelligence, homeland security, law enforcement, revenue, health and human services and regulatory agencies. LexisNexis Advanced Government Solutions can be delivered via secure access through the Web or deployed within the government enterprise for integration with internal systems and agency-specific data sets.

About LexisNexis Risk & Information Analytics Group

LexisNexis(R) Risk & Information Analytics Group is a natural extension of the core competencies and technologies proven in the LexisNexis online products from the past 30 years. The LexisNexis Risk & Information Analytics Group builds on the LexisNexis tradition as a trusted provider and custodian of quality information, and leverages new cutting-edge technology, unique data and advanced scoring analytics to create advanced decision-making efficiencies, at the point of need. This group is specifically designed to serve the multi-billion risk information industry which is comprised of professionals and organizations such as government agencies, law enforcement, financial services firms, collection agencies, insurance and health care providers, hiring managers, and other professionals. Customers include almost every federal government agency, the top 100 law firms, and Fortune 500 companies in the fields of national security, financial services, collection and recovery, insurance, telecommunications, e-commerce and retail. The LexisNexis companies in the group include LexisNexis Risk & Information Analytics Group Inc. and Seisint, Inc.

About LexisNexis

LexisNexis(R) (www.lexisnexis.com) is a leading provider of information and services solutions, including its flagship Web-based Lexis(R) and Nexis(R) research services, to a wide range of professionals in the legal, risk management, corporate, government, law enforcement, accounting and academic markets. A member of Reed Elsevier Group plc (NYSE: ENL; NYSE: RUK) (www.reedelsevier.com), LexisNexis serves customers in 100 countries with 13,000 employees worldwide.

After blockbuster start, Google scrambles for staying power

By
Tom Keating
on September 29, 2006 6:31 PM | | Comments (0)
After blockbuster start, Google scrambles for staying power. Check it out:
(Chicago Tribune (KRT) Via Thomson Dialog NewsEdge) MOUNTAINVIEW, Calif. _ With its heft, power and sizzle among everyone from term-paper researchers to Wall Street financiers, Google Inc. has made an astonishing ascent from little-known start-up to Internet icon.



But even with its stratospheric market value of $123 billion, Google finds itself in an odd position these days: always looking over its shoulder for the next threatening rival.

A rare extended look inside the company's Googleplex headquarters strips away the recent mythologizing of Google to reveal a different side: the manic scramble to invent breakthrough technologies, or risk becoming the latest dot-com also-ran.

In the conference room where Google executive Marissa Mayer holds court, time is precious as she considers ideas to refashion the famous, minimalist look of Google's search pages. Indeed, a large digital clock on the wall ruthlessly counts down the seconds.

"You should have a giant `Click Me' button. You need something that screams `Please, Click Me,'" she says at one point. To another proposal: "We have one shot." Then, "Next."

Fast action like that has helped Google stay atop the frenzied world of the Internet while feeding an appetite for expansion nearly as vast as the Web itself. Just eight years after two Stanford University graduate students created the strikingly fast and comprehensive search engine, Google wants every move on the Internet to go through its disarmingly simple home page, period.

But Google is finding it impossible to stay on top of everything, everywhere. In fact, it isn't the leader in the latest rush for Internet gold: video over the Internet. In that lucrative domain, a tiny company called YouTube rules.

Google's poor showing in video highlights an often-ignored fact: While the company started with a run of blockbuster hits _ search, maps and Gmail _ it hasn't had one since.

"The sense that Google can do everything well has been tarnished," said Joe Kraus, who co-founded and then sold Excite.com, which pioneered computer searches in the early 1990s. "They've made people say, `Wait a second, not everything coming out of Google is amazing.'"

The trouble is, Google's phenomenal stock price, topping $400 a share, is based on an assumption that the company will continue to amaze.

Google's struggle to catch up was center stage this summer when a design team crowded together in a Googleplex conference room to upgrade the firm's video service. The designers tried to keep their eyes focused on Google, but every decision inevitably turned to YouTube.

One engineer wanted a new "Play" page to pop up when users return to Google Video. "That was one thing YouTube didn't do," he said brightly.

But they couldn't escape a nagging concern. "We look just like YouTube," said a leader of the team, Peter Chane, group product manager of Google Video. "We're a cleaner, more thoughtful YouTube, (only) with less features."

Internet video started as the outpouring of made-from-scratch creativity by citizens with video cameras. Now, though, the race between YouTube and Google is getting increasingly commercial.

YouTube in late June inked a pact with NBC to feature previews of the network's programs on YouTube, while NBC promised to promote YouTube on popular NBC shows such as "The Office." And it signed a deal this month to show videos from Warner Music and share in the advertising revenues the videos generate.

Google recently has cut deals with some of the hippest names in media, including MySpace and MTV. In the MySpace agreement, Google is paying the social-networking site up to $900 million to place its search page on MySpace, which many young music lovers use to view videos of their favorite garage bands.

YouTube co-founder Steve Chen, 27, a University of Illinois graduate, relishes watching Google try to catch up. He thinks YouTube has one key advantage.

"Every person that we're hiring, every person we're bringing on the team, is focused on video," said Chen.

When fellow grad students Larry Page and Sergey Brin founded Google, they vowed to let data drive every decision. One key edict requires that, across the enterprise, people spend 70 percent of their time on Google's core search and advertising businesses, 20 percent on other existing products and just 10 percent on new initiatives.

The 70-20-10 rule reflects the Google founders' understanding that search is their key franchise. But in the course of Google's meteoric growth, from its start as an unproven search engine in 1998 to last year's $6.1 billion in revenues, the company's idiosyncratic orthodoxies are proving hard to enforce.

Eric Schmidt, Google's chief executive, requested an audit of employees' actual work habits recently, and found they were spending only 60 percent of their time on Google's core business. Even more worrisome to Schmidt: Google had no idea it had veered so far off course.

"It was quite alarming to find that we were below the 70 percent without knowing it," said Schmidt, a Sun Microsystems veteran recruited by Page and Brin in 2001. "It's a real crisis, in the sense that we are not fully deploying people on the right things."

Schmidt said he ordered up new internal audits to monitor how employees spend their work time, and the company has since corrected that flaw.

At the heart of Google's business is something most people learned, and quickly forgot, in high school: a mathematical algorithm. Google's algorithm is the series of instructions that provides the electronic flowchart needed to tell the synapses in Google's brain how to work.

Central to the algorithm is PageRank, a patented formula that helps order results based largely on popularity. If many sites with high PageRank link to a Web page, then it, too, receives a high PageRank.

Google co-founder Page put it this way: "You're important if other people think you're important."

The system also examines about 200 other signals, ranging from how often keywords appear on a page to their proximity to each other. "John F. Kennedy" appearing next to "biography" has a different value than a document where those two phrases are paragraphs apart.

Google deploys automated programs called Googlebots to scan the Web for everything it can find and compile the results into an index. Google claims its index contains three times as many documents stored as any competitors, although there is no way to independently verify that.

The size of Google's index makes it particularly good at delivering results for obscure queries. But competitors say that's not what really matters.

"If you have a rare query, go to Google," said Steve Berkowitz, who left a job as CEO of the search engine Ask.com to become Microsoft's senior vice president of online services. "They can have that 3 percent, and I'll take the other 97 percent."

At Yahoo, meanwhile, software engineers regularly test sets of tens of thousands of randomly selected query terms. After those queries are run, editors mark up what results are useful or not. Then Yahoo's programmers write commands that help its search engine reflect the judgment of the editors.

Yahoo believes its approach delivers better "perceived comprehensiveness," even though its index is smaller than Google's.

When Hurricane Katrina was driving toward the Gulf Coast last September, a "Katrina" query on Google turned up a Web designer's site, Katrina.com, that had nothing to do with the storm. Yahoo programmers already had manually inserted a fix that drove users to information about the impending disaster.

"We think that (the human touch) definitely adds to the product, as opposed to the kind of a purist view that you have to have an algorithm that necessarily does these things," said Jan Pedersen, Yahoo's chief scientist for search and marketplace.

Still, success doesn't last forever in Silicon Valley. The Googleplex itself is testament to that.

The glimmering glass-and-steel complex wasn't built by Google. A company called Silicon Graphics built it _ then went bust.

___

(c) 2006, Chicago Tribune.

Visit the Chicago Tribune on the Internet at http://www.chicagotribune.com/

Distributed by McClatchy-Tribune Information Services.

_____

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Copyright 2006 Chicago Tribune

Communications Veteran Tom Weigman Joins AirCell as Senior Vice President, Wireless Services

By
Tom Keating
on September 29, 2006 6:30 PM | | Comments (0)
Communications Veteran Tom Weigman Joins AirCell as Senior Vice President, Wireless Services. Check it out:
LOUISVILLE, Colo. --(Business Wire)-- AirCell is pleased to announce the appointment of Thomas E. Weigman to the position of Senior Vice President, Wireless Services.

A highly experienced marketing and business executive, Tom is responsible for driving the service design, marketing programs and customer care capabilities for AirCell's new broadband service. His activities will make AirCell's initial service a reality by early 2008, and also build a path for providing affordable in-flight cellular data, along with interactive information and entertainment services on a national basis in the future. In this position, he will be based at AirCell's new Chicago facility.



"We're delighted to welcome Tom to our history-making team," said Jack Blumenstein, AirCell President and CEO. "His vast experience in fixed and wireless communications and in consumer marketing will be an invaluable resource as we create an outstanding range of broadband experiences for the nation's airlines, business aircraft, and passengers."

Tom's distinguished career is highlighted by his years in senior leadership positions with Sprint, including his appointment as the company's first-ever Chief Marketing Officer. His effort involved initiatives in the company's Consumer, Enterprise, International and Wholesale markets, requiring immersion in the management and development of both voice and data communications products. He was asked to lead Sprint's initial forays into the world of multimedia, and was actively involved in the emergence and integration of Sprint's PCS business. He was named President of Sprint's $3 billion Consumer Long Distance Division, which he drove to record subscriber counts and profitability behind advertising copy featuring Candice Bergen and her immortal "Dime Lady," the restoration of Sprint's "Pin Drop," and a substantial and persistent focus on new products and product improvements.

Earlier in his career, Tom held marketing and sales roles at such noteworthy consumer packaged goods companies as Procter and Gamble and Mars, Inc. He also spent seven years at the Marketing Corporation of America, building a substantial consulting franchise with clientele that included Quaker Oats, Kraft and Nabisco, and gaining extensive experience in top-level business and marketing strategy, brand positioning, and innovative approaches to distribution.

Most recently, with the Riverstone Group and MCAworks consulting firms, Tom provided strategic marketing direction to consumer-oriented technology and communications services companies involved in wireless, broadband and video-focused markets.

Tom received a B.S. in Engineering from Lehigh University and an M.B.A. - with distinction - from the Wharton School of the University of Pennsylvania.

About AirCell Broadband

After winning the exclusive FCC broadband frequency license at auction earlier this year, AirCell is making rapid progress in its effort to bring affordable wireless broadband service to domestic airlines and their passengers. At initial launch, AirCell's broadband service will include robust Wi-Fi hotspots that allow airline passengers to surf the Internet, use e-mail, and log on to their corporate VPNs using their personal 802.11b/g-equipped Wi-Fi data devices. The system will offer voice service for airline operational communications and provide a path to a wealth of future cabin services including cellular data, integration of live and on-board content delivery, premium content, and additional airline features such as operational/crew data applications and security.

About AirCell, Inc.

AirCell designs, manufactures, markets and supports a full line of airborne telecommunication systems for the Business Aviation, General Aviation, Government and Air Transport markets. A single-source, turn-key provider of equipment, service, and technical support, AirCell simplifies airborne communications and keeps you In Touch, In Flight(R).

AirCell products are offered as standard or optional equipment by virtually every fixed- and rotor-wing airframe manufacturer in business aviation, and are installed aboard the world's three largest fractional ownership fleets - NetJets, Flight Options, and CitationShares.

The winner of the exclusive broadband license in the FCC's recent frequency auction, AirCell is developing a new, air-to-ground broadband system for North America that will debut in early 2008. AirCell (www.aircell.com) is headquartered in Louisville, Colorado, USA.

Awards ceremony highlights work of local heroes

By
Tom Keating
on September 29, 2006 6:30 PM | | Comments (0)
Awards ceremony highlights work of local heroes. Check it out:
(Liverpool Echo Via Thomson Dialog NewsEdge) A COMMUNITY champion honoured local heroes at a ceremony last night.

Hope Street-based voluntary organisation Comtechsa was set up 27 years ago to provide architectural and technical services to community groups.

Its annual awards event at Newsham Park's Academy of St Francis of Assisi recognised some of the projects they have assisted, themed on green issues.

Liverpool Lord Mayor Cllr Joan Lang was among 200 guests.

The outstanding new build project award was presented to Aintree Playing Fields, Aintree Village' outstanding tenant to Irish Community Care Mersey-side in Duke Street' outstanding refurbishment project to Toxteth community centre The Belvedere' and outstanding Comtechsa member organisations to the Muslim Enterprise Development service and Knowsley Domestic Violence support service.



Jonathan Brown of Merseyside Civic Society won the community aActivist award' Siw Jones won the committee recognition award' and John Wood the staff recognition award.

Copyright 2006 Liverpool Daily Post & Echo Ltd

Call Center Administrators Gain Greater Control with Solutions from Panasonic

By
Tom Keating
on September 29, 2006 6:30 PM | | Comments (0)
Call Center Administrators Gain Greater Control with Solutions from Panasonic. Check it out:
Call centers using the Panasonic PBX (News - Alert) systems are about to have access to increased functionality as Panasonic has introduced the new KX-NVC200 ACD Report Server in coordination with the simultaneous announcement of the new KX-TDA6000 Hybrid IP-PBX business phone. 



Current users of the KX-TDA6000 and the previously introduced KX-TDA 100/200 systems stand to benefit from the additional functionality. The NCV200 provides functions such as monitoring and call center performance reports, agent log-in, in addition to advanced efficient message management. Panasonic intends to create an efficient and cost-effective solution by combining these separate functions into one system.

According to Larry White, marketing manager for Panasonic, the company knows business customers are best serviced by reliable communication. The KX-NCV200 provides just that for large and small businesses. With Panasonic’s ACD Report Server, customers can not only manage calls but also monitor call volume, agent performance and overall system status.

To assist in the management of the system, the number of incoming and outgoing calls and all accumulated call data monitored by the ACD Report Client can be viewed in graph form. The creation of custom graphs enables managers to allocate resources and make adjustments depending on the volume and individual activity. This can all be done one the go, as conditions change.

White went on to add that as good as Panasonic’s IP-PBX equipment is, Panasonic knows the human factor is what makes a company successful. This is why the KX-NCV200 enables administrators track each phone agent’s activity, from log-in through each call. Many systems only allow an administrator to track an extension, but with Panasonic’s NCV200, each agent logs in individually, which means more accurate performance reports.

With ACD Report Server, users are provided with advanced voicemail features, such as e-mail notification when a caller leaves a message, the ability to attach voice messages to e-mail messages, easier operation using the LCD on the proprietary telephones, automated attendant and automatic call routing. Panasonic is positioning these voicemail functions as delivering new levels of communications ease and efficiency that can enable any business to be more productive.

The KX-NCV200 will be available in late August 2006.

Panasonic has done well to recognize that call centers are demanding not just better phone systems, but also better functionality in total operations. Managers are charged with monitoring and tracking multiple processes within the call center to determine not only performance levels, but also areas for improvement. The ability to track complete call activity will provide for not only easier monitoring, but also better information for training and coaching of call center agents to provide customer with a better experience overall.

Special Attractions
 
What’s the number one VoIP conference in terms of attendance? What’s the leading VoIP expo for exhibitors in terms of lead generation? And which VoIP industry event will feature special attractions for service providers, resellers, and the enterprise and SMB market as well as an overview on the Future of IP Telephony? Answer: INTERNET TELEPHONY Conference & Expo, WEST, which runs October 10-13, 2006. See you in San Diego!
 
Susan J. Campbell is a contributing editor for TMC and has also written for eastbiz.com. To see more of her articles, please visit Susan J. Campbell’s columnist page.
 

Grisham's insurance agency honored as city's Minority Business of the Year

By
Tom Keating
on September 29, 2006 6:30 PM | | Comments (0)
Grisham's insurance agency honored as city's Minority Business of the Year. Check it out:
(Chattanooga Times (Free Press, TN) (KRT) Via Thomson Dialog NewsEdge) Sep. 29--Dorothy Grisham's a big Boy Scouts of America supporter, but she was anything but prepared for what happened to her Thursday.

Her Allstate insurance agency was named the Carolyn G. Jones Minority Business of the Year at the Minority Enterprise Development Week luncheon at The Chattanoogan hotel.

"It was a total surprise," said Mrs. Grisham, 54, who just marked her 30th anniversary with Allstate. The other nominees for the award were Bentco Office Solutions and Dr. Thomas Rumph.

Charles Payne, the event's chairman, said he doesn't know anyone who "does more in terms of giving back" than Mrs. Grisham.

"I don't think she's got the word 'no' in her mouth or heart," Mr. Payne said. "She provides people with products, but gives back personally as well."

One of the ways Mrs. Grisham gives back is by supporting the Boy Scouts as chairwoman in Chattanooga for its Scoutreach initiative. According to the BSA's Web site, Scoutreach "gives special leadership and emphasis to urban and rural scouting programs."



She said a main reason she got involved with the Boy Scouts is the core values the organization teaches.

"A core value system is what gets a young person to the next level of adulthood," she said. "Surveys say those boys are not into drugs. Surveys say these boys graduate from high school... because they've got a value system."

Mrs. Grisham said young black males are in particular need of that value system.

"Television offers false hope," she said. "Young black males look at TV and think they can be Michael Jordan, or some other athlete, or some movie star.

"That's one in a million. Our boys need a fundamental value system that will help them get through life," Mrs. Grisham said.

As for the MED Week award, she said, "Maybe this is a kind of payoff for me. Maybe this happened because people looked at me and saw not who I am, but what I've tried to do."

Launched in 1983 by then-President Ronald Reagan, MED Week is designed to honor minority businesses and the financial institutions that support those businesses. Mr. Payne said the free MED Week Business Expo is scheduled for 8 a.m. to 4 p.m. Tuesday, Oct. 10, at Eastgate Town Center.

E-mail Bob Gary at bgary@timesfreepress.com

Copyright (c) 2006, Chattanooga Times/Free Press, Tenn.
Distributed by McClatchy-Tribune Business News.
For reprints, email tmsreprints@permissionsgroup.com, call 800-374-7985 or 847-635-6550, send a fax to 847-635-6968, or write to The Permissions Group Inc., 1247 Milwaukee Ave., Suite 303, Glenview, IL 60025, USA.

GE Security unveils Facility Commander Wnx platform

By
Tom Keating
on September 29, 2006 6:30 PM | | Comments (0)
GE Security unveils Facility Commander Wnx platform. Check it out:
(Tele.com Via Thomson Dialog NewsEdge) Details of the forthcoming Facility Commander Wnx platform have been unveiled by GE Security Inc, a subsidiary of the General Electric Company (NYSE:GE).

GE Security said the solution integrates and unifies mission-critical physical security applications, incorporating access control, intrusion detection, photo ID, video surveillance and alarm monitoring into a single system. It claimed customers can use the system to deploy security throughout an organisation, providing a single interface for all operations, with end-to-end security management, feature-rich capabilities and expandable architecture.



According to GE Security, system administration, monitoring and video surveillance can be conducted from any workstation on the network, with operators able to manage security from one application. The Facility Commander Wnx platform is built on standard Microsoft technology and provides immediate access to information, increasing the effectiveness of responses and reducing reaction time.

The platform offers a GUI, multitasking capabilities, open database and API, can be integrated with existing infrastructures and enables an operator to view more real time data, assess event relevance and execute responses.

The Facility Commander Wnx platform will be available in three scalable configurations - Professional, Enterprise and Global - from early in 2007.

No pricing information was given.

Copyright 2006 M2 Communications Ltd.. Source: Financial Times Information Limited.

Determina Announces Immediate Availability of Protection from Critical Microsoft Zero-Day Vulnerability

By
Tom Keating
on September 29, 2006 6:30 PM | | Comments (0)
Determina Announces Immediate Availability of Protection from Critical Microsoft Zero-Day Vulnerability. Check it out:
REDWOOD CITY, Calif. --(Business Wire)-- Determina(R) Inc. today announced that it is making a free VPS Shield available for the latest Microsoft zero-day vulnerability announced on September 28, 2006. This vulnerability does not have a vendor patch available, potentially exposing customers to attacks that exploit this zero-day vulnerability.



The previous VPS Shield that Determina produced for the WMF vulnerability was a huge success. Thousands of individuals and enterprises downloaded and deployed the Shield, which can be installed directly onto an affected system without any modifications to critical Windows files, configuration, or functionality. Once the patch is available and the user deploys it on their system, Determina VPS automatically detects the patch and no longer applies the Shield. Determina intends to continue to deliver free shields when there are critical zero-day outbreaks for which there are no patches available.

Determina customers who have the Vulnerability Protection Suite (VPS) are not threatened by these vulnerabilities and have true "zero-day" threat protection from any attacks.

Third-party patches -- yes, there is a difference

Unlike other so called "third-party patches" available from other vendors and researchers, Determina's Shields do not modify any system files or configuration of a system, and do not disable any critical system functionality on the affected system. In some cases, "patches" from other vendors can result in permanent modification to the system, making it hard or impossible to revert back to the original system configuration when the "patch" is removed.

Determina's Shields are also based on the vulnerability itself, and not on any specific attack vector. Therefore, any malware that utilizes these vulnerabilities to infect a system will be stopped, even if the attacker changes the attack. Unlike other attack-oriented security products from other vendors, Determina VPS is the only system that provides customers with true "vulnerability protection" that directly fixes the vulnerability in the code itself.

"Users remain vulnerable to these zero-day vulnerabilities until Microsoft releases a patch. Today's anti-virus and anti-spyware products are already known to be ineffective in preventing attackers from compromising systems using "drive-by" and other techniques -- the signatures simply cannot keep up with the large number of malware variants," said Sandy Wilbourn, VP of Engineering and Customer Support, Determina.

Free downloadable fix available

As reported in a Sept. 28, 2006 Determina Security Advisory, a remote code execution vulnerability exists in the Internet Explorer WebViewFolderIcon ActiveX control that could allow remote attackers to hijack an affected system to execute malicious code or install spyware. Determina's VPS Memory Firewall, by default, protects users against code execution that may result from exploitation of the memory corruption based vulnerabilities reported in this advisory. The full advisory is available at http://www.determina.com/security_center/security_advisories/ securityadvisory_0day_09282.asp. (Due to its length, this URL may need to be copied/pasted into your Internet browser's address field. Remove the extra space if one exists.)

Determina has also released a free, downloadable Shield to the general public. This standalone Shield for Internet Explorer will prevent this critical vulnerability from being exploited until Microsoft is able to issue a patch. Desktop users without proactive protection against vulnerability exploits may consider installing this Shield if they believe they might have exposure to web-based attacks.

The Shield can be downloaded from Determina's Security Research website at http://www.determina.com/security.research/. The Shield applies to all currently known affected versions of Windows. The Shield fixes the flawed code in memory when a vulnerable version of the ActiveX control in Internet Explorer is running, without affecting the installation of the web browser on disk or disabling any browser functionality. It should also not interfere with the installation of a Microsoft patch when one becomes available.

Determina Vulnerability Protection Suite (VPS): Real-Time Vulnerability Protection

Determina VPS' unique ability to protect against 100 percent of critical Windows vulnerabilities has earned positive reviews in leading publications, including InfoWorld, PC Magazine, and Secure Enterprise. The company also received the InfoWorld 2005 Innovators Award for its pioneer work in mitigating critical Windows vulnerabilities.

Unlike attack-oriented security technologies, vulnerability protection offers customers the ability to comprehensively address the security and operational issues around security and patching. The Determina VPS suite offers comprehensive vulnerability protection though its two products: Memory Firewall(TM), which provides proactive, zero-day protection for the most dangerous class of vulnerabilities, and LiveShield(TM), which provides precise vulnerability protection in real-time.

Further product information is available at www.determina.com, and requests for evaluation of Determina VPS may be made at www.determina.com/sales/request_info.html.

About Determina

Determina(R) is a leading provider of proactive host intrusion prevention solutions (HIPS) for servers and desktops based on breakthrough technology developed at M.I.T. Determina Vulnerability Protection Suite(TM) (VPS(TM)) is the only solution to address the root cause of attacks -- the software vulnerabilities themselves. Through this unique approach, it is the only solution for continuous protection from the latest worms, malicious code, and directed attacks, eliminating the need for reactive security patching. VPS consists of two products providing complimentary vulnerability coverage: Memory Firewall(R), which provides proactive, zero-day protection for the most dangerous class of vulnerabilities without the need for updates, and LiveShield(R), which provides precise vulnerability protection in real-time.

Determina is headquartered in Redwood City, CA with development offices in Cambridge, MA. Determina VPS has been rapidly and broadly deployed by enterprise customers in industries demanding the highest level of security and availability.

Oracle joins Itanium Alliance.

By
Tom Keating
on September 29, 2006 6:30 PM | | Comments (0)
Oracle joins Itanium Alliance.. Check it out:
(www.internetnews.com Via Thomson Dialog NewsEdge)
SAN FRANCISCO -- Ten years ago, Unix was all about proprietary chipsets and Unix flavors. Since then, HP, SGI and IBM have ditched their homegrown chips and Unix in favor of the Itanium processor from Intel and Linux.

This migration has picked up steam, with Itanium now accounting for 11.2% of all non-x86 server revenue, according to IDC.

Here at the Intel Developer Forum, the Itanium Solutions Alliance (ISA) held its first Itanium Solutions Summit this week to discuss the growth of Itanium 2-based solutions. There are now 10,000 Itanium applications, doubling the number in the past year.



The newest supporter of the ISA is Oracle . The database software giant announced it will work with the Alliance to certify Oracle software on Itanium platforms. Oracle said it will certify the next major releases of its database and Oracle Fusion middleware across a range of operating systems for Itanium.

For applications that haven't made the move, Transitive has announced QuickTransit, which lets applications native to different operating systems run on Itanium-based systems. The demo at the show featured Solaris applications running natively on an Itanium-based computer.

With Itanium sales in the first half of 2005 up 40 percent over the first half of 2005, Itanium appears to be finding a home after a bumpy start. That was due to misperceptions of what the Itanium was for, said ISA members.

"There was this misconception that the Itanium would be a volume chip and would displace x86 CPUs and that's not the case," said Stephen Howard, director of Enterprise Solution Alliances at HP .

HP recently refreshed its Itanium server offerings with the new dual core Itanium2 9000 chips, which came out in July .

"Although mission critical computing doesn't put out the volume of mass market CPUs, mission critical servers make up more than half the revenue for the total market," added Tony DeVarco, senior manager for global technology partnerships at SGI .

Itanium is finding a home with HP customers who bought SuperDome servers as well as old DEC Alpha customers, a legacy platform that HP inherited with its acquisition of Compaq. SGI, which recently expanded its offerings to include Intel Xeon-based systems, also has a strong Itanium portfolio for customers of its older MIPS-based Origin servers

As part of this migration, HP and SGI offered up parts of their respective Unixes, HP-UX and IRIX, to the open source community. This included real-time support, SGI's XFS file system and numerous other tools and core Unix services.

Internet.com Corp.

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Qenos Selects UNIPOL APC+(TM) for Its Alkatuff Plant

By
Tom Keating
on September 29, 2006 6:30 PM | | Comments (0)
Qenos Selects UNIPOL APC+(TM) for Its Alkatuff Plant. Check it out:
HOUSTON --(Business Wire)-- Qenos Pty Ltd has selected Univation Technologies' Advanced Process Control software (APC+) for use at its Alkatuff plant in Botany, Sydney, Australia.

APC+, a tool specifically engineered for the UNIPOL(R) PE Process, has been proven to improve plant performance by limiting process variability, reducing unplanned downtime, and increasing aim-grade production while maximizing throughput.



"We selected APC+ for implementation in our UNIPOL PE reactor because it's a cost-effective way to significantly improve plant performance while working within our already-existing facility constraints. We expect to start realizing immediate payback when the software becomes operational sometime in the first quarter 2007," said Rod Campbell, Qenos Product Technology Manager.

Univation APC+ software runs on a Microsoft(R) Windows platform for easy integration into already-existing third-party technologies and enterprise resource planning systems. Having already been implemented at many other UNIPOL commercial operations worldwide, the software has been shown to increase production rates by as much as 9%, improve transition efficiency by as much as 35%, and raise on-stream time by up to 2 percentage points. These improvements can translate into millions of dollars in savings yearly.

The Alkatuff plant produces 120 kta of primarily LLDPE for domestic Australian consumption and has been operational since 1992.

Univation Technologies, LLC is the world leader in licensing gas phase polyethylene technology. Univation has comprehensive technology programs focused on the UNIPOL(R) PE gas-phase process, conventional catalysts (UCAT(R) catalysts), and metallocene catalysts (XCAT(R) catalysts and PRODIGY(R) catalysts).

Visit Univation's website for more information at www.univation.com.

Intel layoffs to hit 159 Folsom, Calif., workers

By
Tom Keating
on September 29, 2006 6:30 PM | | Comments (0)
Intel layoffs to hit 159 Folsom, Calif., workers. Check it out:
(Sacramento Bee, The (CA) (KRT) Via Thomson Dialog NewsEdge) Sep. 28--Intel Corp. will lay off 159 workers from its Folsom campus over the next several months, a fraction of roughly 7,000 employees worldwide expected to be let go in the first phase of a major restructuring the company announced last month.



With this wave of layoffs, Intel has accomplished about 70 percent of its goal of paring more than 10,000 people from its global work force by the middle of 2007, said Intel spokeswoman Teri Munger.

Locally, the largest contingent of laid-off workers, 117, comes from Intel's Folsom-based information technology department, which handles the company's internal network operations.

In a letter sent to Folsom and Sacramento County officials Wednesday, Intel human resources manager Matthew Smith said the company has already started informing workers of their fate, but the bulk of the cuts will come Oct. 26.

It's not clear if most of the job cuts in Folsom will come during this phase, or in the first half of 2007, when the remainder of the job reductions are planned.

In the letter, Smith told government officials that the workers can volunteer for immediate separation from the company or look for other work at Intel. But it's uncertain how successful those job searches would be given the company's downsizing efforts.

Those who depart immediately will receive two months of salary, plus additional weeks based on years of service. They also will receive a lump sum to pay for four months of health coverage.

Workers who elect to search for other Intel jobs can receive two months of salary and benefits during their job hunt. If they don't find work in two months, they will be terminated and receive additional weeks of pay based on years of service.

Those positions -- which range from hourly workers to management -- pay between $45,000 and $120,000 a year, said Peter Finn, who left Intel in August to form his own IT consulting firm, Gold Rush Media.

Finn said he expected many of the workers would have to leave the region to find comparable work. "There's really only 10 or 15 decent (IT) jobs that open up here every month," he said. "One of the reasons I left Intel early is that I didn't want to be in a pool competing for a finite number of jobs."

Oleg Kaganovich, chief executive of the Sacramento Area Regional Technology Alliance, said he expected the most skilled Intel workers will be able to land jobs in the area.

"There are a lot of companies that are always looking for good people," he said. "If they see someone they can add to their staff that will bring immediate value, there's no reason not to bring them on board."

While IT operations take the biggest hit, others are affected, too.

Folsom's digital enterprise group will shed 31 jobs between now and October 2007. Its technology and manufacturing group will cut 10 jobs late next month. Intel Capital, which invests in technology companies, will cut one job on Oct. 13.

The number of cuts is smaller than some had anticipated after Intel's announcement during the summer that it planned to trim 10 percent of its worldwide work force as it sought to reverse disappointing financial results and fight off challenges from Silicon Valley rival Advanced Micro Devices Inc.

"Any reduction is an important issue, and we feel for the workers and their families," said Joe Luchi, Folsom's economic development director. "Fortunately the number isn't bigger."

While the most recent cuts are the largest Intel has announced, they aren't the only jobs that have been eliminated from Folsom this year.

In July the company laid off 1,000 managers worldwide including an estimated 77 in Folsom. In late June it sold a division that makes chips for cellular phones to Marvell Technology Group of Santa Clara for $600 million. Intel would not disclose the number of Folsom employees in that unit, but it's estimated to be more than 100. Marvell was expected to keep the majority of those workers in a new office it is opening in the region.

And earlier this month it sold a piece of its optical networking division that employed 125 workers, including an undisclosed number in Folsom.

To see more of The Sacramento Bee, or to subscribe to the newspaper, go to http://www.sacbee.com.

Copyright (c) 2006, The Sacramento Bee, Calif.
Distributed by McClatchy-Tribune Business News.
For reprints, email tmsreprints@permissionsgroup.com, call 800-374-7985 or 847-635-6550, send a fax to 847-635-6968, or write to The Permissions Group Inc., 1247 Milwaukee Ave., Suite 303, Glenview, IL 60025, USA.

Bank targets Hispanic customers

By
Tom Keating
on September 29, 2006 6:30 PM | | Comments (0)
Bank targets Hispanic customers. Check it out:
(High Point Enterprise (NC) (KRT) Via Thomson Dialog NewsEdge) Sep. 29--ASHEBORO -- "Bienvenidos al Primero Banco de Asheboro" is what customers may hear when First Bank's first Hispanic branch opens.

First Bank Executive Vice President Anna Hollers is in charge of planning the new bank. Hollers said bank officials are converting documentation and procedures into Spanish and finding the right people to place in positions. The Hispanic bank will be the first in Asheboro and the second in the state. People's Bank opened the first all-Spanish speaking branch in Charlotte. First Bank also is slated to open another Hispanic branch in Montgomery County at the same time as the Asheboro branch.



"We've been talking about it all this year," Hollers said. The new branch will be staffed by people who speak Spanish. Those employed will be able to speak English as well. Randolph Community College Small Business Center Director Victor Dau said the bank is an ideal opportunity not just for the Hispanic community, but for everyone.

"We all need to work together. We are one community with smaller units," Dau said.

According to Hollers, the growth of the Latino/Hispanic population in recent years will continue and prompted First Bank to open the new branches.

"The bank will serve the Hispanic population and perhaps make them more 'bankable,'" Dau said, adding the community can use the banking services and help Hispanic businesses financially. "We felt it would be a natural fit. There is already (Hispanic) industry and community in the area," Hollers said.

The bank will be on N. Fayetteville Street in Asheboro in an existing building. There are Hispanic tiendas, or stores, and churches near the location. Educational and cultural training seminars will be provided to First Bank staff prior to the bank's opening, which will be sometime at the end of this year.

To see more of the High Point Enterprise, or to subscribe to the newspaper, go to http://www.hpe.com.

Copyright (c) 2006, High Point Enterprise, N.C.
Distributed by McClatchy-Tribune Business News.
For reprints, email tmsreprints@permissionsgroup.com, call 800-374-7985 or 847-635-6550, send a fax to 847-635-6968, or write to The Permissions Group Inc., 1247 Milwaukee Ave., Suite 303, Glenview, IL 60025, USA.

Mingkwanwill be hard act to follow: MCOT shares down 28.75% since coup

By
Tom Keating
on September 29, 2006 6:30 PM | | Comments (0)
Mingkwanwill be hard act to follow: MCOT shares down 28.75% since coup. Check it out:
(Bangkok Post (Thailand) (KRT) Via Thomson Dialog NewsEdge) Sep. 29--The successor to Mingkwan Saengsuwan, the former president of the SET-listed broadcaster MCOT Plc, will be under pressure to restore investor and employee confidence in the company, analysts say.



Mr Mingkwan and the MCOT board members announced their resignations on Tuesday. They acted in order to accept responsibility for the airing of a state of emergency declaration by former prime minister Thaksin Shinawatra on MCOT's Channel 9, hours before he was ousted by the military on Sept 19.

On Tuesday, MCOT shares on the Stock Exchange of Thailand dropped 4.3 percent to 33.50 baht, as reports of the resignations spread. They plunged a further 11.9 percent on Wednesday before steadying yesterday to close unchanged at 29.50 baht, in trade worth 523.5 million baht. The shares had been at 40 baht the day of the coup and had traded in a range of 37.75 to 40.50 baht since the start of August.

The analysts said it was clear that in investors' minds, Mr Mingkwan had a strong influence over MCOT.

He left Toyota (Thailand) in 2002 to take the top position at the state-run organisation, where he proceeded to make dramatic and successful changes.

In Mr Mingkwan's first four-year term (2002-05), he successfully privatised MCOT, listing it on the stock exchange in late 2004. He also transformed Channel 9 into Modern 9 TV, as well as adopting a niche market strategy for a knowledge-based society.

Television revenue increased by 145 percent and radio revenue by 71 percent. At the same time, the company's total revenue grew by 86 percent and net profit by 48 percent.

An analyst from SCB Securities said Mr Mingkwan was unlikely to return to his job in the future as MCOT was the only channel that had broadcast Mr Thaksin's announcement on the night of the coup.

They agreed that his resignation would have a short-term impact on the company and may affect its business strategy. However, thanks to its strong business foundations, MCOT would not suffer in the long run.

"In the long term, if the new president of MCOT continues with existing business policy, there will be no effects," an analyst at KGI Securities said in a report.

An analyst at Sicco Securities Plc said Mr Mingkwan had a strong leadership image at MCOT and his successor would have to work hard to make the same impression. But the new president should not throw away the current business model laid down by Mr Mingkwan, because it worked well, said analysts.

Patchara Sarapimpa, the president of the state enterprise labour union of MCOT, accepted that the former president's working performance was outstanding. The successor was expected to be as good as Mr Mingkwan.

"As employees, we will not be involved in the selection process of the new president. But we would love to see that our leader is a competent and honest person. As a communication organisation, good communication is important because we have a responsibility to the public," said Mr Patchara.

He explained it would likely take two or three months to appoint a new president.

As a state enterprise under the Office of the Prime Minister, the newly appointed board will be in charge of the selection process, unfortunately, it has to wait until the country has an interim government.

Wasin Teyateeti, president of Media Intelligence Co, a media agency, was still wondering whether the new president would be able to run MCOT as well as Mr Mingkwan. Channel 9 had become more popular among audiences thanks to his skilful management, he added.

Analysts were also concerned that the station's revenue would drop in line with advertising spending by government departments, a major source of MCOT's revenue for years, accounting for 30-35 percent of total revenue.

Analysts said the interim government was unlikely to spend much on advertising.

According to Nielsen Media Research, among the six free TV stations, government departments spent the most advertising money through Channel 9, at 547 million baht in the first eight months of the year, followed by Channel 5 at 339 million and Channel 11 at 219 million baht.

To see more of the Bangkok Post, or to subscribe to the newspaper, go to http://www.bangkokpost.com.

Copyright (c) 2006, Bangkok Post, Thailand
Distributed by McClatchy-Tribune Business News.
For reprints, email tmsreprints@permissionsgroup.com, call 800-374-7985 or 847-635-6550, send a fax to 847-635-6968, or write to The Permissions Group Inc., 1247 Milwaukee Ave., Suite 303, Glenview, IL 60025, USA.

CAT bid procedure questioned: Relaxed terms could favour Huawei

By
Tom Keating
on September 29, 2006 6:30 PM | | Comments (0)
CAT bid procedure questioned: Relaxed terms could favour Huawei. Check it out:
(Bangkok Post (Thailand) (KRT) Via Thomson Dialog NewsEdge) Sep. 29--CAT Telecom has called bids for three transmission infrastructure projects worth a total of 3.3 billion baht without setting conditions of past performance.

A source at the state enterprise said CAT had hastily sold terms of reference documents to bidders on Wednesday for fibre-optic networks linking all regions of the country and worth 2.2 billion baht, an automatic switching optical network worth 606 million, and a next-generation network (NGN) project worth 500 million baht.



The documents did not call for past performance records, such as in SDH transmission and fibre-optic projects, as a requirement for bidders, which has been standard procedure in the past.

Some bidders interpreted the move as an attempt by CAT to allow the Chinese telecom giant Huawei to enter the bids.

Huawei was the only bidder that did not have SDH (synchronous digital hierarchy) or fibre-optic project experience in Thailand, the source said.

The Chinese company last year won the contract to build a nationwide CDMA mobile phone network for CAT, involving 1,600 base stations, with a bid of 7.2 billion baht bid through an electronic auction.

Rival bidders at the time questioned the technical specifications and low price, which was almost half the amount quoted in earlier bids that were later annulled.

The source said that if Huawei won new bids by cutting prices, or if the terms was later amended to avoid fines for late completion, it would only damage CAT's reputation further.

Hutchison CAT Multi Media, the 75:25 joint venture of Hong Kong's Hutchison Telecom and CAT Telecom that provides the Hutch mobile-phone service, is currently being investigated by the Office of the Auditor-General.

Another source said that CAT's new board, chaired by Kraisorn Pornsuthee, the permanent secretary of the Information and Communications Technology Ministry, had agreed to waive fines for Huawei's late delivery of 800 base stations in Phase 1 of the CDMA project.

The contract terms allow CAT to fine the company 90 million baht a day for late delivery.

Huawei delivered 800 base stations 42 days after the Jan 26, 2006 deadline. It cited flooding in several northern provinces, as well as unrest in the South as reasons. CAT board members reportedly disagree over whether Huawei should be fined. However, the latest meeting concluded not to impose fines, the source said.

The source said that Huawei had established strong connections with the former Thaksin government because it had constructed Advanced Info Service's mobile-phone prepaid-service network. It also offered to create the network first and bill later in accordance with the number of users.

To see more of the Bangkok Post, or to subscribe to the newspaper, go to http://www.bangkokpost.com.

Copyright (c) 2006, Bangkok Post, Thailand
Distributed by McClatchy-Tribune Business News.
For reprints, email tmsreprints@permissionsgroup.com, call 800-374-7985 or 847-635-6550, send a fax to 847-635-6968, or write to The Permissions Group Inc., 1247 Milwaukee Ave., Suite 303, Glenview, IL 60025, USA.

Australian independent forges new link with Indonesia

By
Tom Keating
on September 29, 2006 6:30 PM | | Comments (0)
Australian independent forges new link with Indonesia. Check it out:
(Lloyds List Via Thomson Dialog NewsEdge) AN ALLIANCE between two privately owned freight forwarders for door-to-door services between Australia and Indonesia has been welcomed by shipowning, port and rail companies.

Independent Australian enterprise Northline has signed a memorandum of understanding with Mitra Intertrans Forwarding, a subsidiary of Pelayaran Meratus (Meratus Line) in Surabaya.

The alliance hopes to create a A$30m ($20m) market for end-to-end freight forwarding using Darwin and Surabaya as the main ports which will eventually take in points further north in Asia.

It aims to carry project cargo for the mining and energy sectors northward and provide just-in-time transport for Indonesian manufactured exports south.

Northline chief operating officer Phillip Taylor said: 'Many of our existing clients require an end-to-end service throughout Asia, so now Northline can provide that single-supplier service.

'Our focus will be on expediting the freight process between Indonesia and Darwin, then using our national freight network to transport goods throughout Australia.

'This overrides the delays and warehousing costs of shipping through Sydney or Melbourne.'

Though a test run has not been made, Northline head of strategic development Paul Booth told Lloyd's List that times posted by other companies doing a similar job indicated a saving of 10-14 days.

Port of Darwin trade development manager Garry Scanlan said the port was very happy with the development and would do anything it could to help it succeed.

Shipowner Swire, the only other line that serves Darwin, would not comment until meeting the alliance.

Shipping services from southeast Asia to Darwin now take in Singapore (Swire) or Dili (Perkins). Sources familiar with the deal said Meratus was unlikely to be able to spare its own container and breakbulk tonnage due to weight of work on its existing routes.



'We have already started giving quotes and we are talking to a shipping line at the moment about frequency of service,' Mr Booth said.

'A lot of it is dependent on volume coming through. As volumes increase we hope to gain the frequency and more of a direct service between Darwin and Surabaya.'

Though Northline recently retreated from rail, now carrying only 10% of its goods by train, rail company Freight- Link was keen to see the alliance succeed.

Freightlink chief executive John Fullerton said the partners should be congratulated on being the first to make this long-talked about move.

Mr Booth said: 'We have met with FreightLink... and been assured that we will be offered some good rates for full container load cargo straight through on the rail.'

Northline said it expected opportunities for the international freight forwarding alliance to include:

- A mining and resources supply base in Darwin to service mines in Indonesia and beyond.

- A reliable import hub for products manufactured in Indonesia, with onward distribution to all Australian markets on a 'just in time' basis.

- Reverse logistics, especially for equipment maintenance and repairs from Indonesian mines.

Northline is completing construction of a A$4m, 4,000 sq m distribution centre in Darwin in addition to its existing 10,000 sq m of contract logistics warehousing.

Copyright 2006 Informa Martime Trade and Transport

Foundation investors speak on sentencing of execs: Ex-president, ex-counsel were convicted of fraud

By
Tom Keating
on September 29, 2006 6:30 PM | | Comments (0)
Foundation investors speak on sentencing of execs: Ex-president, ex-counsel were convicted of fraud. Check it out:
(Tribune, The (Mesa, AZ) (KRT) Via Thomson Dialog NewsEdge) Sep. 29--The investors of the bankrupt Baptist Foundation of Arizona all suffered financial losses, but on Thursday, they were divided by the sentiments they had for the men convicted of defrauding them.



The victims of the scandal came from all over Arizona to a downtown Phoenix auditorium to tell Maricopa County Superior Court Judge Kenneth Fields of the impact the loss had on their lives and to recommend a sentence for William Crotts, the foundation's former president, and Thomas Grabinski, its former general counsel.

"These men have damaged a lot of lives and ruined a lot of lives," said Patricia Srader of Sonoita, who invested more than $1 million into the foundation.

Srader and her husband eventually got back 70 percent of their loss, as did most of the 13,000 investors who lost an estimated $500 million to $600 million when the foundation collapsed in November 1999.

Crotts, 61, and Grabinski, 46, sat at the front of the auditorium, where about 100 investors -- most of them elderly--could see the live feed of the proceedings on three giant screens suspended from the ceiling.

Mesa resident Clara Jo Ziervogel, a former foundation employee who was fired, said she lost a nominal amount of money, but she once believed in the organization and had persuaded friends and family to invest significant amounts.

"I have had to overcome a significant amount of guilt," Ziervogel said.

But Barbara Secrest, a friend of the defendants who invested about $50,000 in the foundation, said it would be a waste of taxpayer money to incarcerate the men, who are facing prison terms of six to 86 years.

"We feel we're a victim of the state of Arizona," she said.

She believes that if the state hadn't shut down the organization, then all of investors would have all of their money today.

By lunch recess, 21 of the 34 investors -- including family members of the defendants -- had taken the podium.

The nonprofit Baptist Foundation of Arizona was founded in 1948 to raise money for Southern Baptist causes, such as building churches.

Prosecutor Donald Conrad alleged in court that the group's sales pitch was based on religious faith, and investors were told the nonprofit was solvent, even though Crotts and Grabinski knew it was losing millions of dollars.

In July, a jury found each man guilty of three counts of fraud and one count of knowingly conducting an illegal enterprise, but acquitted each of 23 counts of theft.

Fields is expected to impose sentences today.

Copyright (c) 2006, The Tribune, Mesa, Ariz.
Distributed by McClatchy-Tribune Business News.
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OnLine Distribution and Symbol Technologies celebrate four years of partnership

By
Tom Keating
on September 29, 2006 6:30 PM | | Comments (0)
OnLine Distribution and Symbol Technologies celebrate four years of partnership. Check it out:
(Al Bawaba Via Thomson Dialog NewsEdge) Symbol Technologies, Inc. (NYSE:SBL), the enterprise mobility company, and its value added networking distributor, Online Distribution, have registered substantial business success in the region and will continue to work together to offer end to end networking solutions across the Middle East.



The Symbol distributorship agreement enables Online to be a Symbol channel partner that qualifies to provide complete value-added services to resellers. These services include finance, logistics, sales, marketing, configuration, technical support and professional services in support of Symbol products.

"We are proud of what we have achieved with Online Distribution in the region over the past four years," said Tarek Hassaniyeh, sales manager, Symbol Technologies Middle East and Africa. "This demonstrates our shared commitment to improving our partner relationships, and to creating a market opportunity through partner collaboration. We believe in a value driven channel strategy and Online Distribution shares our corporate vision." As a result of a successful partnership in Europe, Middle East and Africa, Symbol extended the agreement to cover the Indian Sub-Continent (ISC) countries of Sri Lanka, Bangladesh, Pakistan and Nepal in March this year.

"The relationship with Symbol is a critical part of Onlines future," explained Keith G Rich, managing director, Online Distribution. "Symbol is the brand leader in enterprise mobility, and we look forward to leveraging their experience and skills in delivering world class solutions to our resellers." About Online Distribution: OnLine Distribution Ltd. is a value-added distributor for data networking products and services covering the Middle East, Western Asia and North Africa. It is a subsidiary of Datatec, an international networking and IT services group.

Based in the Jebel Ali Free Trade Zone of Dubai, the company has stocking locations and offices in both Jebel Ali and Riyadh, Saudi Arabia. It provides its partners with technical expertise, network design solutions, logistics and sales support for all its vendors, as well as their large inventory of products.

About Symbol: Symbol Technologies, Inc., The Enterprise Mobility Company, is a recognized worldwide leader in enterprise mobility, delivering products and solutions that capture, move and manage information in real time to and from the point of business activity. Symbol enterprise mobility solutions integrate advanced data capture products, radio frequency identification technology, mobile computing platforms, wireless infrastructure, mobility software and world-class services programs under the Symbol Enterprise Mobility Services brand. Symbol enterprise mobility products and solutions are proven to increase workforce productivity, reduce operating costs, drive operational efficiencies and realize competitive advantages for the world's leading companies.

2006 Al Bawaba (www.albawaba.com)

Copyright 2006 Al-Bawaba.com, Inc.

Satyam stages first cross-border country outage and business continuity operation in Singapore

By
Tom Keating
on September 29, 2006 6:30 PM | | Comments (0)
Satyam stages first cross-border country outage and business continuity operation in Singapore. Check it out:
(Al Bawaba Via Thomson Dialog NewsEdge) Satyam Computer Services Ltd. (NYSE:SAY), the leading global consulting and information technology services company, has completed what is believed to be a first-of-its-kind, cross-border country outage recovery.



Satyam simulated a nationwide outage in India, and revived business operations from its Global Business Continuity and Disaster Recovery Center in Singapore. The exercise showcased Satyams ability to ensure seamless business continuity for its customers, as well as its disaster recovery capabilities. It also highlighted the complex processes involved in an event of such magnitude.

On the morning of September 25, Satyam initiated a three-day mock drill, a simulation of a national disaster that disrupted Satyams business. Network control and command resumed almost instantaneously from Satyams Global Business Continuity and Disaster Recovery site in Singapore.

Additionally, in less than 24 hours, Satyam deployed more than 30 mission-critical engineers to Singapore. The entire exercise was facilitated by the Singaporean Government, which provided pre-approved employment passes for the engineers who were flown in on Singapore Airlines.

"This landmark event is further proof of Satyams commitment to our global customers and their business continuity," said B. Ramalinga Raju, Satyams founder and chairman, who witnessed the drill from Singapore. "It ensures that their businesses will never stop for any issues related to the services that Satyam, as an organisation is providing to them." Raju added: "This initiative and investment are extremely strategic for Satyam. Our demonstration today enables the organisation to leverage the Singapore facility as a new, global offshoring centre outside India. It also places Singapore in an important position with respect to our global operations. We are deeply grateful for the support shown by the Singapore authorities over the last few years to enable this expansion." Upon arriving at the Global Business Continuity and Disaster Recovery Centre (in the Overseas Union Bank Centre) in downtown Singapore, Satyams Hyderabad-based business continuity team connected to the customers network and commenced business via an enhanced bandwidth. The engineers also ensured Satyams capabilities to monitor its network, network security, and exchange and enterprise applications servers. They also assured immediate availability of a secondary monitoring capability, availability of a global help desk, replication of mission-critical associates email boxes, automatic forwarding of transactions to the new server, and availability of business data.

Satyams Global Business Continuity and Disaster Recovery Centre, the only facility of its kind outside India, is validated by the Disaster Recovery Institute of Asia, and enables replication between servers in Hyderabad and Singapore. Data stored within both servers is synchronised every four hours.

"We are very pleased with the support and proactive engagement of the Singaporean government," said Virender Aggarwal, senior vice president and director at Satyam.

"The Economic Development Board, especially, has been a driving force and constant source of support. Singapore is ideally positioned to benefit from the shift we perceive will take place in the back offices of major global multinational and financial corporations, and Satyam is determined to support and benefit from that shift." As Asia Pacific gains momentum as the global innovation hub in the coming years and hence becomes a critical component and one of the main focus areas in Satyams global growth plan, Singapore gains strategic value. Its quality infrastructure, economic and political stability and security make it an ideal hub that can double as a secondary command and control centre for controlling global network operations and ensuring that Satyams customers are serviced seamlessly, in case of business disruption.

About Satyam Computer ServicesSatyam Computer Services Ltd. (NYSE: SAY) is a global IT consulting and services provider, offering a range of expertise aimed at helping customers reengineer and reinvent their businesses to compete successfully in an ever-changing marketplace. More than 28,000* highly skilled professionals in Satyam work onsite, offsite, offshore, and near shore, to provide customized IT solutions for companies in several industries. Satyams ideas and products have resulted in technology-intensive transformations that have met the most stringent international quality standards. Satyam has Development Centers in the USA, the UK, the UAE, Canada, Hungary, Malaysia, Singapore, India, China, Japan, and Australia. These centers serve 469* global companies, of which 156* are Fortune Global 500 and Fortune US 500 corporations. Satyams presence spans 53 countries, across six continents.

*As of March 31, 2006 2006 Al Bawaba (www.albawaba.com)

Copyright 2006 Al-Bawaba.com, Inc.

Interim Results

By
Tom Keating
on September 29, 2006 12:49 PM | | Comments (0)
Interim Results. Check it out:
(Hugin Via Thomson Dialog NewsEdge) CENTROM GROUP plc Interim results for six months ended 30 June 2006 Chairman and COO Statement Centrom Group plc (AIM:CEN), a supplier of a broad range of innovative IT solutions, with an emphasis on sales to the healthcare and financial services sectors, reports an EBITDA loss for the first six months ended 30 June 2006 of GBP390,000 on revenues of GBP1.8m. In response to rapidly changing market conditions and declining profit margins in Centrom's traditional hardware sales market, identified in the first quarter of 2006, the board and management embarked on a restructuring aiReutersat eliminating loss making and low margin activity and reducing costs. With restructuring complete Centrom will focus on growing high margin business and improving cash flow management with the objective of establishing sustainable profitability. The first quarter to 31 March 2006 was particularly disappointing, with revenues of GBP681,000 and an EBITDA loss of GBP265,000. Restructuring began towards the end of the quarter. On 28 April 2006 Paul Ryder, the CEO and Michael McNamara, the Company Secretary resigned from the Board. Paul Ryder's duties were assuReutersby Mike Boseley, the Chief Operating Officer, and Secretarial Solutions Limited has since assuReutersthe role of Company Secretary. Headcount was reduced from 34 to 27. To consolidate its position the company raised GBP300,000 by way of placing 30m shares at a price of 1p per share. The board is grateful to those investors who provided financial support at an important moment for Centrom. The turnaround strategy of eliminating low margin stand alone hardware sales and reducing costs was in place by mid April. In the second quarter the benefits of restructuring, which gave rise to an exceptional charge of GBP110,000, became immediately apparent. Revenues to 30 June 2006 increased to GBP1,148,000 compared with GBP681,000 in quarter one. EBITDA losses were reduced to GBP15,000 before restructuring costs compared with GBP265,000 in the first quarter. Centrom now has three core activities: Consultancy; Managed Services (Data Centres) and Technical Services (Hardware, Software, installation and maintenance), but only when supplied as part of a wider consultancy solution. In the second quarter the Consultancy sales were GBP242,000, a 25% increase on the first quarter showing a profit margin of 30% and representing 24% of turnover. Managed Services second quarter sales were GBP377,000 an increase of 19% on the first quarter, showing a profit margin of 25% and representing 38% of turnover. Technical Services sales were GBP604,534 an increase of 35% on the first quarter, showing a profit margin of 25% and representing 38% of turnover. In the second quarter significant new projects have been won including Barnsley Metropolitan Borough Council, in partnership with Bull; BG Group; Alea (Insurance); Wagamama and Arch Insurance in partnership with TAH - The Accounting House. In total these contracts have a value of approximately GBP400,000. Sales prospects for the second half are strong and the Board is confident that the improving trend in sales and the higher margins established in the second quarter will be, at least, maintained. Centrom is involved in providing key IT solutions to a number of significant organisations particularly, in the healthcare and financial sectors. Since April 2006 we have established a platform for the growth of Centrom. Gerald Malone Mike Boseley Chairman COO 29 September 2006 Centrom Group plc Group Profit and Loss Account for the six months ended 30 June 2006 +------------------------------------------------------------------ -+ | | Notes | | | Period ended | | | | 6 months ended | | 31 December | | | | 30 June 2006 | | 2005 | |-----------------------+-------+----------------+---+------------- -| | | | (Unaudited) | | (Audited) | |-----------------------+-------+----------------+---+------------- -| | | | GBP | | GBP | |-----------------------+-------+----------------+---+------------- -| | Group turnover | | 1,829,889 | | 1,080,614 | |-----------------------+-------+----------------+---+------------- -| | Cost of sales | | 1,350,928 | | 1,468,227 | |-----------------------+-------+----------------+---+------------- -| | | | | | | | Gross profit/(loss) | | 478,961 | | (387,613) | |-----------------------+-------+----------------+---+------------- -| | Administrative | 2 | 990,236 | | 860,115 | | expenses | | | | | |-----------------------+-------+----------------+---+------------- -| | Exceptional item | 3 | 110,122 | | - | |-----------------------+-------+----------------+---+------------- -| | Other operating | | 750 | | 2,463 | | income | | | | | |-----------------------+-------+----------------+---+------------- -| | | | | | | | Operating loss | | (620,647) | | (1,245,265) | |-----------------------+-------+----------------+---+------------- -| | Interest receivable | | 1,025 | | 2,899 | |-----------------------+-------+----------------+---+------------- -| | Interest payable and | | (1,335) | | (2,483) | | similar charges | | | | | |-----------------------+-------+----------------+---+------------- -| | | | | | | | Loss on ordinary | | | | | | activities before | | | | | | taxation | | (620,957) | | (1,244,849) | |-----------------------+-------+----------------+---+------------- -| | Tax on loss on | | - | | (284,150) | | ordinary activities | | | | | |-----------------------+-------+----------------+---+------------- -| | | | | | | | Loss on ordinary | | | | | | activities after | | | | | | taxation | | (620,957) | | (960,699) | |-----------------------+-------+----------------+---+------------- -| | Minority interest | | - | | 2,381 | |-----------------------+-------+----------------+---+------------- -| | | | | | | | Loss on ordinary | | | | | | activities after | | | | | | taxation | | GBP(620,957) | | GBP(958,318) | |-----------------------+-------+----------------+---+------------- -| | | | | | | |-----------------------+-------+----------------+---+------------- -| | Basic loss per share | 4 | 0.33p | | 0.59p | | (pence) | | | | | |-----------------------+-------+----------------+---+------------- -| | Diluted loss per | 4 | 0.33p | | 0.59p | | share (pence) | | | | | +------------------------------------------------------------------ -+ Centrom Group plc Consolidated Balance Sheet at 30 June 2006 +------------------------------------------------------------------ -+ | | | | | | 31 | | | | | | | December | | | 30 June 2006 | | 30 June 2005 | | 2005 | |----------------+--------------+---+--------------+---+----------- -| | | (Unaudited) | | (Unaudited) | | (Audited) | |----------------+--------------+---+--------------+---+----------- -| | | GBP | | GBP | | GBP | |----------------+--------------+---+--------------+---+----------- -| | Fixed assets | | | | | | |----------------+--------------+---+--------------+---+----------- -| | Intangible | 7,547,460 | | 6,549,911 | | 7,731,727 | | assets | | | | | | |----------------+--------------+---+--------------+---+----------- -| | Tangible | 168,780 | | 223,158 | | 209,437 | | assets | | | | | | |----------------+--------------+---+--------------+---+----------- -| | | 7,716,240 | | 6,773,069 | | 7,941,164 | |----------------+--------------+---+--------------+---+----------- -| | Current assets | | | | | | |----------------+--------------+---+--------------+---+----------- -| | Stocks & WIP | 10,203 | | - | | 16,600 | |----------------+--------------+---+--------------+---+----------- -| | Debtors | 1,073,280 | | 1,159,836 | | 901,482 | |----------------+--------------+---+--------------+---+----------- -| | Cash at bank | - | | 760,035 | | 492,989 | | and in hand | | | | | | |----------------+--------------+---+--------------+---+----------- -| | | 1,083,483 | | 1,919,871 | | 1,411,071 | |----------------+--------------+---+--------------+---+----------- -| | Creditors: | | | | | | | amounts | | | | | | | falling due | | | | | | | within one | | | | | | | year | 1,687,432 | | 1,308,954 | | 1,918,987 | |----------------+--------------+---+--------------+---+----------- -| | | | | | | | |----------------+--------------+---+--------------+---+----------- -| | Net current | (603,949) | | 610,917 | | (507,916) | | liabilities | | | | | | |----------------+--------------+---+--------------+---+----------- -| | Creditors: | | | | | | | amounts | | | | | | | falling due | | | | | | | after one year | - | | 200,038 | | - | |----------------+--------------+---+--------------+---+----------- -| | | | | | | | | Net assets | GBP7,112,291 | | GBP7,183,948 | | GBP7,433,248 | |----------------+--------------+---+--------------+---+----------- -| | | | | | | | |----------------+--------------+---+--------------+---+----------- -| | Capital and | | | | | | | reserves | | | | | | |----------------+--------------+---+--------------+---+----------- -| | Called-up | 2,087,838 | | 1,524,130 | | 1,787,838 | | equity share | | | | | | | capital | | | | | | |----------------+--------------+---+--------------+---+----------- -| | Share premium | 6,462,411 | | 5,659,818 | | 6,462,411 | | account | | | | | | |----------------+--------------+---+--------------+---+----------- -| | Profit and | (1,579,275) | | - | | (958,318) | | loss account | | | | | | |----------------+--------------+---+--------------+---+----------- -| | | | | | | | |----------------+--------------+---+--------------+---+----------- -| | Equity | 6,970,974 | | 7,183,948 | | 7,291,931 | | shareholders' | | | | | | | funds | | | | | | |----------------+--------------+---+--------------+---+----------- -| | Minority | 141,317 | | | | 141,317 | | interests | | | | | | |----------------+--------------+---+--------------+---+----------- -| | | | | | | | |----------------+--------------+---+--------------+---+----------- -| | | | | | | | | Capital | | | | | | | employed | GBP7,112,291 | | GBP7,183,948 | | GBP7,433,248 | +------------------------------------------------------------------ -+ Centrom Group plc Group Cash Flow Statement the six months ended 30 June 2006 +------------------------------------------------------------------ -+ | | Notes | 6 months | | Period | | | | ended 30 June | | ended 31 | | | | 2006 | | December | | | | | | 2005 | |---------------------------+-------+---------------+---+---------- -| | | | (Unaudited) | | (Audited) | |---------------------------+-------+---------------+---+---------- -| | | | GBP | | GBP | |---------------------------+-------+---------------+---+---------- -| | Net cash outflow from | 7 | (888,245) | | (1,574) | | operating activities | | | | | |---------------------------+-------+---------------+---+---------- -| | Returns on investments | | (310) | | 416 | | and servicing of finance | | | | | |---------------------------+-------+---------------+---+---------- -| | Taxation | | - | | (18,110) | |---------------------------+-------+---------------+---+---------- -| | Capital expenditure and | | (5,054) | | (222,405) | | financial investment | | | | | |---------------------------+-------+---------------+---+---------- -| | Acquisitions and | | - | | 660,169 | | disposals | | | | | |---------------------------+-------+---------------+---+---------- -| | | | | | | |---------------------------+-------+---------------+---+---------- -| | Cash outflow before | | (893,609) | | 418,496 | | financing | | | | | |---------------------------+-------+---------------+---+---------- -| | Financing | | 300,000 | | (2,892) | |---------------------------+-------+---------------+---+---------- -| | | | | | | |---------------------------+-------+---------------+---+---------- -| | | | | | | | (Decrease)/increase in | | | | | | cash | | (593,609) | | 415,604 | |---------------------------+-------+---------------+---+---------- -| | | | | | | +------------------------------------------------------------------ -+ Centrom Group plc Notes to the financial information 1. Basis of preparation The financial information set out in this report does not constitute full accounts for the purposes of Section 240 of the Companies Act 1985. The interim accounts for the six months ended 30 June 2006 and the figures for 30 June 2005 are unaudited. The figures for the period ended 31 December 2005 have been extracted from the audited accounts for that period. The accounts for the period ended 31 December 2005 contained an unqualified auditors' report and have been filed with the Registrar of Companies. The interim accounts have been prepared on the basis of the accounting policies set out in the report and accounts for the period ended 31 December 2005. The taxation charge has been calculated using the Directors' best estimate. In view of the losses incurred no provision has been made for taxation or for tax recoverable during the period. Centrom Group plc was incorporated on 14 March 2005 and on 9 June 2005 acquired the whole of the issued share capital of Centrom Limited in a share for share transaction. Prior to the share for share transaction the group had not traded. The Directors consider that trading results in the period from 9 June 2005 to 30 June 2005 are not significant. The Company has not extracted these details nor produced a Consolidated Profit and Loss Account or Cash Flow Statement for this period. The interim accounts were approved by the Directors on 29 September 2006. 2. Administrative expenses Administrative expenses include an amount of GBP184,267 (2005 - GBP168,091) in respect of goodwill written off. 3. Exceptional item The exceptional item relates to restructuring costs arising on the closure of the Enterprise division supplying stand alone hardware and software products. Hardware and software products are only supplied as part of an overall solution where services are also provided. 4. Earnings per share Earnings per share have been calculated on the net basis on the loss on ordinary activities before taxation of GBP620,957 (2005 - GBP958,318) using the average number of 1p ordinary shares in issue of 188,397,060 (2005 - 160,948,099). The diluted earnings per share is based on a loss for the six months of GBP620,957 (2005 - GBP958,318) using the average number of 1p ordinary shares of 188,397,060 (2005 - 161,836,988) after adjusting for diluting options. 5. Dividends No interim dividend is proposed. 6. Loss per share The calculation of loss per share is based on the loss for the period and on the weighted average number of ordinary shares in issue set out below. At 30 June 2006 there were 208,783,400 ordinary shares in issue. 6 months ended 30 Period ended 31 June 2006 December 2005 (Unaudited) (Audited) Loss for the period GBP(620,957) GBP(958,318) Weighted average number of shares in issue 188,397,060 160,948,099 Diluted loss per share is based on the loss for the period and on the weighted average number of ordinary shares in issue set out below. 6 months ended 30 June Period ended 31 2006 December 2005 (Unaudited) (Audited) Loss for the period GBP(620,957) GBP(958,318) Weighted average number of shares in issue 188,397,060 160,948,099 Dilutive effect of share options - 888,889 Fully diluted weighted average number of shares in issue 188,397,060 161,836,988 7. Reconciliation of operating loss to net cash inflow 6 months ended Period ended 30 June 2006 31 December 2005 (Unaudited) (Audited) GBP GBP Operating loss (620,647) (1,245,265) Amortisation 184,267 168,091 Depreciation 45,711 78,540 Loss on disposal of fixed assets - 709 Decrease/(increase) in stocks 6,397 (16,600) (Increase)/decrease in debtors (171,798) 673,037 (Decrease)/increase in creditors (332,175) 339,914 Net cash outflow from operating (888,245) (1,574) activities 8. Issue of equity On 4 May 2006 the Company issued 30,000,000 ordinary shares for cash at a price of 1p per ordinary share. Copies of this interim report will be sent to shareholders and may be obtained from the Company's registered office, Centrom House, 16 Church Road, Fleet, Hampshire GU51 3RH. ---END OF MESSAGE---



Copyright 2006 All Material Subject to Copyright

NTT Announces Successful Demonstration of World's Largest Capabcity 14 Tbps Transmission Over Single Optical Fiber

By
Tom Keating
on September 29, 2006 12:49 PM | | Comments (0)
NTT Announces Successful Demonstration of World's Largest Capabcity 14 Tbps Transmission Over Single Optical Fiber. Check it out:
(Comtex Business Via Thomson Dialog NewsEdge) Tokyo, Japan, Sep 29, 2006 (JCN Newswire via COMTEX) --Nippon Telegraph and Telephone Corporation has successfully demonstrated the ultra-large capacity optical transmission of 14 Tera bits per second (Tera is one trillion) over a single 160 km long optical fiber. The value of 14 Tbps (111 Gbps x 140 ch) greatly exceeds the current record of about 10 Tbps and so claims the record of the world's largest transmission capacity.



This result was reported as a post deadline paper in the European conference on optical communication (ECOC) that was held in Cannes, France from September 24 to 28.

The present core optical network is an optical transport network with about 1 Tbps capacity. Based on the wavelength-division-multiplexing (WDM) of signals with the channel capacity of 10 Gbps, it uses optical amplifiers with the bandwidth of about 4THz. The data traffic has been doubling every year due to the rapid spread of broadband access. We must lower the cost and raise the capacity of the core network while maintaining its reliability as the dominant communication infrastructure.

10 Tbps transmission over a single optical fiber has been achieved in the laboratory. However, it was necessary to use linear amplifiers that covered two or three amplification bands because of the limited range of existing amplifiers, and this multi-band configuration is not cost-effective. To increase the transmission capacity, we had to achieve two goals simultaneously: WDM transmission with high spectral efficiency and optical amplifiers with greatly enlarged bandwidth.

Outline of Experiment

Our experiment used the carrier suppressed return-to-zero differential quadrature phase shift keying (CSRZ-DQPSK)*1 format and ultra-wide-bandwidth amplifiers. 70 wavelengths with 100-GHz spacing were modulated at 111 Gbps using the CSRZ-DQPSK format and then multiplexed and amplified in the bandwidth of 7 THz. In addition, each 111 Gbps signal was polarization-division-multiplexed so the number of channels was doubled to 140. This yielded the total capacity of 14 Tbps. 160-km transmission was successfully achieved by amplifying these signals in newly developed optical amplifiers.

NTT demonstrated in this experiment, for the first time, that it is possible to transmit 100 Gbps signal with forward error correction*2 bytes and management overhead bytes of the OTN*3 frame over long distances allowing the construction of large capacity optical networks that offer 10 Tbps or more.

Core Technologies

(1) CSRZ-DQPSK modulation format and high-speed optoelectronic device technologies

These technologies make it possible to generate dense WDM signals with bit rates of 100 Gbps and beyond per channel and transmit them over long distances. DQPSK is a phase modulation format with four phase states. Its benefits include its high spectral efficiency and excellent receiver sensitivity; both superior to those offered by the conventional binary intensity modulation (ON-OFF-keying) format. The combination of this format with pulse modulation (CSRZ), developed by NTT, enhances the sensitivity, and enables dense WDM long-distance transmission. To realize a CSRZ-DQPSK signals at 100 Gbps or above, we had to overcome the problems of the complicated configuration of the transmitter block and the difficulty of raising the modulation speed. The Mach-Zehnder interference type, lithium niobate (LN) modulator has been used as a binary intensity or phase modulator in high-speed transmitters, but there is a trade-off between driving voltage and bandwidth and it was considered to be virtually impossible to raise the operation speed to at least 100 Gbps.

To overcome these problems, NTT newly developed a hybrid integration technology that yields silica-based planar lightwave circuits and LN lightwave circuits*4. Both devices simplify the configuration and support the fast modulation speed of 111 Gbps.

While the conventional binary intensity modulation format uses a photodiode in the receiver, the DQPSK receiver needs a pair of balanced photodetectors, usually realized by integrating two high-speed photodiodes, making it difficult to achieve high-speed operation, high sensitivity, and uniform conversion efficiency, simultaneously. NTT improved the structure of the photodetector with the result that the new balanced receiver offers high-speed operation at over 50 GHz as well as high sensitivity.

InP ICs, which can be operated at over 50 GHz were used in multiplex and demultiplex circuits and the waveform shaping part to generate high-quality 111 Gbps DQPSK signals.

(2) Ultra-wide-band inline optical amplification technology

It is necessary to expand the bandwidths of the optical amplifiers in order to amplify the 10 Tbps or more signal in one optical fiber. While most fibers have bandwidths in excess of 10 THz, conventional amplifiers have bandwidths of approximately 4 THz. This means that it was necessary to divide the channels into two bands (C and L band) or three bands (S, C, and L band) *5, amplify each band separately, and then remultiplex the bands.

NTT succeeded in extending the bandwidth of an L-band amplifier so that it was 1.75 (7 THz) larger than that of convention amplifiers. By improving the amplification medium and configuration of the amplifier, NTT was able to achieve a low noise characteristic.

Future Schedule

NTT aims to construct a 10 Tbps-class large capacity core optical network that excels in terms of its economy and quality; it will promote the realization of a long-distance transmission system that supports 100 Gbps high-speed channels.

Terminology

*1: CSRZ-DQPSK

Abbreviation of Carrier Suppressed Return to Zero Differential Quadrature Phase Shift Keying. Modulation format in which CSRZ pulse modulation is added to differential quadrature phase modulation; it is appropriate for high-density WDM long-distance transmission.

*2: Forward error correction code

Code to detect an error caused during transmission and to correct it in the receiver by adding redundant arithmetic data to the transmitted signal. The international standard ITU-T G.709 recommendation adopts the Reed-Solomon (255,239) code as an error correction code for high-quality transmission.

*3: OTN

Abbreviation of Optical Transport Network. The international standard for optical network using WDM system (ITU-T G.709 recommendation).

*4: Silica PLC

Planer lightwave circuit formed on fused silica that includes an optical waveguide. This technology can integrate complex passive optical devices into small areas and is used to realize multiplex and demuliplex devices for WDM systems, Mach-Zehnder type optical switches and so on.

*5: C band, L band and S band

Wavelength band classification for optical communication standardized in ITU-T. C (Common) band is from 1530 to 1565 nm, L (Long) band is from 1565 to 1625 nm, and S (Short) band is from 1460 to 1530 nm. The current practicable bandwidth in the L-band is 35 nm (about 4THz) centered on about 1590 nm.

About NTT

NTT is a holding company of the Global Information Sharing Enterprise Group and NTT group, which consists more than 430 companies.

One of the important missions of NTT group is to contribute the achievement of a Ubiquitous Broadband society. NTT group concentrates on integrating the group on expanding Broadband Service on Photonic Access, Third Generation Cellular Phone, Wireless LAN, are provided for Access means, promoting the structure of distributing the contents of Movies and music, and enhance the providing contents.

In November 2002, the Vision for a new optical generation is announced.

Contact:

NTT Science and Core Technology Laboratory Group
Planning Department, Attn: Tamechika
Tel: 046-240-5152
http://www.ntt.co.jp/sclab/contact_e/

Copyright (C) 2006 JCN Newswire. All rights reserved. A division of Japan Corporate News Network K.K.

**********************************************************************

As of Monday, 09-25-2006 23:59, the latest Comtex SmarTrend(SM) Alert,
an automated pattern recognition system, indicated a DOWNTREND on
09-22-2006 for NTT @ $23.96.

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SmarTrend is a registered trademark of Comtex News Network, Inc.
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Paradial Receives a 2006 INTERNET TELEPHONY Excellence Award

By
Tom Keating
on September 29, 2006 12:49 PM | | Comments (0)
Paradial Receives a 2006 INTERNET TELEPHONY Excellence Award. Check it out:
RealTunnel Enterprise Proxy Honored For Deliverin Exceptional VoIP/IP Telephony Solutions

Oslo, Norway 28. October 2006 Paradial announced today that Technology Marketing Corporations (TMC) INTERNET TELEPHONY magazine (www.itmag.com) has named RealTunnel Enterprise Proxy as a recipient of a 2006 INTERNET TELEPHONY Excellence Award. INTERNET TELEPHONY magazine has been a VoIP Authority since 1998.



The RealTunnel Enterprise Proxy is a complete solution for companies that want to deploy a corporate SIP Firewall/NAT solution, handling SIP phones and legacy voice and video systems. There are no other solutions in the market that provides connectivity and security on all deployed corporate network infrastructures without any reconfiguration required, says Christian Testman, Chief Operating Officer at Paradial. Our partnership with HP for both hardware and hosting enable Paradial to provide the RealTunnel SIP Enterprise Server solution globally towards medium to large companies.

The editorial staff of INTERNET TELEPHONY magazine is proud to announce the winners of the second annual INTERNET TELEPHONY Excellence Awards. These companies are as varied as the products that fit under the IP telephony umbrella, but they have all achieved delivering winning solutions for their customers needs, indicated Rich Tehrani, Editor-in-Chief of INTERNET TELEPHONY.

The winners of the second annual INTERNET TELEPHONY Excellence Award are leaders in VoIP. Taking risks to advance VoIP technology and provide real solutions has earned Paradial recognition from the editors of INTERNET TELEPHONY. The Tunnel Enterprise Proxy has excelled in the VoIP/IP Telephony industry, and most importantly, its customers are willing to offer their testaments of support, said Greg Galitzine, Editorial Director of INTERNET TELEPHONY.

Since the first issue in February of 1998, INTERNET TELEPHONY magazine has been providing unbiased views of the complicated converged communications space. INTERNET TELEPHONY offers rich content from solutions-focused editorial content to reviews on products and services from TMC Labs and Minacom. INTERNET TELEPHONY magazine has a circulation of 55,000.

The 2006 INTERNET TELEPHONY Excellence Award winners will be published in the October 2006 issue of INTERNET TELEPHONY magazine, www.itmag.com, or can be found directly online at http://www.tmcnet.com/awards/it-excellence-award-winners-2006.htm.

For more information, please visit www.tmcnet.com.

Recent IPO Filings

By
Tom Keating
on September 29, 2006 12:49 PM | | Comments (0)
Recent IPO Filings. Check it out:
(Comtex Business Via Thomson Dialog NewsEdge)
Filing Est. Amt
Date Company Name (Mil.)
------ ------------ --------
09/28 DataPath Inc. (Duluth, GA) $346.1
Is a leading provider of satellite communications networks.
09/28 AeroVironment Inc. (Monrovia, CA) $115.0
Designs, develops, produces and supports a technologically-
advanced portfolio of small unmanned aircraft systems.
09/28 Mellanox Technologies Ltd. (Yokneam, ) $86.2
Is a leading supplier of semiconductor-based, high-
performance interconnect products.
09/27 Switch & Data Inc. (Tampa, FL) $150.0
Is a leading provider of network neutral interconnection and
colocation services.
09/26 CVR Energy Inc. (Sugar Land, TX) $300.0
Is an independent refiner and marketer of high value
transportation fuels.
09/22 Carrols Holdings Corp. (Syracuse, NY) $210.0
Is one of the largest restaurant companies in the United
States.
09/21 St. Francis Medical Technologies Inc. (Alameda, $86.2
Is a medical device company.
09/21 NewStar Financial Inc. (Boston, MA) $100.0
Is a commercial finance company.
09/20 Paradigm Ltd. (George Town,Grand Cayman, ) $200.0
Is a leading provider of enterprise software solutions.
09/19 Meruelo Maddux Properties Inc. (Los Angeles, CA) $500.0
Is a self-managed, full-service real estate company.
# # #
This information is provided AS-IS, without any warranty of any kind.
IPO Monitor makes no claims concerning the accuracy or validity of the
information, and shall not be held liable for any errors, delays,
omissions or use thereof.

Copyright 2006 (c) IPO Monitor. All rights reserved.

CRM Case Study On Orbitz: How to Insult, Irritate, Patronize, Stress And Lose Customers; Open Solutions

By
Tom Keating
on September 29, 2006 12:49 PM | | Comments (0)
CRM Case Study On Orbitz: How to Insult, Irritate, Patronize, Stress And Lose Customers; Open Solutions. Check it out:
By David Sims
david@firstcoffee.biz

The news as of the first coffee this morning, and the music is Elton John's Captain Fantastic And The Brown Dirt Cowboy:

Open Solutions Inc. has announced that Pacific Coast Bankers' Bank, with $473 million in assets, has selected its enterprise-wide data processing platform, The Complete Banking Solution, and other Open Solutions' complementary applications.



The second largest bankers' bank in the United States in terms of assets under management, PCBB provides correspondent banking services to more than 400 independent community banks across the country.

Open Solutions sells integrated enabling technologies for financial institutions in the United States, Canada and internationally. In September 2005, Open Solutions announced an agreement with PCBB to offer PCBB customers its image item processing services as a complement to PCBB's cash letter settlement service.

Tom Evans, president and CEO of PCBB, said his company's primary focus was "finding an open architecture application that would allow the CBC to interface in a dynamic environment." They were also looking for a core platform "that could change as we grow, not only in assets but also in customers, products and services. We evaluated numerous vendors and focused on identifying the best solution to interface our in-house applications with the core database."

In addition to The Complete Banking Solution, PCBB will implement Open Solutions' Financial Accounting Suite -- general ledger, accounts payable and fixed assets -- and cView MyVision and Report Wizard.

Evans said the cView report writer would be used to create custom reports from many different applications including the core processor, CBC and others.


The ongoing Orbitz live CRM case study has been completed, and I'm sorry to report that through some of the worst customer service I've ever experienced, they've destroyed whatever possibilities for customer loyalty may have existed with us.

Basically, my family of five is flying from Istanbul to Washington, D.C. round-trip for Thanksgiving. We went online to look for tickets, and we'd had good experiences, both in price and customer service, with both Expedia and Travelocity, so we figured Orbitz was kind of like those guys.

We booked tickets, and went on Orbitz's site to pick out the seats, a feature they offer which we like. It's booked through Alitalia but a few legs are operated by Delta, we have Istanbul-Milan, Milan-Boston, Boston-Washington going, and Washington-Atlanta, Atlanta-Milan, Milan-Istanbul coming. We filled in seat requests for all six flights, Orbitz charged our card for just north of $3,100, we figured the matter closed.

Then we noticed that the seats for the Washington-Atlanta and Atlanta-Milan legs were "pending," not confirmed. We sent an e-mail to the Orbitz customer service address promising "We try to answer all queries in three hours," or something like that, saying hey, what's going on here, we've paid and these seats are unconfirmed? Visions of being stranded at the D.C. airport danced through our heads.

My wife wrote to them and I did too.

Let's review: In CRM, the first priority is to make a good first impression on a customer. Orbitz failed there. Not the end of the world -- as I wrote on the first installment, the problem isn't the problem. How you handle the problem is much more important.

Customer loyalty is frequently won for good in the resolution of a problem. It's like a relationship that hasn't had any fights: You don't know what'll happen when a real problem comes up. When you have a fight and get over it you have a stronger relationship, right? Same with customers.

Look, nobody's going to provide perfect service. Not Orbitz, not Southwest, Nordstrom's, Amazon.com, Ritz-Carlton, Rolls-Royce, nobody. We customers don't expect perfect customer service. We expect problems to be handled the right way, and we'll give an amazing amount of loyalty to a company who does so.

So Orbitz's response to our problem was no response. Not even an autoresponder saying "We've received your e-mail." We sent another e-mail saying look, we're getting concerned that we've paid you and we can't get seats confirmed on these two flights. Orbitz couldn't be bothered to answer that one either. Not a concern, evidently, they had their $3,100, what did they care about our personal problems?

So yesterday I sent them a fourth e-mail telling them I'd contacted our credit card bank and was requesting them to cancel the payment and that we'd rebook with someone else.

And I did, that wasn't an empty threat. I sent an e-mail to my bank instructing them to do that. And -- this is the honest 100% truth -- three or four minutes later I got a phone text message from my wife saying "Seats confirmed on all flights."

I called her back and it turns out this thing about Orbitz not giving us confirmed seats was stressing her out to the point where she took time off work to go to the Delta office here in Istanbul and personally get the confirmations. Oh, and Orbitz finally decided we were worth their precious time. Got an e-mail:

"Dear Orbitz Customer, Thank you for contacting Orbitz. In reviewing our contact history, I show that this is your first correspondence via e-mail and phone under the e-mail address 'david@david-sims.com'. It is possible that you may have corresponded using another e-mail address."

Well, bull, seeing as how I had sent that e-mail using the exact same system we'd used to send the first three. CRM Rule #1: Lying to your customers isn't a good move.

"In reviewing our reservation system, I show that the online seat assignment for the flight segment 'Istanbul to Milan' on Alitalia 707 and flight segment 'Milan to Istanbul' on Alitalia 706 has been restricted by the airlines."

Gee, thanks for telling us that when we tried to use your system for getting seat assignments on the site. And for not telling us that the first three times we asked.

"Please note that most airlines hold some seats for airport check-in only. However, you can be assured that you will always get your seat assignment at the gate or check-in counter on the day of departure.

Sorry, but seeing that Orbitz is perfectly willing to lie to me I don't take much faith in their reassurances that if I just trust them I'll get my seat assignments.

I wrote back saying they were damn lucky my wife wasted a day doing their legwork for them, and that the seat assignment confirmations were easily enough obtained from Delta since she had just gotten them, and their aside that our seats were probably just being held for airport check-in only was sheer misdirection. See CRM Rule #1 above.

Then we got another e-mail from them saying they had, for reasons known only to God, reassigned the seats we'd chosen -- which were confirmed by the airline and weren't ever disputed -- on the Boston-Washington leg. We hadn't asked them to do that, and didn't want them to. But I guess they have to punish mouthy customers somehow.

They they wrote "also, Alitalia Airlines does not have online seat selection capabilities. This means that only the airline is able to assign these seats. We are also unable to view the seat map of the flight type the airline will be assigning you these seats and you will see your seat assignments at the airport on the date of departure."

Well, look, stupid, Alitalia isn't operating the flights in question, that's why my wife went to the DELTA office, wasting time doing the work we had paid you to do, where she picked up the confirmations you claimed didn't exist.

So there's your CRM case study: How to Insult, Irritate, Patronize, Stress And Lose Customers, by Orbitz. Honestly. It makes me quiver that I ever entrusted my travel to them in the first place.

If read off-site hit http://blog.tmcnet.com/telecom-crm/ for the fully-linked version. First CoffeeSM accepts no sponsored content.

CRM Vendor Open Solutions Picked By PCBB

By
Tom Keating
on September 29, 2006 12:48 PM | | Comments (0)
CRM Vendor Open Solutions Picked By PCBB. Check it out:

CRM vendor Open Solutions Inc. has announced that Pacific Coast Bankers' Bank, with $473 million in assets, has selected its enterprise-wide data processing platform, The Complete Banking Solution, and other Open Solutions' complementary applications.



The second largest bankers' bank in the United States in terms of assets under management, PCBB provides correspondent banking services to more than 400 independent community banks across the country.

Open Solutions sells integrated enabling technologies for financial institutions in the United States, Canada and internationally. In September 2005, Open Solutions announced an agreement with PCBB to offer PCBB customers its image item processing services as a complement to PCBB's cash letter settlement service.

Last week Open Solutions announced a partnership with Rosetta Technologies Corporation, a Tampa-based vendor of secure enterprise printing products. The partnership will provide enhanced software and MICR laser printers for the printing and management of image replacement documents (IRDs) or substitute checks for the new Check 21 initiative.

With the addition of the Rosetta Technologies functionality to Open Solutions' imaging and item processing lineup, banks and credit unions processing items in-house can print cash letter and IRDs.

"This relationship is unique in that Open Solutions is not only going to resell Rosetta Technologies solutions in a traditional value-added reseller capacity, but Open Solutions is already an end-user of our IRDPrint products in their item processing sites," said Rob Hullar, president of Rosetta Technologies.

Tom Evans, president and CEO of PCBB, said his company's primary focus was "finding an open architecture application that would allow the CBC to interface in a dynamic environment." They were also looking for a core platform "that could change as we grow, not only in assets but also in customers, products and services. We evaluated numerous vendors and focused on identifying the best solution to interface our in-house applications with the core database."

In addition to The Complete Banking Solution, PCBB will implement Open Solutions' Financial Accounting Suite -- general ledger, accounts payable and fixed assets -- and cView MyVision and Report Wizard.

Evans said the cView report writer would be used to create custom reports from many different applications including the core processor, CBC and others.

David Sims is a contributing editor for TMCnet. For more articles please visit David Sims’ columnist page.

China.com's New Expectation on Sales

By
Tom Keating
on September 29, 2006 12:48 PM | | Comments (0)
China.com's New Expectation on Sales. Check it out:
(Comtex Business Via Thomson Dialog NewsEdge) BEIJING, Sep 29, 2006 (SinoCast China IT Watch via COMTEX) --China.com, the company under the aegis of CDC Corporation, has issued an updated advisory to shareholders about the impact that Chinese telecom regulations issued in July will have on its financial results.



The new policies include requiring subscribers to provide double confirmations for orders and MVAS providers to send billing reminders to subscribers, and have resulted in China.com having fewer new subscribers for its services and higher cancellation rates. In addition, costs to acquire new users have increased.

China.com says it anticipates that both the revenue and net profit of its MVAS business unit will be significantly affected this quarter. The following table sets out the unaudited revenue for the Company's MVAS business unit for the months of July and August 2006 as compared with the same months in 2005.

The company says to further reduce costs and improve operational efficiencies it initiated a headcount reduction program in August, reducing the workforce of its mobile value- added services business unit by approximately 30 per cent.

China.com achieved quarterly revenue levels and its 22nd consecutive quarter of profits with total revenues of HKD 108 million, up 24 percent when compared to Q2 2005.

The company says its online games initiative continues to achieve strong growth, the portal continues to hit key operational matrices, and the MVAS business has undergone three sequential quarters of double-digit percentage revenue growth and has progressively diversified away from SMS revenues to a point where revenues from advanced mobile products such as MMS and WAP represent 60 percent of total MVAS revenue.

China.com has established a wholly-owned subsidiary, CDC Games Limited, to hold all current and future online game business assets and investments. With strong growth expected in China's online gaming market as well as with the company's online game offering, China.com plans to focus more resources to this fast-growing sector.

The company's mobile value-added services (MVAS) business continued to show healthy growth in the third quarter of 2005 with a 15 percent increase in total revenue over Q2 2005.

Sequential quarterly revenue increases from Advanced Mobile Products amounted to the following: Multimedia Messaging Services (MMS) - up 80percent, Interactive Voice Response (IVR) - up 61percent, and Wireless Application Protocol (WAP) - up 27percent.

The company's MVAS marketing strategy focused on cross- selling its products and services toward niche consumer groups across various platforms. The strategy resulted in meaningful ranking increases of some of the company's key WAP products on China Mobile's WAP product listings.

China.com is a mobile applications, Internet services and online game company in China. Its principle business areas are Mobile Value Added Services (MVAS), online entertainment, and Internet services that target users in China.

CDC Corporation is focused on enterprise software, mobile applications and online games. As part of its strategic review, the company has reorganized into two primary operating business units, CDC Software and China.com Inc.

Its principle business areas are Mobile Value Added Services (MVAS), online entertainment, and Internet services that target users in China. In the MVAS arena, China.com provides products and services on various platforms, including Short Messaging Service (SMS), Multimedia Messaging Service (MMS), Wireless Application Protocol (WAP) and Interactive Voice Response (IVR). The Company also offers online games and a broad range of online products and services via its portal network (www.china.com; www.hongkong.com).

From Nanfang Daily, Page 1, Thursday, September 28, 2006
info@SinoCast.com

Copyright (C) 2006 SinoCast LLC. All rights reserved

**********************************************************************

As of Monday, 09-25-2006 23:59, the latest Comtex SmarTrend(SM) Alert,
an automated pattern recognition system, indicated an UPTREND on
05-11-2006 for CHINA @ $4.89.

For more information on Comtex SmarTrend Alert, contact your market data
provider or go to CSTADirect.com

SmarTrend is a registered trademark of Comtex News Network, Inc.
Copyright 2004-2006 Comtex News Network, Inc. All rights reserved.

Stereophonic football: Radio station satisfies fans of two teams by broadcasting one game in each speaker

By
Tom Keating
on September 29, 2006 12:48 PM | | Comments (0)
Stereophonic football: Radio station satisfies fans of two teams by broadcasting one game in each speaker. Check it out:
(Beaumont Enterprise, The (Texas) (KRT) Via Thomson Dialog NewsEdge) Sep. 29--LIBERTY -- So you can't make the trip to Dayton tonight, when your undefeated Lumberton Raiders take on the Broncos in their District 22-4A opener.

The next best thing is to turn on your car stereo and move the dial to 99.9 FM, which broadcasts Dayton games. You're listening for Larry Wadzeck, who handles play-by-play duties for the Broncos. But there's this other voice. This guy is talking right over Wadzeck. He won't go away, and he's driving you bonkers. Is it a bad signal? Bad production? What in the name of Brad Sham is going on here?



Ease up. You are not losing your mind. The voices are not in your head; there are, indeed, two sets of voices yakking away at the same time, on the same channel. In the right speaker is Wadzeck, who's at the Dayton game. In the left speaker is Bill Buchanan -- play-by-play announcer for Liberty games, president/general manager of KSHN, and the imaginative (perhaps deranged) man who decided to broadcast two football games at once.

This is "Shine All Nine," the small-market station that has become an institution in Liberty and Dayton -- and perhaps the most convincing proof that high school football is king in Texas.

"You've got two local teams and one local station?" asks Buchanan, a chatty, charming fellow who bought the station in 1977. "You want to treat both of'em fairly, so you put both of 'em on. We call it 'Split-Channel Sports.' ... I guess it's proof I'm crazy."

When Buchanan bought the station all those years ago, it was a 250-watt AM station called KPXE -- and unless you lived across the street from the tower, your chances of hearing KPXE were about 50-50. If you tuned in at night, your chances were even less. As in zero. The FCC made the station power down at sunset.

With those obstacles, Buchanan had no way of broadcasting high school football games live. His only option was to put them on the air the following Saturday afternoon, on a tape-delay basis.

Some years later, the FCC changed the standards by which frequencies were turned, opening opportunities for smaller stations. On Aug. 29, 1991, KPXE-AM became KSHN-FM, 99.9 on your radio dial. "Shine All Nine" was born.

Buchanan's staff chose the call letters because he wanted the station to sound bright and cheery, like an old friend down the street. Basically, being a small-market station, that's what it had to be.

Buchanan didn't want KSHN to be categorized, either. Its format still is in that gray area, somewhere between adult contemporary, oldies and classic rock (without the rough edges).

First and foremost, Buchanan wanted his station to be known as local through and through. It's why local and statewide news updates are on the air every hour, and it's why KPXE began broadcasting high school football in the first place.

Once KSHN could go live at night, one of its problems was solved: It could air one high school game live, as it happened. So for most of the '91 season, Buchanan tried his best to split the difference between Liberty and Dayton, the two hometown schools. One week, he'd broadcast a Liberty game live, followed by a tape-delayed account of the Dayton game. The next week, it was vice versa.

But Buchanan wasn't quite satisfied. He couldn't turn his brain off.

"I kept saying to myself, 'There's got to be a better way to do this,'" he recalls.

Buchanan knew he had good equipment at the station, so he started brainstorming the best way to use it. He asked one engineer, and another and another: Could we split these signals into two broadcasts?

In theory, they told him, you could.

Think about it this way: When a tower distributes a song to your radio, the song arrives as two different signals -- half of it on the left, the other half on the right.

The trick, then, was for KSHN to split those signals into two different broadcasts.

"So we cut the wire," Buchanan said. "We used alligator clips and re-routed the wire to the production room. We asked our audience to listen one night -- we were going to play a game and test something out. 'Would you guys listen in to both speakers, then the left one, then the right one? Then would you tell us how it sounds?'"

A dozen or so listeners called in, giving mixed results. Sometimes, each signal was as clear as a bell. Sometimes, one signal would "bleed" onto the other signal, producing two voices in one speaker.

Still, Buchanan was encouraged enough to try it out.

"When he told me what he was doing, I said OK," recalled Wadzeck, a longtime teacher at Dayton who currently serves as interim superintendent for Devers Independent School District.

"I told Bill, 'Well, you're the technician. You know what you're doing, I guess.' "

Buchanan didn't, really. But at the end of the '91 season, "Split-Channel Sports" was born.

The station explained its concept almost around the clock. Announcers told their audiences to turn the balance-control dial all the way left for Liberty, all the way to the right for Dayton, or keep it in the middle if you were really deranged and wanted to keep track of both games at once.

"The weird part was that at first, I'd get a lot of feed from Bill's broadcast," Wadzeck recalled. "I'd hear him calling the other game, (and) I'm trying to concentrate on mine ... that was surprising, to say the least."

The experiment stuck. It went full-time in 1992, and KSHN has broadcast two games at once, every Friday night, for nearly 15 years now.

Results have improved, too. The alligator clips have been replaced by a switch, and the in-house producer lets listeners know when Split-Channel Sports is about to begin. And while the broadcasts don't bleed over as much as they used to, producers still keep their ears open. They adjust the balance whenever Buchanan gets excited over a big play, so as not to disrupt the sanctity of Wadzeck's play-by-play, and vice versa.

"We still explain it quite a bit," Buchanan said, "but not nearly as much as we did those first two years."

The FCC does not keep track of how many stations produce split-speaker broadcasts, but Buchanan said he's received more than 100 phone calls from curious station managers over the years.

His message to them: If you're a perfectionist, hang up the phone and don't bother with the experiment. If you can deal with imperfection for 10 Friday nights, go for it.

KSHN now broadcasts online as well, which creates a whole new set of instructions.

In fact, with new technology and opportunities on the Web, Buchanan thought about doing away with the split-channel format a few years ago. He asked his KSHN audience for their thoughts.

Is this really still worthwhile? Or are we even crazier than we were before?

"We got 164 responses," Buchanan said. "Four people said we should go back to normal radio. Four out of 164. I don't know about you, but I call that a mandate."

No matter which speaker it's coming from.

pkeys@beaumontenterprise.com

(409) 880-0742

Copyright (c) 2006, The Beaumont Enterprise, Texas
Distributed by McClatchy-Tribune Business News.
For reprints, email tmsreprints@permissionsgroup.com, call 800-374-7985 or 847-635-6550, send a fax to 847-635-6968, or write to The Permissions Group Inc., 1247 Milwaukee Ave., Suite 303, Glenview, IL 60025, USA.

Kingdee Posted Growth

By
Tom Keating
on September 29, 2006 12:48 PM | | Comments (0)
Kingdee Posted Growth. Check it out:
(Comtex Business Via Thomson Dialog NewsEdge) SHENZHEN, Sep 29, 2006 (SinoCast China IT Watch via COMTEX) --Kingdee International Software Group Co., Ltd. (SEHK: 0268), a leading enterprise resources planning (ERP) software vendor in China, released its interim report recently.



For the first half ended on June 30, the company's operating revenues hit CNY 287 million, jumping 17 percent from a year ago. Its software sales climbed 7.8 percent year on year to CNY 213 million.

Kingdee's software solution service reached CNY 39.75 million, hiking 73.9 percent compared with last year. And its net profit margin rose 1 percent to 10.6 percent.

In the period, the software vendor, headquartered in Shenzhen, an industrial city in southern China, has gained a good performance in the high-end market. This is attributive to EAS, a high-end product by Kingdee.

For the first half, EAS has grown 64 percent, which is strategically significant to the company's expansion in the high-end market, Xu Shaochun, Kingdee's chairman and chief executive officer, said at an interview.

The product, competitive in technologies, has helped enlarge the company's market share and now is serving big groups like China's leading real estate firm China Vanke Co., Ltd., suggesting more market reception for the product.

Big clients are expected to bring more customers in their sectors to the software vendor, and further drive up the sales of its medium-end products. They have pushed the company's medium-end products sales by about 10 percent in the first half, increasing 7 to 8 percent from the previous year, and the percentage is estimated to continue to rise in coming days.

In addition, Kingdee's major rivals' high-end products account for 15 percent of their total, a fall from 23 percent for 2005, according to their interim reports.

Kingdee's service has been another fuel for its financial growth. Now the company is offering a variety of service tailored for its over 400,000 customers. From January to June, its income from service has increased 52 percent, and the number is expected to climb up further, said the chairman.

Its 2005 fiscal report showed that its business earnings reached CNY 530 million in 2005, an increase of 19 percent compared with the same period of the previous year. And its net profit increased by 40 percent year on year.

This May Kingdee took over a Shenzhen-based ERP manufacturer Godline for CNY 10 million and absorb Godline's brand. Xu Shaochun claimed that they would increase acquisitions of medium- and small-sized ERP manufacturers both at home and abroad to become a leader in the ERP market in the Asia Pacific region.

Founded in 1997, Godline is specialized at the development, promotion and service of ERP products for manufacturing industries. Now its business has covered six manufacturing segments, electric and electronic products assembly, hardware machinery, plastic & electronic, light source and lights, gifts and toys, cables and wires.

ERP software developers such as Kingdee and UFIDA are also facing another difficulty, higher costs resulting from huge investment in research and development.

In such case, some Chinese ERP software developers have quit their research and development and even were kicked out of the ERP sector to become resellers of foreign brands in China.

Industry analysts said that the only way out for Chinese ERP software developers is the ownership of core technologies in the long term.

(USD 1 = CNY 7.96)

From Nanfang Daily, Page 1, Thursday, September 28, 2006
info@SinoCast.com

Copyright (C) 2006 SinoCast LLC. All rights reserved

NetSuite's PRM Gets Another Sign-Up

By
Tom Keating
on September 29, 2006 12:48 PM | | Comments (0)
NetSuite's PRM Gets Another Sign-Up. Check it out:

CRM vendor NetSuite, Inc. has announced that ViewSonic Corp., a vendor of visual display products, has implemented NetSuite for complete partner relationship management, creating a portal which give partners 24/7 self-service access.



Channel partners account for more than 90 percent of ViewSonic's multi-billion dollar sales, its officials say, and provide the company with an understanding of the systems required to enhance partner communications.

ViewSonic has standardized its partner relationship management on NetSuite, allowing the company's partners to access a centralized self-service portal for all their channel sales needs.

Launched in February 2003, NetSuite's PRM capabilities are in their third generation of product development.

In fact yesterday NetSuite announced the "wide usage" of NetSuite for Partner Relationship Management (PRM), by such companies as Opal Telecom, a wholly owned subsidiary of The Carphone Warehouse Group plc and key UK resellers.

NetSuite deserves some kudos for this, for being one of the few high-profile CRM vendors also trying to keep a high profile in the significantly smaller PRM market.

Partner Relationship Management is basically CRM for businesses dealing with each other, it lets partners to do things like jointly manage leads and customers with their parent organization -- including lead registration, opportunity management, order management (entering orders, invoicing and billing).

Tools like NetSuite's have such features as Market Direct Fund (MDF) management, e-mail campaigns and customer service inquiries through a Dashboard with business intelligence and publishing capabilities.

There really aren't many other vendors in this space -- that well-known industry observer, CBRO's Staff Writer, has reported recently that the just-acquired PRM vendor Click Commerce "has grown, but remains a small player overall, with revenue of $59 million last year."

Acquisition by a manufacturer (Click Commerce was bought out by Illinois Tool Works) instead of a fellow software vendor, is "a mark of the depth of the problems vendors in the sector are facing as the market for independent supply chain management (SCM) and partner relationship management (PRM) solutions dries up," faithful scribe Staff Writer observes correctly.

NetSuite PRM+ includes a new Incentive Management tool for partners which can handle multi-level channel sales compensation plans and provide motivation to partner reps by allowing revenue share visibility.

The cornerstone of NetSuite's PRM products, company officials say, is "the collaborative web of processes for end-to-end business management that it enables inside the company."

In other words, NetSuite's PRM capabilities extend those processes to provide a platform for collaboration among the extended enterprise of partner channels. Companies get visibility into partner pipelines and forecasts because the opportunities are managed directly in the same system as their other sales, marketing, service and finance operations.

David Sims is a contributing editor for TMCnet. For more articles please visit David Sims’ columnist page.

LU alum, biz whiz speaks at university

By
Tom Keating
on September 29, 2006 12:48 PM | | Comments (0)
LU alum, biz whiz speaks at university. Check it out:
(Beaumont Enterprise, The (Texas) (KRT) Via Thomson Dialog NewsEdge) Sep. 29--Jack M. Gill spent about nine years in college earning degrees in chemistry, engineering and organic chemistry and today runs a $500 million venture capital firm and teaches entrepreneurship at Ivy League schools.



But the Lamar University alumnus never set foot in a business class, and as he told scores of young entrepreneurial hopefuls packed into the Galloway Business Building's Landes Auditorium on Thursday: They don't have to, either.

Becoming a successful entrepreneur has as much to do with a person's leadership qualities and interpersonal skills as with formal business education said Gill, the featured speaker for the Lamar Institute of Entrepreneurial Studies Executive Lecture Series.

"It's usually the people who are really bright but just a few notches below the highest guys in the class," Gill said. "It's not just native, raw intelligence that's going to get you there, it's a whole lot of things."

Studying successful business, political and cultural leaders throughout world history, Gill said education level is not the primary source of success for many of them.

All of those leaders, however, do share qualities such as confidence to take risks, the ability to attract and motivate people and, most of all, determination and what Gill termed "street savvy," which comes from life experiences.

Gill cited media mogul Oprah Winfrey, former presidents Ronald Reagan and Bill Clinton, and college dropouts Bill Gates of Microsoft and Michael Dell of Dell Computers as examples.

They, similar to many leaders who have excelled, have a "unique mix" of several different qualities other than intelligence, he said.

Allen Perkins, a junior music business major, said Gill's emphasis on leadership energized him.

"I actually own a book that describes exactly what he's talking about," said Perkins, 22. "Now I plan to put that book into action."

Perkins said he plans to apply Gill's lesson of listening to people who have expertise in areas Perkins might not be familiar with to accomplish his personal business goals.

"Now I have more confidence that I can use my ideas," Perkins said.

Lamar's next business lecture will be in November, College of Business dean Henry Venta said.

Rick Neal, Lamar alumnus and chief financial officer for McCoys Building Supply, will be the featured speaker for the ExxonMobil Executive in Residence Series, Venta said.

msmith@beaumontenterprise.com

(409) 880-0736

Copyright (c) 2006, The Beaumont Enterprise, Texas
Distributed by McClatchy-Tribune Business News.
For reprints, email tmsreprints@permissionsgroup.com, call 800-374-7985 or 847-635-6550, send a fax to 847-635-6968, or write to The Permissions Group Inc., 1247 Milwaukee Ave., Suite 303, Glenview, IL 60025, USA.

ISC2(R) Supports National Cyber Security Awareness Month

By
Tom Keating
on September 29, 2006 12:48 PM | | Comments (0)
ISC2(R) Supports National Cyber Security Awareness Month. Check it out:
PALM HARBOR, Fla. --(Business Wire)-- The International Information Systems Security Certification Consortium, Inc. ((ISC)2(R)), the non-profit global leader in educating and certifying information security professionals throughout their careers, today announced its support of National Cyber Security Awareness Month in October. This initiative is supported by the U.S. Congress and coordinated by the National Cyber Security Alliance (NCSA) to heighten public awareness of the critical role each citizen plays in protecting information assets. This year's theme is "Cyber Security. Make It a Habit."



"(ISC)2 is supporting National Cyber Security Awareness Month by asking our members to conduct a Cyber Security Awareness Day at their places of business to instill better cyber security habits throughout the enterprise that can be practiced throughout the year," said Pat Myers, CISSP-ISSMP, chairperson, board of directors, (ISC)2. "While it's been the conventional wisdom for years among cyber security professionals, it's become increasingly clear to the public-at-large in recent months that people inside an organization are often the most vulnerable link in securing information assets."

The official (ISC)2 kick-off for National Cyber Security Awareness Month is at the Secure DC event in Bethesda, Md. on Oct. 3 with opening remarks from (ISC)2 and NCSA executives. Attendees will have the opportunity to learn more about how to heighten awareness and implement online safety programs at work, home and school through fact sheets, DVDs and brochures that they can take with them, as well as attend sessions to gain insight into the latest information security issues, trends, threats and best practices.

In addition, (ISC)2 is offering its members printed and downloadable posters and online banners that can be used at conferences, workshops and other events, places of business, schools and other public venues to promote online safety. Members and others can access these tools at www.isc2.org/awareness.

"Protecting information assets is a top priority for business, government and individuals, and National Cyber Security Awareness Month is an effective avenue for (ISC)2 members to spread the message as to how their communities, organizations and employees can protect themselves from online threats and vulnerabilities," said Ron Teixeira, executive director of NSCA. "The active support and participation of people such as (ISC)2 members will greatly expand our efforts to increase public awareness of cyber safety."

For more information on National Cyber Security Awareness month, please visit www.staysafeonline.org.

About (ISC)2

The International Information Systems Security Certification Consortium, Inc. ((ISC)2(R)) is the internationally recognized Gold Standard for certifying information security professionals. Founded in 1989, (ISC)2 has certified over 45,000 information security professionals in more than 120 countries. Based in Palm Harbor, Florida, USA, with offices in Vienna, Virginia, USA, London, Hong Kong and Tokyo, (ISC)2 issues the Certified Information Systems Security Professional (CISSP(R)) and related concentrations, Certification and Accreditation Professional (CAP(CM)), and Systems Security Certified Practitioner (SSCP(R)) credentials to those meeting necessary competency requirements. The CISSP, CISSP-ISSEP(R) and SSCP are among the first information technology credentials to meet the stringent requirements of ANSI/ISO/IEC Standard 17024, a global benchmark for assessing and certifying personnel. (ISC)2 also offers a portfolio of education products and services based upon (ISC)2's CBK(R), a taxonomy of information security topics, and is responsible for the annual (ISC)2 Global Information Security Workforce Study. More information is available at www.isc2.org.

(C) 2006, (ISC)2 Inc. (ISC)2, CISSP, ISSEP, SSCP and CBK are registered certification marks and CAP is a service mark of (ISC)2, Inc.

CRM News for 29 September: Infusion Doing Well, Selectica Shaking Things Up

By
Tom Keating
on September 29, 2006 12:48 PM | | Comments (0)
CRM News for 29 September: Infusion Doing Well, Selectica Shaking Things Up. Check it out:

CRM news announced recently:

Selectica (News - Alert), Inc. a vendor whose sales execution and contract management products "provide a critical link between CRM and ERP to accelerate sales configuration," according to company officials, has shaken up its hierarchy.



Bill Roeschlein is the new Vice President and Chief Financial Officer, Terry Nicholson the new Chief Operating Officer of Contract Management Solutions and Steven Goldner the new Vice President, Engineering.

Stephen Bennion, Chairman and Chief Executive Officer said Roeschlein will be helping "further streamline our operations and develop a cost structure that is better aligned with our level of business activity." Goldner is charged with "optimizing our engineering operations and continuing to drive innovation in our enterprise and on-demand" products, and Nicholson will "oversee the continued development of our contract management business."

Selectica has also announced that John Fisher and Thomas Neustaetter have resigned from the Board of Directors, effective immediately. Both Mr. Fisher and Mr. Neustaetter indicated that they must end their board service in order to devote more time to the management of their respective venture capital firms.

…

Not much in the way of news, more like checking in, but officials of Infusion Software, a vendor of on-demand CRM solutions for "true" small businesses, would like you to know that its software Infusion CRM, a web-based sales and marketing solution, "continues to gain significant momentum with the small business market, resulting in recent increases."

Evidently, during the last 90 days, over 100 small businesses have selected Infusion CRM software to "better manage their sales leads, automate their contact management and business processes."

And as part of "heightened customer demand," Infusion has increased its workforce in the last 90 days by 10 percent, "adding five new employees to the Customer Loyalty, Technology, and Marketing and Sales departments."

"The company's growth indicates that we're gaining traction among our core customers of small businesses, those organizations doing $25 million and less in revenue," said Clate Mask, president of Infusion Software.

David Sims is a contributing editor for TMCnet. For more articles please visit David Sims’ columnist page.

 

METI eyes loans, consultation to give small firms 'second chance'+

By
Tom Keating
on September 29, 2006 12:47 PM | | Comments (0)
METI eyes loans, consultation to give small firms 'second chance'+. Check it out:
(Japan Economic Newswire Via Thomson Dialog NewsEdge) TOKYO, Sept. 29_(Kyodo) _ The Ministry of Economy, Trade and Industry, which oversees policies to support small businesses, is seeking a new loan system and consultation services to give failed entrepreneurs a "second chance," ministry officials said Friday.



The Small and Medium Enterprise Agency under METI has urged the government to create a special loan and credit guarantee system to encourage those who once failed in their businesses to make a fresh try, they said.

The agency has also made a budgetary request of 1.4 billion yen for fiscal 2007 to offer consulting services at 280 places across Japan. Registered lawyers, accountants and tax experts will give advice to troubled small business operators, according to the officials.

The policies are in line with a pledge by new Prime Minister Shinzo Abe to realize a society in which struggling people can have second chances.

Compared with the United States, the percentage of those who go on to start another business after going bankrupt is smaller in Japan, due mainly to difficulties in raising funds to make a fresh try, the officials said.

Copyright 2006 Kyodo News International, Inc.

Contact Center News for 29 September: Cistera, Integrated, Matrix.

By
Tom Keating
on September 29, 2006 12:47 PM | | Comments (0)
Contact Center News for 29 September: Cistera, Integrated, Matrix.. Check it out:

Contact center news announced recently:

Cistera Networks (News - Alert), Inc., a vendor of IP phone platforms and application engines in the Enterprise VoIP Telephony environment, has announced that four more local and state government agencies have selected Cistera ConvergenceServers.



The new customers include the Florida Senate, Alabama Department of Public Health, San Mateo, California Transit Authority and Wayne Township, Indiana Fire Department.

Company officials believe more government agencies are choosing Cistera's solutions because "they solve real-world problems for public safety, transit authorities, legislatures and first responders."

Cistera has already installed their products for 20 city, county and state government entities. The District of Squamish in British Columbia, Canada, where you might have your summer house, was the first to use Cistera's LandMobileRadioConnect to integrate two-way radios into a Cisco IP Telephony deployment.

And the City of Georgetown, Texas, where you assuredly do not have your summer house, uses RapidBroadcast to send pre-recorded and live broadcasts and text alerts to IP phones in its city offices, police and fire departments.

…

Integrated Software Development Ltd., a vendor of enterprise software aimed at small- and medium-sized enterprises, has announced that Matrix IT Integration and Infrastructure Ltd., an Israeli IT company, has pre-purchased a pilot project for Benefit's CRM module.

 

Shimon Biton, Head of Services and Integration at Matrix, said the company is initiating a pilot of the Benefit Mobile module" to enable all the company's project and contract managers, and company engineers who are out of the office, to receive task and work-related data in real time directly on the cellular phones."

Using this system, work-related data, including work hours, travel time, expenses, items for delivery, and other information, are automatically updated in real time.

This "allows us to shift our operations from our desktop computers to our cellular phones, which we use as computers for all intents and purposes. We hope this will be a genuine revolution in the way we do work and will bring us a giant step forward in customer relationship management," Biton said.

Matrix plans to commence a pilot program including 50 office-based users and 150 cellular-phone based users. The system also automatically updates the company's financial system, which Matrix developed in-house.

David Sims is a contributing editor for TMCnet. For more articles please visit David Sims’ columnist page.

StreamFoundry Signs Reseller Agreements with IBM Tivoli and Vaultus Mobile Technologies

By
Tom Keating
on September 29, 2006 12:47 PM | | Comments (0)
StreamFoundry Signs Reseller Agreements with IBM Tivoli and Vaultus Mobile Technologies. Check it out:
NEWTON, Mass., Sept. 29 -- StreamFoundry (SF), IBM Tivoli and Vaultus Mobile Technologies have gone to great lengths to build the world's first IT Service Management (ITSM) solution for IBM System z(TM) customers. Coined ITSM for System z(TM) (http://www.itsm-for-z.com/), the solution combines SF's best-of-breed web-based problem, incident, change, and request management applications with IBM Tivoli's top-selling OMEGAMON(R) and NetView(R) performance tools accessible through web and mobile devices.



This partnership serves two purposes. It provides System z(TM) enterprises with the best of SF and IBM's System z(TM) tools in an integrated package, and makes these tools available through three different access points:

-- The IBM Tivoli Enterprise Portal (TEP) - a web-based dashboard
front-end ideal for managers looking for high-level reports
-- SF's CMS web-interface for end-users managing problems and changes
-- Vaultus' Tivoli Pocket Portal for field technicians and mobile
workers

"We are thrilled to not only integrate, but also sell the System z(TM) assets of IBM Tivoli with our own. Collectively, we offer enterprises the most comprehensive System z(TM) offering for service desk environments," StreamFoundry CEO Doug Shute said. "To extend this environment beyond the service desk through Vaultus' Tivoli Pocket Portal is an added bonus."

In addition to the System z(TM) tools, IBM has also provided StreamFoundry with the ability to resell its Change and Configuration Management Database (CCMDB) application. The CCMDB delivers a federated approach to an enterprise's existing configuration databases.

"The CCMDB fits well with our strategy of service desk centralization," Shute said. "When you combine the SF and Tivoli System z(TM) tools for service support and service delivery with the ability to interface to a centralized configuration management system, the result is greater accountability and quality of service."

ITSM for System z(TM) takes the years of process and workflow know-how stored within an enterprise's core mainframe systems empowering web and mobile applications. The result is a much more flexible, adaptable service desk freed from the limitations of a distributed architecture and able to meet the demands of an ever-changing IT environment at a fraction of the cost to maintain and operate. This is the ITSM for System z(TM) approach.

About StreamFoundry
Advanced IBM Business Partner StreamFoundry (http://www.streamfoundry.com/) enables On Demand and ITIL with a portfolio of web-based software and services that manage and optimize mainframe enabled problem, change, incident, request and customized "vertical" applications and processes. The world's largest bank calls StreamFoundry's CMS the fastest, most reliable and scalable IT service management suite in the industry.

About Vaultus Mobile Technologies
Vaultus is a mobile software company that enables companies and software providers to leverage the benefits of BlackBerry, Treo, and Windows Mobile devices - beyond email. Vaultus' award-winning Mobile Application Platform enables workers to have instant access to their sales/CRM, reports, help desk, and other applications and portals. "Enterprise mobility. Simple and Secure."

About IBM
IBM is the world's largest information technology company, with 80 years of leadership in helping businesses innovate. Drawing on resources from across IBM and key Business Partners, IBM offers a wide range of services, solutions and technologies that enable customers, large and small, to take full advantage of the new era of e-business.

IBM, Tivoli, OMEGAMON and NetView are trademarks or registered trademarks of International Business Machines Corporation.

To learn more about any of the above solutions, please contact:

Marc Heimlich
800-220-5778 Ext. 1103
inquiries@streamfoundry.com

This release was issued through eReleases(TM). For more information, visit http://www.ereleases.com/.

StreamFoundry, Inc.

CONTACT: Marc Heimlich of StreamFoundry, Inc., 1-800-220-5778 Ext. 1103,or inquiries@streamfoundry.com

Web site: http://www.streamfoundry.com/http://www.itsm-for-z.com/

Domin-8 Enterprise Solutions Adds New Rural Housing Processing Features to RealProperty PLUS

By
Tom Keating
on September 29, 2006 12:47 PM | | Comments (0)
Domin-8 Enterprise Solutions Adds New Rural Housing Processing Features to RealProperty PLUS. Check it out:
CINCINNATI --(Business Wire)-- Domin-8 Enterprise Solutions(TM), a leading provider of advanced property management software and services for the property management industry, today announced the addition of new Rural Housing Processing features to its RealProperty PLUS solution, formerly known as PMAS. The new features are designed to provide RealProperty PLUS customers with full compliance of USDA, Rural Housing Service and MINC guidelines set to be enforced next month.



With the addition of new and updated features, RealProperty PLUS allows property managers to produce forms and reports that comply with the newly unveiled guidelines. Specifically, RealProperty PLUS now allows property managers to easily generate and store form letters for 30/60/90/120 day notices notifying subsidy tenants of their annual recertification date. In addition, updated features include reports with renamed fields that comply with government guidelines. For a full list of detailed feature updates, go to www.pmas.com.

"Through consistent and timely product updates, Domin-8 proves its commitment to listening to the needs of its customers and meeting compliance requirements for new and revised government guidelines," said Denis Clark, vice president of marketing for Domin-8. "We are pleased to announce a significant number of enhancements to the RealProperty PLUS solution, providing comprehensive capabilities not found in competitive solutions."

About Domin-8 Enterprise Solutions

Domin-8 Enterprise Solutions is a leading provider of integrated software and services for the property management industry. Domin-8 offers a portfolio of advanced solutions for all types and sizes of property management companies - market rate and affordable (Tax credit, HUD, HOME Bond and Rural); student, senior and military; commercial and retail. Domin-8 also delivers a full suite of tightly integrated Value-Added Services such as background screening, renters insurance, electronic payments and resident mail, giving owners and managers a single point of control for every aspect of property management. In 2006 Domin-8 has acquired American Computer Software, PMAS and Logicbuilt. Domin-8 offers a complete portfolio of training, implementation and support services. For more information, go to www.domin-8.com.

(C) Copyright DOMIN-8 Enterprise Solutions. All rights reserved.

Halo Technology Holdings to Host Fourth Quarter 2006 Conference Call

By
Tom Keating
on September 29, 2006 12:46 PM | | Comments (0)
Halo Technology Holdings to Host Fourth Quarter 2006 Conference Call. Check it out:
GREENWICH, Conn. --(Business Wire)-- HALO Technology Holdings (OTCBB: HALO) today announced that it will release financial results for the fiscal year ended June 30, 2006 before the markets open on Thursday, October 12, 2006. HALO will also host a conference call at 11:00 a.m. Eastern. During the call, Ron Bienvenu, chairman and chief executive officer, and Mark Finkel, president and chief financial officer, will discuss the Company's quarterly and annual performance and financial results. The telephone number for the conference call is (706) 643-0996.



A live webcast of the call will also be available on the company's website www.haloholdings.com. To listen to the live call online, please visit the site at least 10 minutes early to register, download and install any necessary audio software. The webcast will be archived on the site, and a telephone replay of the call will be available for seven days beginning at 2:00 PM Eastern time, October 12, at 706-645-9291, using conference ID #7539027.

About HALO Technology Holdings HALO Technology Holdings, Inc. is a global provider of a diversified range of standards-based enterprise software applications and on-demand solutions. HALO's strategy is to acquire and operate private and public enterprise software companies with a commitment to sustainable growth. HALO portfolio companies focus on customer service, product quality and profitability to build long term customer relationships and ensure customer satisfaction today and into the future. Everyday, leading corporations and institutions, including companies like IBM, Phillip Morris, John Deere, Merck, Boeing, Bacardi, Motorola, The Home Depot, Southern Company and thousands more, rely on our portfolio companies to deliver high quality, enterprise class software and services on a global basis. For more information, please see our website at www.haloholdings.com.

FrontRange Wins 2006 TMC(TM) Labs Innovation Award

By
Tom Keating
on September 29, 2006 12:46 PM | | Comments (0)
FrontRange Wins 2006 TMC(TM) Labs Innovation Award. Check it out:
DUBLIN, Calif. --(Business Wire)-- GoldMine(R) IP Voice Suite from FrontRange Solutions has received a 2006 TMC(TM) Labs Innovation Award presented by Technology Marketing Corporation (TMC.) In bestowing the honor, Tom Keating, Chief Technology Officer of TMC and Executive Technology Editor of TMC Labs, wrote: "GoldMine IP Voice Suite is a unique customer interaction solution that combines IP telephony and CRM into a single, comprehensive solution."



According to Keating: "The TMC Labs Innovation Award's sole purpose is to distinguish products and services that have unique features and that often help to carve out a new market niche or start a trend. This award is also about recognizing products and services with creative and ground-breaking features their competitors' solutions often lack."

GoldMine IP Voice Suite delivers an enterprise-class VoIP telephony application that includes full integration to GoldMine(R) Corporate Edition CRM to help companies elevate the quality of interactions with their customers, which in turn boosts sales, increases customer loyalty and raises the productivity of service teams. The product includes an advanced, software-based IP telephony system (FrontRange(TM) IP Office) with Unified Messaging, Auto Attendant, inbound and outbound productivity applications, as well as easy to use management tools.

"Our solutions aim to enable companies to boost revenue by increasing their close ratio on sales," said Kevin Smith, FrontRange Vice President of Products. "By bringing together the two most powerful business tools for customer contact into one solution, GoldMine IP Voice Suite helps deliver on that promise."

The Innovation Award is the second such honor for GoldMine IP Voice Suite in as many months. In August, the solution received the 2006 IP Contact Center Technology Pioneer Award presented by Technology Marketing Corporation's Customer Inter@ction Solutions(R) magazine (http://www.cismag.com/).

The TMC Labs Innovation Award winners are featured in the September 2006 issue of Customer Inter@ction Solutions magazine and online at http://www.tmcnet.com/call-center/0906/labs-innovation-awards-0906.htm .

About FrontRange Solutions

FrontRange Solutions develops award-winning software and solutions used by more than 130,000 companies and over 1.7 million seats worldwide to manage a wide variety of business relationships and provide exceptional service. FrontRange product families are designed to optimize customer investment by their interoperability, specifically for small-to-medium-enterprise (SME) and distributed enterprise organizations.

Solution families are defined by three customer-centric market areas: Customer Relationship Management (CRM) including GoldMine(R); IT Service Management including the HEAT(R), ITSM and Infrastructure Management product lines; and Communication Interaction Management, including IP Office, GoldMine(R) IP Voice Suite and IP Contact Center. This comprehensive product set provides a unique customer service and support scenario, unrivaled in the market today.

Customers representing 44 percent of the Fortune 100 and 76 percent of the FTSE 100, include Coca-Cola, Shell Oil, Prudential Securities, Electricite de France, Mack Trucks, Campbell Soup, Avaya, Bechtel Corp, Bank of America, and Turner News Network. For more information, call (800) 776-7889 or visit www.frontrange.com.

GoldMine, HEAT and other FrontRange Solutions products, brands and trademarks are property of FrontRange Solutions USA Inc. and/or its affiliates in the United States and/or other countries. Other products, brands and trademarks are property of their respective owners/companies.

Mahindra & Mahindra acquires controlling stake in Jeco (Inder steigen bei deutschem Zulieferer ein)

By
Tom Keating
on September 29, 2006 12:46 PM | | Comments (0)
Mahindra & Mahindra acquires controlling stake in Jeco (Inder steigen bei deutschem Zulieferer ein). Check it out:
(Financial Times Deutschland Via Thomson Dialog NewsEdge) Mahindra & Mahindra (M&M), the Indian conglomerate, is acquiring a controlling stake in Jeco, the German automotive component manufacturer. It is acquiring a 67.9 per cent stake at an enterprise value of around 140m euros.



The acquisition is expected to boost the Indian company's range of automotive components.

Abstracted from Financial Times Deutschland

Copyright 2006 The Financial Times Limited. All rights reserved.

8x8 Chairman & CEO to Deliver Keynote Address at Internet Telephony Conference & Expo

By
Tom Keating
on September 29, 2006 12:46 PM | | Comments (0)
8x8 Chairman & CEO to Deliver Keynote Address at Internet Telephony Conference & Expo. Check it out:
SANTA CLARA, Calif., Sept. 29 -- 8x8, Inc. , provider of Packet8 residential, business and video Voice over Internet Protocol (VoIP) phone services, today announced that Chairman and CEO Bryan R. Martin will deliver the opening Keynote Address at the Internet Telephony Conference and Expo, October 10-13, 2006 at the San Diego Convention Center in San Diego, California.



Mr. Martin's presentation will take place on Tuesday, October 10 at 11:30 a.m. PDT. His address will summarize the tremendous progress that has been made in the first decade of the IP communications revolution and offer insight into how the VoIP industry can expand the boundaries of innovation in applications and services that were never realized in the legacy, copper networks of the "Ma Bell" era. Mr. Martin was recently named one of the "Top 100 Voices" in IP Communications, as selected by the editorial team of Internet Telephony magazine. More information about the Internet Telephony Conference & Expo can be found at http://www.tmcnet.com/voip/conference/ .

About 8x8, Inc.
VoIP (Voice over Internet Protocol) service provider 8x8, Inc. offers internet-based telephony solutions (http://www.packet8.net/ ) for individual residential and business users as well as small- to medium-sized business organizations. In addition to regular Packet8 VoIP service plans priced as low as $19.99 per month for unlimited anytime calling to the U.S. and Canada, 8x8 offers the Packet8 DV 326 VideoPhone, the industry's first stand-alone broadband consumer videophone, and accompanying monthly service plans also priced at $19.99 per month. Packet8 Virtual Office, 8x8's VoIP system for small- to medium-sized businesses, is a hosted PBX solution comprised of powerful business class features. Companies subscribing to Virtual Office pay just $39.99 per month per extension for enterprise class PBX functionality along with unlimited local and long distance calling in the U.S. and Canada. Packet8 Softalk(TM), 8x8's PC-based soft phone client, offers high quality voice and video in-network calling as well as outbound calling to the PSTN. For additional company information, visit 8x8's web site at http://www.8x8.com/ .

NOTE: 8x8, the 8x8 logo, Packet8, the Packet8 logo and Packet8 Virtual Office are trademarks of 8x8, Inc. All other trademarks are the property of their respective owners.

8x8, Inc.

CONTACT: Joan Citelli of 8x8, Inc., +1-408-687-4320, orjcitelli@8x8.com

Web site: http://www.packet8.net/http://www.8x8.com/

Portellus Makes Web-Based Correspondent Transaction Management Solution Available

By
Tom Keating
on September 29, 2006 12:46 PM | | Comments (0)
Portellus Makes Web-Based Correspondent Transaction Management Solution Available. Check it out:
IRVINE, Calif. --(Business Wire)-- Portellus Inc., a leading provider of technology solutions for the financial services industry, announced that its correspondent origination and investor transaction management solution is now commercially available for general market evaluation and licensing. The solution enables correspondents or conduits to offer a seller-facing portal that enables secondary market participants to electronically submit data on flow, bulk and mini-bulk delivery. Additionally, the platform also provides more robust modules for managing forward and master commitments.



Portellus' correspondent transaction management solution works in conjunction with its enterprise rules management (ERM) system to deliver instant product eligibility; best-ex pricing; automated underwriting approvals complete with stips and conditions; rate locking and extensions; exceptions management; and up-to-date pipeline visibility and status. The solution streamlines the e-delivery of loans with common attributes, improves the consistency and accuracy of investor due diligence, and accelerates the processing and acquisition of loans by secondary market investors/participants.

The solution is currently in use by Clayton Services, one of the largest providers of mortgage-based due diligence, who engaged and collaborated with Portellus in October of 2005 to use the system to enhance its conduit services technology business. It is also in production with a tier one Wall Street firm and a top five mortgage banker.

"The complex automation this solution offers is changing the way buyers and sellers do business on the secondary market," said John N. Le, chairman and CEO of Portellus. "Investor and lender profits are being pinched, and now more than ever sustainability is about data quality, compliance and due diligence. Portellus' correspondent solution offers the respective clients of secondary market investors an alternative to the capital intensive business of delivering in bulk and mini-bulk. Conversely, these same investors are now afforded an opportunity to service a broader market of small-to-midsize sellers with a higher margin market opportunity in the flow business. Because our solution is already in use by several of the industry's biggest names, it is tried, tested and trued."

Driving the intelligence behind Portellus' correspondent solution is the company's ERM system, which houses investor-specific underwriting guidelines to govern loan quality and return instant decisioning to sellers via the portal. The back-end system empowers non-technical business users with the ability to maintain changes to products, pricing and underwriting guidelines in plain English via a simple user interface.

Officials at Portellus say the solution creates ease of deal structuring, facilitates seller-investor trust and establishes a new medium to reach more sellers and buyers. As a result, loan quality is controlled for investors and the funding process is dramatically accelerated for sellers.

About Portellus

Headquartered in Irvine, Calif., Portellus Inc. is a leading provider of next-generation technology solutions for the financial services and insurance industries. The company's Decision Management, Enterprise Rules Management (ERM), Loan Origination and Portal solutions utilize a service-oriented approach to deliver loosely coupled applications and flexible solutions, enabling clients to gain competitive advantages, reduce costs, mitigate risk, increase profitability, comply with regulatory requirements and swiftly respond to changing marketplace conditions. For more information, visit www.portellus.com or call 949-250-9600.

Portellus will be offering demonstrations of its correspondent solution at the 93rd Mortgage Bankers Association Exposition and Conference in Chicago, October 22 - 24, in its private meeting room. Contact the company to arrange a discussion time at 949.250.9600, ext. 2250 or e-mail them at info@portellus.com.

China's M-Commerce Generates CNY5.8bn Output Value in 2005

By
Tom Keating
on September 29, 2006 12:45 PM | | Comments (0)
China's M-Commerce Generates CNY5.8bn Output Value in 2005. Check it out:
(SinoCast Via Thomson Dialog NewsEdge) BEIJING, Sep 29, 2006 (SinoCast via COMTEX) --Mobile commerce is leading the tide of Internet and enterprise management and becomes a shining sector of IT market growth, along with the increasing need for mobile office and real-time management and communication.



CCID Consulting, a leading IT market researcher in China, says in a report that excluding hardware, the mobile commerce industry generated total output value of CNY 5.85 billion (USD 1 = CNY 8.00) in 2005, increasing 19.4% from a year earlier.

The growing speed is lower than other sectors of mobile telecom industry and the mobile telecom carriers' revenue made up 69.3% of the total output value. The other parts in the chain of mobile commerce have not fully realized their value.

When the 3G era comes, the advanced technologies will facilitate the development of mobile commerce, which just includes four parts at present: short messaging service, mobile payment, mobile e-mail, and mobile searching service.

From eNet, Page 1, Thursday, September 28, 2006
info@SinoCast.Com

Copyright (C) 2006 SinoCast, All rights reserved

Minister scolds laggardly financiers

By
Tom Keating
on September 29, 2006 12:45 PM | | Comments (0)
Minister scolds laggardly financiers. Check it out:
(The Herald Via Thomson Dialog NewsEdge) SCOTTISH financiers came under fire from the man in charge of official efforts to improve Scotland's anaemic growth rate for allegedly not doing their bit to boost the economy.

Nicol Stephen, minister for enterprise, said private sector funders were hampering the drive to improve the number of successful start-ups by starving companies of the kind of risk capital that could make a vital difference to early-stage ventures.



He used an address to the globalscot conference of successful Scots to reopen the debate about the adequacy of private support for Scotland's hopefuls.

Small business lobbyists have complained about an "equity gap" affecting small firms that slipped beneath the radar of venture capitalists, which they say are focusing on big deals.

Some specialists in areas like technology say they have plenty of money to invest in small fry with the potential to achieve rapid growth but can not find enough good firms to back.

However, noting that the Scottish Executive had committed public sector funds to leverage in private sector money through the Scottish Coinvestment Fund, Stephen said: "Lots of people will tell you there's a shortage of good ideas and good management teams; I disagree with that.

"Some of our companies struggle to achieve that initial venture capital investment."

Highlighting the fact that on some measures investment by Scottish businesses in research and development that may be essential to improving productivity lagged well beyond more successful areas, he pointed the finger again. "In Scotland it tends to be . . . that R&D is often an area you want to be able to put a red line through. That is very dangerous and shortsighted and ultimately damaging for the economy."

The criticisms got short shrift from the venture capital industry. "As an industry we invest in every sector of the economy across all regions. In 2005, in Scotland we invested GBP114m in 96 companies, " said the British Venture Capital Association. "We are always looking to make a good investment. If the opportunity is there we will take it."

Copyright 2006 Newsquest Media Group Source: Financial Times Information Limited - Europe Intelligence Wire.

SNP plans to cut rates for small businesses

By
Tom Keating
on September 29, 2006 12:43 PM | | Comments (0)
SNP plans to cut rates for small businesses. Check it out:
(The Herald Via Thomson Dialog NewsEdge) THE SNP yesterday announced plans to cut rates for small businesses, and the party's enterprise spokesman, Jim Mather, told parliament the small business bonus scheme would make the Scottish economy more competitive.



He told MSPs that red tape would also be reduced, with small businesses only having to apply for this on a fiveyearly basis to coincide with revaluation.

"Scotland can grow, Scotland can move forward. People are coming to that conclusion right, left and centre, " he said.

Mather added that Scottish Enterprise chairman John Ward had recently claimed that a 3.5-per cent rate of growth is required. He said: "That requires radical change.

"Our proposals are putting that radical change in place and we are persuading more and more people that we can end an era of relative decline which has lasted all my business lifetime.

"We are entering an era where we can have perpetual improvement and the personal and national economic cakes get progressively bigger."

He said this was in line with the success which Ireland has seen in recent years. "We can match what Ireland's doing because we are starting from a better place. We've got better infrastructure. We've got better and more universities, we've got stronger industry sectors and we've got fantastic natural resources, " he said.

A key objective for an SNP administration would be to become one of the top 15 most competitive countries in the western world and matching the 4-per cent per annum growth of small European nations, he added.

The SNP claims that its new small business bonus scheme will abolish business rates for 120,000 companies across the country.

Under the plans, business rates for firms with a rateable value of GBP8000 a year or less would be abolished.

Businesses with a rateable value of GBP8000 to GBP10,000 a year would get rates relief of 50-per cent while those with a rateable value of between GBP10,000 and GBP15,000 would have their bills cut by 25-per cent.

Mather also said that reducing the application for the scheme to once every five years, it would save the sector GBP10m.

Deputy Enterprise Minister Allan Wilson told the chamber that 98-per cent of Scottish firms fell into the small business category.

He claimed that the Scottish economy has performed well, with a GDP growth over the year to the first quarter of 2006 of 1.9-per cent.

He said: "This is above our long-term annual average and our most recent quarterly growth rate of 0.5-per cent is the strongest first-quarter performance for the Scottish economy since 2001.

"The Scottish labour market continues to perform exceptionally well, with over 160,000 Scots having entered employment since the creation of the Scottish parliament.

"Employment levels are at their highest since quarterly records began."

The minister added that 40-per cent of all private sector jobs were in small businesses.

Scottish corporate statistics show that the number of small businesses has risen from 226,510 in 1999 to 264,660 in 2004.

Total employment in small businesses is now 759,500.

He said: "That's real progress. That's real people in real, growing small businesses here in Scotland.

"Those businesses have an encouraging turnover of some GBP52bn here in Scotland and those are all positive aspects of our support for Scottish businesses."

Since 2003, about 70-per cent of nondomestic subjects in Scotland have benefited from a rates reduction of up to 50-per cent, the minister added, through the small business rates relief scheme.

"I believe that we have devised a scheme which significantly assists those small businesses who need help with paying their rates bill, " he said.

Copyright 2006 Newsquest Media Group Source: Financial Times Information Limited - Europe Intelligence Wire.

CNSIC and Shanghai Chlor-Alkali Invest in Salt Chemical Base

By
Tom Keating
on September 29, 2006 12:41 PM | | Comments (0)
CNSIC and Shanghai Chlor-Alkali Invest in Salt Chemical Base. Check it out:
(SinoCast Via Thomson Dialog NewsEdge) SHANGHAI, Sep 29, 2006 (SinoCast via COMTEX) --Zhenjiang Salt and Chemical Co. Ltd of China National Salt Industry Corporation (CNSIC), which is the largest salt production and sales enterprise in Asia, Shanghai Chlor-Alkali Chemical Co., Ltd, the leading company in China's chlor-alkali industry, and Dantu District People's Government have reached an Agreement on Salt and Alkali Integration Project, to invest CNY 2.8 billion in establishing the largest salt chemical base in domestic China.



This project can be divided into two phases. Phase I project includes installation of vacuum salt making plant, brine mining and transportation project, diaphragmatic alkali plant, thermal power plant and corresponding wharf and utility facility. Phase II project includes ion membrane caustic soda plant and propylene oxide plant.

From stocknews.com.cn, Page 1, Thursday, September 28, 2006
info@SinoCast.Com

Copyright (C) 2006 SinoCast, All rights reserved

Leading Industry Visionaries and Global Customers to Deliver Real-World Best Practices at Plateau's 11th Annual User Conference

By
Tom Keating
on September 29, 2006 12:41 PM | | Comments (0)
Leading Industry Visionaries and Global Customers to Deliver Real-World Best Practices at Plateau's 11th Annual User Conference. Check it out:
ARLINGTON, Va. --(Business Wire)-- Plateau Systems, a leading provider of software for developing, managing and optimizing organizational skills and talent, today announced its 11th annual user conference, Insights 2006. The conference, themed "Building a High Performance Workforce," will be held October 15-18 at Disney's Contemporary Resort in Orlando, and will feature an extensive customer-focused agenda with an impressive line-up of industry visionaries, customer presenters as well as hands-on educational tracks.



More than 200 customers are expected to attend the invitation-only conference which will also include the presentation of Plateau's annual Customer Excellence Awards. The company announced that it has received a record number of entries for the prestigious awards, which will be announced at the Insights Gala, sponsored by Deloitte at Disney's Animal Kingdom(R). Deloitte again heads an impressive list of Plateau partners scheduled to participate and exhibit, including WeLocalize, WebEx, Adobe and Thomson NETg.

Keynote Speakers

Featured keynote speaker Claire Schooley, senior analyst in Forrester's Information Delivery Research Group, will discuss the challenges of a dynamic workforce and the critical role learning, performance management, and succession planning play in addressing these challenges. Plateau executives including Paul Sparta, chairman and chief executive officer; Ed Cohen, chief technology officer; Joe Herman, senior vice president of product management and alliances; and Shelly Heiden, senior vice president of Plateau Global Services, will deliver keynote presentations focusing on Plateau's vision, product roadmap and customer innovation. Industry thought leaders and Plateau customers from pioneering global organizations including GE and The Walt Disney Company, and leading government agencies including NASA and the U.S. Air Force, will present case studies and best practices that focus on how Plateau is helping them create a high performance workplace.

-- Claire Schooley, Senior Analyst in Forrester's Information Delivery Research Group, will deliver a keynote entitled "Preparing for Future Workforce Transformation" focused on how effective learning, performance management, and succession planning strategies can help organizations address the challenges surrounding their changing workforce.

-- Colonel Thomas Giattino, U.S. Air Force, Chief, Aircrew Training & Standardization Division for AETC, will discuss best practices for leveraging Plateau's flexible software delivery options to deploy large-scale global training programs to service personnel worldwide.

-- Jill Honerlaw from GE will present "The Value of Integrated Learning and Performance" which will highlight the integrative advantages and cost/time savings benefits of deploying a unified learning and performance management solution that leverages a single data repository for both applications.

-- Barbara Howes, vice president, Enterprise Learning Strategy, The Walt Disney Company, will deliver a presentation titled, "Enterprise Learning Vision & Best Practices at Disney," highlighting lessons from Disney's recently launched enterprise-wide learning management system and discussing how it has enabled the company to align employee career development with the company's strategic initiatives."

-- Jason Averbrook, CEO of Knowledge Infusion, will present "Market Trends in Talent Management," which will explore the necessity for and benefits of aligning strategic corporate goals with individual results, with an emphasis on how a holistic view of people, processes, technology can enable organizations to achieve organizational success.

Attendees will enjoy access to more than 30 additional presentations focused on various aspects of Talent Management, including learning, performance, talent management, competencies and development, training, technology integration (including SCORM, AICC, hosting and infrastructure design, software validation and implementation). Conference sessions are aligned across three tracks - Learning, Performance, and Products & Services and will feature real-world customer case studies presented by HR and learning practitioners as well as developer and consultant-led product education sessions. To view the full conference agenda, visit http://www.plateau.com/insights/agenda.htm

Sessions will include the following topics:

-- Performance Management Trends and Systems

-- On-Demand Talent Management Suites

-- Integrated Learning and Performance

-- Competency-Based Talent Management Systems

-- Best Practices for leveraging Learning and Performance

-- Learning Management in Federal and Local Law Enforcement

-- Next Generation Content Integration

-- Skills and Competency Development for the Real-World

Sponsors & Partners

Plateau consistently leverages its alliances with leading business partners to deliver best-in-class solutions to its customers. Throughout the conference, attendees will have access to the Insights Partner Expo, featuring the latest in learning and IT solutions from Plateau's alliance partners. For a complete list of Insights sponsors and exhibitors, please visit http://www.plateau.com/insights/expo.htm

For complete event details and registration information, please visit the Plateau Insights 2006 Web site at http://plateau.com/insights

About Plateau

Plateau is a leading provider of adaptable Web-based software for developing, managing and optimizing organizational skills and talent to increase workforce productivity and business operations performance. Plateau's software is being used by some of the world's largest, most successful enterprises, including the American Red Cross, General Electric, Internal Revenue Service, and Wendy's International. Industry analysts, including Forrester Research and Bersin & Associates, have rated Plateau a leader in functionality, technology, and customer satisfaction. The company is headquartered in Arlington, Va. For more information, please visit www.plateau.com

Kyodo economic news summary -6-+

By
Tom Keating
on September 29, 2006 12:40 PM | | Comments (0)
Kyodo economic news summary -6-+. Check it out:
(Japan Economic Newswire Via Thomson Dialog NewsEdge) TOKYO, Sept. 29_(Kyodo) _ ---------- Mitsui Chemicals to buy Daiichi Sankyo's pesticide unit

TOKYO - Mitsui Chemicals Inc. said Friday it will buy Daiichi Sankyo Co.'s pesticide manufacturing unit Sankyo Agro Co. with the aim of strengthening its agrichemical business.

Mitsui Chemicals said it has reached an agreement with the Daiichi Sankyo group to purchase all outstanding shares in Sankyo Agro, with the stock transfer scheduled for March 30 next year. The company declined to reveal the acquisition cost.



---------- Japan's housing starts up 1.8% in Aug., 1st rise in 2 months

TOKYO - Japanese housing starts in August rose 1.8 percent from a year earlier to 111,187 units for the first increase in two months, the Ministry of Land, Infrastructure and Transport said Friday.

The ministry attributed the rebound to increases in starts of both owner-occupied houses and homes for sale, which outweighed the effects of a decline in starts of homes for rent.

---------- Takefuji to stop having borrowers' lives insured

TOKYO - Consumer loan firm Takefuji Corp. said Friday it will stop on Sunday the practice of having borrowers' lives insured, and will not purchase such policies for new lending contracts as of Nov. 1.

The announcement came after consumer loan companies were criticized for using borrowers' lives to recover loans. The firms have bought group life insurance contracts upon lending to borrowers in a bid to recover loans in the form of insurance money when borrowers die before completing repayments.

---------- Japan stays out of currency markets in Sept. for 30th month

TOKYO - Japan's currency authorities did not intervene in foreign exchange markets in September for the 30th straight month, the Finance Ministry said Friday.

The ministry said it conducted no market intervention via the Bank of Japan from Aug. 30 to Sept. 27, extending the intervention-free period since March 17, 2004.

---------- Mitarai, 3 others named for key gov't economic panel

TOKYO - Chief Cabinet Secretary Yasuhisa Shiozaki said Friday the government has picked Japan Business Federation Chairman Fujio Mitarai and three others as new private-sector representatives at its powerful Council on Economic and Fiscal Policy.

The other three are Uichiro Niwa, chairman of trading house Itochu Corp., Takatoshi Ito, professor at the University of Tokyo Graduate School of Economics, and Naohiro Yashiro, professor of economics at the International Christian University.

---------- Toshiba to recall 830,000 Sony-made batteries for computers

TOKYO - Toshiba Corp. said Friday it will recall about 830,000 lithium-ion batteries made by Sony Corp. for its notebook personal computers on a global basis.

Toshiba's move, the first among Japanese computer makers, will deal another blow to Sony and is likely to prompt other laptop manufacturers to recall some of their products on concerns over possible overheating.

---------- Japan needs to amend negative views on foreign labor: experts

TOKYO - Experts including a former Tokyo Regional Immigration Bureau chief agreed Friday in a symposium that more Japanese need to have a positive image toward foreign workers.

"Japanese people need to welcome" foreign workers as we "receive them as helpers" for solving issues related to Japan's declining population, Hidenori Sakanaka, who retired from the Justice Ministry last year, said at the symposium held in Tokyo.

---------- Yoshinoya lowers interim earnings estimate

TOKYO - Restaurant chain operator Yoshinoya D&C Co. said Friday it will book smaller-than-expected sales for the just-ended first half of the current business year due to the effects of preparations to put "gyudon" beef-on-rice dishes back on its menu.

Yoshinoya, once Japan's No. 1 provider of gyudon dishes, said it expects to register group sales of 62.24 billion yen for the March-August period, down from its projection of 63.40 billion in April.

---------- METI eyes loans, consultation to give small firms 'second chance'

TOKYO - The Ministry of Economy, Trade and Industry, which oversees policies to support small businesses, is seeking a new loan system and consultation services to give failed entrepreneurs a "second chance," ministry officials said Friday.

The Small and Medium Enterprise Agency under METI has urged the government to create a special loan and credit guarantee system to encourage those who once failed in their businesses to make a fresh try, they said.

---------- Gov't plans tax waivers to help turn around Skymark Airlines

TOKYO - The transport ministry said Friday it has decided to help turn around the struggling business of Skymark Airlines Co. by invoking special industrial revival legislation.

The Ministry of Land, Infrastructure and Transport will take advantage of the law, which took effect in 1999 amid a prolonged recession, to grant the carrier tax wavers worth some 8.4 million yen on its new share issuance over the next three years, ministry officials said.

Copyright 2006 Kyodo News International, Inc.

Piper Jaffray Lands on Shanghai

By
Tom Keating
on September 29, 2006 12:40 PM | | Comments (0)
Piper Jaffray Lands on Shanghai. Check it out:
(SinoCast Via Thomson Dialog NewsEdge) SHANGHAI, Sep 29, 2006 (SinoCast via COMTEX) --Piper Jaffray & Co., the principal operating subsidiary of the America-based investment bank Piper Jaffray Companies (PJC), set up its third overseas branch in Shanghai on September 26 after the branches in London and Bombay.



Andrew Duff, the CEO of the bank revealed the move in Shanghai is a key part of the comprehensive development strategy of the bank, which would enhance its strength in the international medium-size investment and security market.

The bank, established in 1895 in Minneapolis, US, specializes in serving medium enterprises, investment groups, institutions, non-profit-making associations and institutional investors.

Since 2000, it had tapped into Asian financial markets and undertaken the first public placement of the Chinese enterprise UTStarcom in US.

From China Securities, Page 1, Thursday, September 28, 2006
info@SinoCast.Com

Copyright (C) 2006 SinoCast, All rights reserved

Corporate Performance Management (CPM) Market Set to Transform as Product Focus and Functionality Broaden

By
Tom Keating
on September 29, 2006 12:40 PM | | Comments (0)
Corporate Performance Management (CPM) Market Set to Transform as Product Focus and Functionality Broaden. Check it out:
DUBLIN, Ireland --(Business Wire)-- Research and Markets (http://www.researchandmarkets.com/reports/c42880) has announced the addition of Corporate Performance Management 2006 to their offering.

Corporate Performance Management (CPM) solutions today focus on finance: Financial Consolidation, Budgeting and Planning, and Scorecards and Dashboards. This is understandable. Finance Departments need to handle the pressures for better and faster business performance numbers for regulatory compliance, transparency with stakeholders, and for business management. However, the CPM world is all set for radical change.



Enlightened CPM suppliers are re-positioning their offerings away from "only finance" and are embracing "enterprise performance management". These solutions model and measure not only the effects of actions across all enterprise departments, but also the underlying root causes and drivers using management methodologies like Balanced Scorecard. Performance Management software is set to become a means to provide business agility, alignment and accountability, not just finance metrics alone. OK, the vendors have talked about this for sometime - but the reality is that customers did not "buy into" the promise. Now the time is right as the business drivers and the technology readiness are aligned.

This report "Corporate Performance Management" introduces a fresh new way of looking at emerging customer requirements for CPM and profiles the solutions of the top 21 CPM technology providers. Using the graphic visualisation of our unique Bullseye(TM) diagrams, the author provides insight into how the vendors position their products and services in the marketplace - and how they compare in 10 different areas - be they implementation, support, or value for money for example. This report will prove to be an invaluable guide for end users evaluating suppliers' CPM offerings. The CPM report complements the Research report on Business Intelligence http://www.researchandmarkets.com/reportinfo.asp?r=339696 published in June 2006.

For more information visit http://www.researchandmarkets.com/reports/c42880

Twisted Pair Solutions, Inc. Secures $9 Million in Series a Funding from Ignition Partners, Core Capital Partners and Chart Venture Partners

By
Tom Keating
on September 29, 2006 12:40 PM | | Comments (0)
Twisted Pair Solutions, Inc. Secures $9 Million in Series a Funding from Ignition Partners, Core Capital Partners and Chart Venture Partners. Check it out:
SEATTLE --(Business Wire)-- Twisted Pair Solutions, Inc., a leading software company that designs and builds IP-based group communications software, today announced it has closed its first round of venture capital funding, receiving $9 million from an investment group syndicate co-led by Ignition Partners and Core Capital Partners, and to include Chart Venture Partners. This investment will be used to accelerate the company's rapid growth through an extended focus on sales, marketing and partner development, as well as further advancement of its core WAVE technology.



"This investment allows us to accelerate our response to the incredible demand we are seeing from our partners and end customers, powering additional products, services and solutions with our core software technology," said Tom Guthrie, President and CEO of Twisted Pair Solutions. "Ignition, Core and Chart bring a wealth of experience that allows us to significantly increase the breadth of market-specific solutions as well as the depth of software components and development tools for our worldwide partners."

"The global communications environment has become increasingly complicated with new technologies and standards which are constantly evolving," said Adrian Smith, Principal at Ignition Partners. "We see a significant opportunity for a company like Twisted Pair that has the technical competence and experience to make these technologies work together to allow people to seamlessly communicate in any situation.

"Twisted Pair's solution has been tried and tested in some of the most demanding, mission-critical communications environments in the military and government. We believe that they are ideally positioned to solve communication interoperability challenges in many commercial segments."

Started in 1999, the WAVE software technology has been broadly accepted as the leading solution of choice for enabling and managing group communications and achieving interoperability. Thousands of customers in defense, public safety, finance, and utilities leverage the advantages of WAVE to connect people using disparate and often incompatible communications technologies into a single, interoperable and manageable communications system. WAVE specializes in managing and configuring group communications to meet an organization's needs while avoiding a fork-lift upgrade of existing communications equipment. Today, WAVE software technology is sold worldwide as bundled product suites through Twisted Pair's systems integration partners as well as OEM partners who build their own products and services using the WAVE Software Development Kit.

"Interest in WAVE software technology is at an all time high and increasing with each deployment," said Rene Grossrieder, Vice President of Sales and Marketing of Twisted Pair. "Our ability to harness this growth and establish aligned business processes with crisp execution is significantly enhanced with this round of funding. New marketing, sales and business development initiatives are already underway and will be a driving force in achieving previously unattainable levels of growth, profitability and partner development."

"Twisted Pair represents the perfect convergence of technology and the needs of homeland security and public safety," commented Tom Wheeler, Managing Director at Core Capital. "The WAVE technology, which is now deployed with our forces in Iraq to help them communicate, can do the same for fire fighters, police, hospitals and other emergency service providers. Gone is the tragedy of September 11, when fire fighters and police could not communicate with each other, the WAVE platform allows all radios, cell phones, and laptops to communicate with each other regardless of the technology used or frequency on which they operate."

In addition, Ted Hobart from Chart Venture Partners added, "Twisted Pair's WAVE technology addresses an immediate and pressing need for interoperability among military communications networks, particularly for units deployed in theater, which is among the most challenging markets and operating environments. We believe the Company's leading technology can also be leveraged more broadly for civilian and military communications programs, as well as large commercial markets and that the team is well positioned to execute its strategy for growth."

The new board will be comprised of Tom Guthrie, President and CEO of Twisted Pair Solutions, Shaun Botha, Chief Technology Officer of Twisted Pair Solutions, Tom Wheeler, Partner of Core Capital and Adrian Smith, Principal of Ignition Partners.

About Twisted Pair Solutions, Inc.

Twisted Pair Solutions, Inc. designs and builds enterprise software solutions that enable interoperable group communications. Our WAVE software manages real-time, secure, group communications over the IP network, linking in people and devices. The application suite serves an unlimited variety of devices including radios, personal computers, cell phones, and IP phones and allows previously incompatible systems to work together seamlessly. In addition, Twisted Pair's management server capabilities enable robust device and user management leveraging IP as the protocol of choice for open, reliable and highly scaleable communications. Twisted Pair Solutions is headquartered in Seattle, Washington USA with offices in the Netherlands, UK and Australia. Visit us at www.twistpair.com

About Ignition Partners

Ignition Partners, headquartered in Bellevue, Wash., is a premier venture capital firm dedicated to helping the best entrepreneurs seize opportunity - from turning their early stage idea into a business, to hiring the right team, providing the right industry and functional insight and connections, and growing their business strategically, globally, and financially to realize the best ultimate outcome. Ignition invests in emerging and future leaders in communications, Internet, software, and services across business and consumer targets. Ignition brings together an unparalleled combination of domain focus, technical expertise, and global operational experience. Ignition's partners are proven business leaders who have built some of the world's most successful businesses of the last two decades, including Microsoft Windows and Office, McCaw Cellular Communications, AT&T Wireless, and Starbucks. www.ignitionpartners.com

About Core Capital Partners

Core Capital is a Washington, DC-based venture fund with over $370 million under management. The firm invests in a wide range of disruptive technologies, with a particular focus on telecommunications hardware and software, wireless applications, enterprise software, network security, ecommerce, and web and communications services. Core invests in both early-stage and later-stage companies. Sample portfolio companies include InPhonic, Sourcefire, NexTone Communications, buySafe, RoundBox, Trust Digital, Trinity Convergence, and IXI. www.core-capital.com

About Chart Venture Partners

Chart Venture Partners concentrates its investments in the homeland defense and security markets, with an emphasis on dual-use technologies (government and commercial). Through an exclusive Strategic Partner Agreement with InSitech, Inc., the sole Partnership Intermediary for US Army's Picatinny Arsenal/ARDEC (Armament Research, Development and Engineering Center), Chart Venture Partners has unique access to research facilities and potential customers in the military and homeland security arenas. www.chartventures.com

Wave to Present at The New York Society of Security Analysts' ''Small Cap Innovators'' Conference, Thurs., October 5th at 3:50 p.m.

By
Tom Keating
on September 29, 2006 12:40 PM | | Comments (0)
Wave to Present at The New York Society of Security Analysts' ''Small Cap Innovators'' Conference, Thurs., October 5th at 3:50 p.m.. Check it out:
LEE, Mass. --(Business Wire)-- Wave Systems Corp. (Nasdaq: WAVX) (www.wave.com) announced today that Wave CFO, Gerard T. Feeney, will be presenting at The New York Society of Security Analysts' Small Cap Innovators Conference on Thursday, October 5th, 2006 in New York City. Wave's presentation is scheduled for 3:50 p.m. EDT and will made available for replay on the NYSSA website (www.nyssa.org) a few days following the presentation. The conference will take place in New York City at The New York Society of Security Analysts, 1177 Avenue of the Americas, 2nd Floor (between 45th & 46th Streets)



New York Society of Security Analysts

Since 1937, The New York Society of Security Analysts (NYSSA) has educated and informed investment professionals, providing them with a vibrant forum for the exchange of ideas and information. NYSSA promotes awareness and understanding of securities analysis, investing, and the operation of the securities markets. For more information, visit www.nyssa.org or contact them at (212) 541-4530.

About Wave Systems

Wave Systems solves the most critical security problems for enterprises and government with software solutions that are trustworthy, reliable, easy to use, and offer a speedy return on investment. Wave's trusted computing software solutions include strong authentication, data protection, advanced password management and enterprise-wide trust management services. For more information about Wave, visit http://www.wave.com.

All brands are the property of their respective owners.

PHILIP MORRIS KUBAN'S H1 NET PROFITS SIX TIMES UP TO 87,862,000 RUBLES

By
Tom Keating
on September 29, 2006 12:40 PM | | Comments (0)
PHILIP MORRIS KUBAN'S H1 NET PROFITS SIX TIMES UP TO 87,862,000 RUBLES. Check it out:
(Tobacco Briefing Via Thomson Dialog NewsEdge)
The enterprise has declined to comment on the reasons behind
this growth in net profits. A press release by Philip Morris
notes that this year the enterprise plans introducing a new
tobacco drying technology.

Copyright 2006 Federal News Service, Inc. All Rights Reserved.

Does virtualization drive the future?

By
Tom Keating
on September 29, 2006 12:39 PM | | Comments (0)
Does virtualization drive the future?. Check it out:
(EDN Via Thomson Dialog NewsEdge) Over the 50 years since the first tabloid issue of
Electrical Design News
, underlying forces
have driven the evolution of the electronics industry. Since manufacturers
first fabricated transistors using photolithography, the inexorable shrinking
that process enabled has changed the world. Since it first became viable to put
a stored-program computer on a few chips, the shift of functions from hardware
to software has changed the world, as well.

These forces have been obviouswith obvious results. But consider
a more abstract and less obvious driving force that has, arguably, also been
important, and in the future may unleash a revolution as great as those of the
IC and microprocessor.

You could call that underlying trend "virtualization." The word is not
susceptible to a one-line definition, so let's digress for a moment. When you
use electrical quantities to perform physical work or release light, you say
the system is electrical. When you use the same quantitiescharge,
current, or voltageto convey information rather than merely to do work,
you say that the system is electronic. Virtualization is, in this sense, a step
beyond electronics. A systembe it a physical process, an object in the
real world, or an imaginary personis virtualized when it has undergone
three key steps. First, a boundary must isolate the system from its
environment. Second, designers identify the inputs and outputs that cross the
boundary, along with the transforms that produce the outputs, thus modeling the
system. Third, designers produce a functionally equivalent blockone
that accepts the same inputs and produces the same outputs under the same
circumstanceswith an electronic system.

From at least the mid-1960s, engineers have used electronic systems to
virtualize physical thingseither components of the electronic system
itself or objects in the outside worldand incorporate those models in
place of the real objects. This virtualization has made it possible for
electronic systems to behave as if they had hardware that they did not have. It
has also allowed systems to behave as if they were interacting with a world
from which they were isolatedeither by distance or by the fact that
that world didn't exist. These capabilities have accelerated the growth of
electronics and in the future are likely to lend electronic systems
capabilities that in the past were the province of humans alone.

In the beginningOne of the earliest exercises in virtualization waslike many a
breakthrough that later became standard practice in computer
architecturean advance in the IBM (
www.ibm.com
) 360 mainframe family. Before that
time, machine-code instructions in computers referenced memory through physical
addressesnumbers representing physical locations on the surface of a
drum or, after the development of magnetic cores, physical locations within the
array of small ferrite cores.

The development of virtual memory rested on the idea that the addresses
that machine instructions created needn't be the last word. If arithmetic
hardware were fast enough, it could translate addresses from the computer
program on the fly into physical addresses using some prearranged mapping. This
feature allowed a program that was assembled to run at one location in physical
memory to execute in another locationeven if the programmer had not
made all the memory references relative to the contents of a base register.
More important, it also meant that programs could run on a machine whose
physical memory was many times smaller than the virtual-address range the
program used. A portion of the operating systema well-developed concept
by this timecould allocate portions of the physical memory as necessary
for the immediate needs of the program, swapping blocks of information onto and
off of disk drives as necessary. By extension, this ability meant that a
modest-sized machine could concurrently run a number of large programs,
convincing each of them that it had access to all the physical memory it wanted
when in fact it was borrowing small blocks of memory on an as-needed basis.
Severing the link between the program's address spacewhich now became
virtualand the physical-address space was a huge and vital step in the
creation of modern data processing. But it was far from the last one.

At first glance, it might appear that this scenario has little to do
with the definition of "virtualization." However, the process executes all of
the steps in virtualization. IBM's designers isolated physical memory from the
rest of the mainframe system. They identified the inputsaddresses and
write dataand the outputstiming signals and read
datathat characterized the system. And they constructed a combination
of hardware, which would become a memory-management unit, and software, which
would become the virtual-memory manager that created a virtual main memory.

Virtualizing the IT worldRich Lechner, vice president of IBM Virtualization (
www-03.ibm.com/systems/ virtualization
), defines
the term as "the logical representation of resources not constrained by
physical devices." He points out that, when you use virtualization in this way,
it can "either treat one physical resource as if it were many or treat many,
possibly dissimilar, resources as if they were one." Lechner traces the
beginnings of virtualization to the 360 family's virtual-memory-system debut 40
years ago. But he says the practice has become far broader today than simply
virtualization of memory, which is now a common practice even in
microprocessors. "At one level, we can gather all of the storage assets
available to a network into a single pool of storage," Lechner says. In this
way, any program executing in the environment has access to all of the storage
assets of the network through a single interface.

But if you are not careful, you will face chaos. The location of stored
data does make a differencein access time, cost, persistence, and
coherence. So, for storage, virtualization has come to mean more than just
providing a mapping from a single mass-storage API (application-programming
interface) to a diverse set of storage devices. "The next level involves the
routine cleansing and deduplicating of the storage system," Lechner explains.
The virtualization system must make sure to remove stale copies of data,
propagate updates, eliminate duplicate data sets, and keep data in a place that
is most convenient to its clients. "This all by itself is a significant
benefit," Lechner says. "Our field studies indicated that, before
virtualization, the average midsized enterprise stores the same data in at
least 20 places around the network."

The process does not stop with storage systems. In just the same way,
system programmers can identify the computing resources in a network, give them
wrappers that present a common API, and hence virtualize them. In this way, the
computing power available to an application becomes a slice of the entire
computing community on the network, not simply the power of the machine on
which the application happens to be running.

The next step in this process is even a bit more abstract. You can
virtualize storage devices and servers, but what about applications? In exactly
the same way, system programmers can draw a wrapper around each application,
provide it with a set of APIs, and make it available to the network as a
virtual applicationsay, a virtual database. Thus, when an application
program executes in the network, it may be interacting with virtual-storage
devices on a number of storage networks, running on a virtual processor when
parts of the code are executing on a half-dozen servers around the network, and
calling virtual applications that may be data-bases from different vendors with
different organizations.

IT to embedded computingAll this virtualization might seem to be irrelevant to anything outside
the IT (information-technology) world. But if you think of a multicore embedded
systembased on the IBM Cell processor, for exampleas a
heterogeneous collection of computing resources, storage assets, and
interconnects, perhaps the relevance becomes more clear. As has so often been
the case, the IT solution of today is the SOC (system-on-chip) solution of
tomorrow. Virtualization may be the concept that makes SOCs with diverse
computing sites usable in real applications.

In fact, we are already seeing indications that this is the case. At
IMEC (Interuniversity Microelectronics Center,
www.imec.be
) in Leuven, Belgium, researchers
have created a virtual model of a runtime-configurable, multicore-computing
system for software-defined radio. Antoine Dejonghe, a principal scientist at
IMEC, describes the situation: "IMEC's M4 project is creating a radio system
that can be agile in real time across wireless protocols and media types," he
says. "We believe that technology scaling by itself won't be enough to bridge
the energy gap between what our configurable architecture requires and what
batteries will be able to provide. So, the viability of the system depends on
being able to model the entire system, from analog front end through the
media-access-controller software, in terms of its energy consumption. We will
use this model to establish the optimum trade-off between energy and quality of
user experience at runtimeperhaps as often as every 10 msec."

Today, the models are under constructionusing the same sequence
of stepsto create a virtual software-defined radio. Designers have
theoretically modeled the analog front end, for instance, with approximately 11
control bits as inputs, along with theoretically calculating output power,
distortion, and energy consumption. The designers are now calibrating these
models against actual silicon measurements. They will construct similar models
to predict the performance and energy consumption of the configurations of
IMEC's ADRES (architecture-for-dynamically
reconfigurable-embedded-system)-computing cores in the radio project.

The result will be a virtualization of the radio that should execute in
software, consuming less than 5% of an ARM9 and continually optimizing the
radio for current traffic, link quality, and application variables (Figure 1
). This process, Dejonghe believes, can bridge
the gap between what batteries can deliver and what battery life users will
demand.

Creating a virtual worldIMEC's work creates a virtualization of a physical system. However,
designers are virtualizing larger and more complex systems. Another easy place
to find excitement in virtualization is in the world of electronic games.
Traditionally, that virtualization did not exist. Most video games today have a
lot more in common structurally with a Walt Disney cartoon than with a
simulation of the physical world. Games, like cartoons, have story lines. The
choices of the player do not directly interact with the world of the game;
players merely choose story lines, and the game proceeds down one of the paths
the scriptwriters designed for it.

This scenario is true even at the macro level. When you slip around the
corner and level the four-eyed alien from the planet Grr
with your super halitosis blaster, you unleash a
sequence of animation frames, in which the Grrien satisfyingly rips open,
tumbles through the air, and lands as a puddle of unfamiliar proteins. This
sequence is almost the reverse of motion estimation in video-compression
algorithms: It begins with a set of key frames and animates incremental motions
of objects against a relatively fixed back ground. To the player, the result is
much the same no matter which way he triggers the sequence, unless he
misses.

As games become richer and players become more sophisticated, this
situation causes a problem, according to Manju Hegde, chief executive officer
and chairman of gaming "physics-engine" developer Ageia. He has a vested
interest in this problem because Ageia supplies software and hardware
accelerators for performing the dynamic computations necessary for eliminating
the animation sequences and computing the trajectories of the spinning Grrien
bits.

No oneleast of all, the animatorswould dispute that it
is better to do a dynamics-based simulation of the objects in the game world
than to rely on animation sequences. However, the greatest benefit would be to
the game architects. Because of the labor involved in producing animation
sequences from key frames, a game can have only a limited number of animation
sequences. So, architects must confine the action of the game so that only a
limited number of outcomes are possible at any time. The art of game design
today is to make the game feel rich and unscripted without causing an
exponential explosion in the number of key frames that developers must
prepare.

Hegde illustrates with a rather less violent example: a basketball game.
"If you want a realistic slam-dunk sequence in your game, you start out by
rigging lights all over your star player and then you record him doing some
dramatic dunks," Hegde explains. "Then, back in the lab, you extract from the
recording key frames and interpolate the movement of the image edges to produce
animation. This animation can look natural on the screen, but, any time you
push the slam-dunk button in the right context, you are going to see the same
sequence."

The alternative approach is to build a physics-based model of our
herothat is, to virtualize him. "We create a physics-based model of the
body," Hegde says. "Today, it can be as detailed as having approximately 200
bones connected by six kinds of joints. We then model each of these bones and
joints according to the laws of physics. You apply forces to them, and they
respond. Now, the dunk becomes the dynamics of the individual bones and joints
in the model person. If you view a game from a distance during fast action, a
game might use just 20 bones to reduce the calculations, but it looks 'right.'"
Hegde thus describes a scenario that fits this article's definition of
virtualizationin this case, of a basketball forward.

This virtualization has so many advantages over conventional animation
that manufacturers wouldexcept for a couple of issuesproduce
all games in this way. One of these issues goes back to scripting. If the
outcome of the player's input depends on both physics and the game script, the
sequence of play can quickly become unmanageable. What if physics dictates that
the player breaks his wrist on the rim of the basket and leaves the court
writhing in pain? Game architects who employ physics-based models often
intervene in the simulation to direct it to allowable outcomes, so that the
game stays within its script. This delicate business blends physical simulation
and animation.

A more brutal problem is the amount of computing requirements. "Today,
an AMD FX-62 dual-core CPU running at 2.8 GHz may be able to handle a couple of
characters with extensive bone models," Hegde says. "But you couldn't do
physics-based simulation with a large number of characters on the screen at
once. The bursts of computation necessary to support a number of characters all
running, for instance, would overwhelm the processors."

Microsoft's Robotics Studio (
www.microsoft.com/robotics
) is developing a
similar application, also using Ageia's technology. Rather than playing games,
the Microsoft group provides a virtual-development environment for the
programmingand, eventually, the designof robots. Tandy Trower,
general manager of the group, says that the need for such an environment is
obvious across the spectrumfrom industry to education. On one end, with
a KUKA (Keller und Knappich Augsburg) Robotics (
www.kuka.com
) robotic arm selling for more than
$100,000, industrial developers need a low-cost environment in which to develop
and test programs. At the other extreme, robotics has proved to be one of the
few endeavors that can attract US students to engineering and mathematics. Even
simple robots, however, are far beyond the reach of most secondary schools,
even though students have proved capable of programmingand even
designingthem. So an affordable virtualization of a robot and its
surroundings would be a big win, and Microsoft is attempting to achieve that
goal.

Building a virtual world behind the Direct-X graphics environment, the
company has provided libraries of models for popular robots; primitives for
constructing physical objects, machines, and other robots; and a physics-driven
simulation engine to animate them. "There are two ways of creating entities,"
Trower explains. "Developers can write them directly as codein C,
Visual Basic, Python, and the likethrough a managed code interface or
assemble them from basic geometric shapes and assign them physical
characteristics, such as mass, hardness, and so on" (Figure 2
). Once you set them in motion, the robots,
which are themselves entities, can interact with other entities, including
other robots, in a world that physical laws govern.

Trower points out that, although Microsoft's work in this area is on one
level similar to the physics-based modeling that is starting to appear in
games, it differs dramatically at another level. "Games take place in a
well-defined environment," he says. "Robot simulation does not. You have to
work out everything that happens based on physics, because there is no script."
Trower says that the virtualization technology could move from the development
tool into the robots themselves. For example, you can blend the simulation with
real-world sensor data. A robot that can include an optionaland
expensivelaser range finder, for example, might instead have a
virtualized range finder; fusing other sensor inputs to generate the range
data. In the future, you may see the next step: robots virtualizing the world
around them, a scenario that Brooke Williams, DSP-automotive-vision-marketing
manager at Texas Instruments (
www.ti.com
), sees before his own eyes.

"We are starting to see automobile-safety systems fusing sensor data to
create a virtual model of the car's surroundings," Williams says. "This model
can either be presented to the driver as warning information, or it can be used
to take control of the vehicle." For example, TI is combining radar, a good
tool for detection and ranging but poor for forming images, with machine-vision
systems, which are great at finding edges and bearings but poor at ranging or
detection. This combination of tools will allow the creation of virtual models
of the objects surrounding a car. "The object is to predict a crash; prepare
the vehicle by tightening seat belts, arming air bags, and closing the windows,
for instance; and attempting to take evasive action," Williams says.

But to achieve this goal, simple proximity warning is insufficient. The
tools must identify objects from their surroundings and track and categorize
them; the insurance industry must know that the system can distinguish between
pedestrians and shrubbery, for instance. You want to neither turn away in panic
from a car that can't physically reach your trajectory nor mow down a
pedestrian to avoid destroying a hedge. "Manufacturers are even talking about
external air bags that could deploy to protect pedestrians in collisions,"
Williams says. Such decisions require not just a measurement, but also an
understanding of the car's surroundings.

Therein lies a possible endpoint for the trend of virtualization:
electronic systems that can not only sense, but also model and predict their
environment. Such systems exhibit artificial intelligence and also express
virtualization. These systems, protecting drivers from their own folly,
exploring the otherwise-inaccessible reaches of the physical world, and using
their virtual models to reason about their surroundings, represent another
major expansion in the role of electronics.

You can reach Executive Editor Ron Wilson at 1-408-345-4427 and
ronald.wilson@reedbusiness.com.

Software I/O, virtual I/O, or software-assisted I/O?By David Fotland, Ubicom IncTypical microprocessor families have dedicated hardware for each I/O

function. This difference leads to families of chips with the same CPU but
different I/O mixes. Cost is higher because the semiconductor company must make
many chip versions, and mask costs are high in state-of-the-art process
technology. The alternative is to create an SOC (system on chip) with all of
the I/O hardware on the same chip. This approach also leads to higher cost,
because the customer is paying for silicon to implement I/O that he won't use
in his application.

The solution to this problem is software I/O. Some 8-bit
microcontrollers use this technique, called "bit-banged" I/O. If the
microcontroller has on-chip memory and deterministic execution, the software
can directly control I/O pins to implement the I/O protocol. A simple example
is a UART. The start bit causes an interrupt, and software reads the input pin
to receive the data. While the data is arriving, the CPU cannot do anything
else, so this technique is useful only for I/O that is infrequent or
intermittent. The interrupt-response time limits the use of this technique to
low-speed I/O.

Some 32-bit processors, such as those from ARM (
www.arm.com
) or MIPS (
www.mips.com
), can't use software I/O because
code execution is far from deterministic. Pipeline hazards and cache misses
make it impossible to use instructions for accurately timed external events.
Operating systems such as Linux turn off interrupts for milliseconds at a time,
making real-time I/O response impossible.

Ubicom (
www.ubicom.com
) has the only 32-bit CPU that
uses software I/O. The multithreaded CPU has a hardware scheduler that can
select a thread for execution during every clock. Real-time threads have a
fixed schedule and deterministic execution, even if other threads have
mispredicted branches or cache misses. The unit has 10 threads, so it can
allocate one real-time thread to each I/O port to manage that port.

The instruction set supports software I/O and packet processing. An
instruction can move data between memory and I/O. MIPS and ARM CPUs, in
comparison, need two instructions: a load and a store. Single instructions can
set, clear, or test any I/O bit. Interrupt-response time from an I/O event to
scheduling instructions in the managing thread takes only a few CPU clocks.
When an I/O port is idle, it suspends its managing thread, using no CPU
resources.

The high-performance, 32-bit CPU can use software-I/O for functions
more complex than a UART. Ubicom has implemented a full PCI bus at 27 MHz, MPEG
Transport Stream, IDE, and Utopia in software. It has also implemented MII
(media-independent interface) for 10/100-Mbps Ethernet, USB, SPI, GPSI
(graphics-processor software interface), and other serial interfaces with a
combination of hardware and software. By spending 10 to 20% of the CPU
throughput on software I/O, the company dramatically reduced the die area
necessary for I/O, resulting in a flexible single chip to cover a wide range of
applications.

Author's biographyDavid Fotland is chief technology officer of
Ubicom, where he led the architecture of the Ubicom multithreaded processor for
packet processing and software I/O. He is responsible for all aspects of
architecture and definition of processors and solutions.

Previously, Fotland spent 21 years at
Hewlett-Packard Co (
www.hp.com
) as lead engineer, project manager,
and system architect. He was a key participant in the PA-RISC instruction-set
definition and was lead designer of the first PA-RISC processor and system. He
was a leader in the development of the HP-Intel (
www.intel.com
) Itanium instruction
set.

Immersed in engineering, advanced 3-D visualization promotes
insightBy Jeff Brum, Fakespace SystemsAs electronics speed into an era in which manufacturers fabricate not

just circuits, but also physical structures themselves in nanoscale geometries,
the role of computer-based simulation as a design tool is increasingly
important. Correspondingly, the benefits of visualization in the review and
analysis of simulations play a growing role. Looking to the future, immersive
stereoscopic display tools will amplify the power of visualization.

The adoption of immersive visualization in electronics design revolves
around several factors. Atomic-scale phenomena, which are major concerns as the
semiconductor road map extends beyond the 65-nm-process node, have been major
players in advanced visualization techniques. Scientists at NIST (National
Institute for Standards and Technology,
www.nist.gov
), for example, use a stereoscopic
displaytwo walls and a floorto gain insight into the molecular
bonding of "smart-gel" polymers (Figure A and Reference A).

Similarly, researchers at LANL (Los Alamos National Laboratory,
www.lanl.gov
) use a range of immersive
environmentsfrom wall-sized to a 43-million-pixel, five-walled
projected roomto view terascale data sets (Figure B). Bob Green,
visualization specialist at LANL, notes that the researchers "are viewing
simulations based on computations that generate more data than is contained in
the entire print collection of the Library of Congress in one calculation."

In engineering, visualization has had its largest impact to date in
macroscale CAD programs, such as automotive and aerospace design, and the
evaluation of complex structures for interferences that are not readily
apparent in simpler graphical representations. As simulation and visualization
data accumulate in MEMS (microelectromechanical-system) design, this type of
modeling and simulation will grow in importance. The ability to visualize and
"fly through" transistor-scale structures and even large segments of a complex
microcircuit design will also benefit from advanced 3-D visualization that
blends multiple streams of data, including device characteristics,
interconnects, and material behavior.

Wall- or even room-sized immersive displays support a more
collaborative, more intuitive, style of work than do graphics processors. A
major benefit in the review of complex structures is the ability to "move"
freely along all three axes of an image and still maintain the visual acuity of
high-resolution desktop processors. (Today's projectors support resolution of
14001050 pixels or higher.) Viewing nanoscale design can feel like
taking a helicopter tour over a dense city center with the ability to identify
and zoom into landmarks. Improved insight and collaboration lead to faster and
better decisions, speeding time to market and reducing development costs.

Although researchers are just beginning to measure the benefits of
immersive visualization (Reference B), they generally agree that they bring new
levels of insight to engineers and scientists. In immersive visualizations,
groups of users can view the inner workings of devices and gain deeper
understanding of electromagnetic effects and the relationships between elements
of a design. With the availability of dual PC clusters and advanced graphics
cards, these types of virtual environments no longer require specialized
graphics supercomputers. The increased accessibility of immersive visualization
makes its addition to the tool kit of electronic engineers practical and
inevitable.

References"Recipe for a Shake Gel," National Institute for Standards and
Technology, Aug 27, 2003,
www.nist.gov/public_affairs/newsfromnist_smartgels.htm
.

Kraak, Menno Jan, "Beyond Geovisualization,"
IEEE Computer Graphics and Applications
,
May/June 2006, Volume 26, No 3, pg 6.

Author's biographyJeff Brum is a vice president at Fakespace
Systems (www.fakespace.com), a division of Mechdyne Corp with a 15-year history
of developing and supporting advanced systems for immersive visualization in
science, engineering, and public-exhibition applications.

Copyright 2006 Reed Business Information. All Rights Reserved.

Motorola Set for $3.9B Symbol Purchase

By
Tom Keating
on September 29, 2006 12:38 PM | | Comments (0)
Motorola Set for $3.9B Symbol Purchase. Check it out:
(Electronic News Via Thomson Dialog NewsEdge) In a move that brings together a shared vision of a digital, mobile world for enterprises, http://www.motorola.com/Motorola Inc. is set to acquire all outstanding shares of enterprise mobility technology provider Symbol Technologies Inc http://www.symbol.com/.



Under terms of the agreement, Motorola will pay $15 per share in cash, for a total equity value of approximately $3.9 billion on a fully-diluted basis the companies noted.

As of June 30, Symbol had approximately $200 million of net cash.

Upon completion of the transaction, Symbol will become a wholly owned subsidiary of Motorola and will be the cornerstone of Motorola's networks and enterprise business.

Motorola said it intends to maintain Symbol's Holtsville, N.Y. headquarters, which will be the new core of Motorola's global enterprise mobility business.

Symbol designs, develops, manufactures and services products and systems used in end-to-end enterprise mobility solutions featuring rugged mobile computing, advanced data capture, radio frequency identification (RFID), wireless infrastructure and mobility management.

"Motorola and Symbol share the same vision of a digital, mobile world for enterprises that matches the world people enjoy at home and at play," Motorola's chairman and CEO, Ed Zander, said in a statement.

The transaction is expected to be accretive to Motorola's earnings per share in the first year following closing, excluding certain non-cash charges relating to amortization associated with acquired intangibles and other one- time accounting and transaction-related costs.

The acquisition is subject to customary regulatory approval and the approval of Symbol's stockholders, and is expected to be completed late this year or early next year.

Motorola said the acquisition of Symbol will not affect the pace of its share repurchase activity http://www.edn.com/article/CA6355665.html.

In July, the company completed the $4 billion share buyback program that it first announced in May 2005, which had authorized the buyback of up $4.5 billion of its outstanding shares of common stock over the next 36 months.

Copyright 2006 Reed Business Information. All Rights Reserved.

AMD Opens Socket Specs

By
Tom Keating
on September 29, 2006 12:35 PM | | Comments (0)
AMD Opens Socket Specs. Check it out:
(Electronic News Via Thomson Dialog NewsEdge) Advanced Micro Devices http://www.amd.com/us-en/ is ready to open up. This week, the microprocessor provider unveiled the Torrenza Innovation Socket Initiative for many of their current and future server platforms.



This approach is expected to allow OEMs to consolidate server offerings for multiple processors to potentially a single platform, and allow third-party silicon makers to create their own socket-compatible chips for AMD's x86 base.

While AMD did not specify the terms of future licensing contributions, its newest specification is approaching an open industry standard: OEMs will be able to contribute to and obtain the Torrenza Innovation socket specification and associated design documentation.

This weeks debut is the latest addition to AMDs Torrenza initiative http://www.edn.com/article/CA6340364.html, which provides a way for others to connect their technology directly to AMD chips through the company's HyperTransport interface. At its debut in June, the Torrenza initiative opened up AMDs processors by letting companies plug in their coprocessors via an external connection called "HTX."

Previously, a separate design was typical in coprocessors; with AMD's approach, the time and cost of taking the coprocessor route can potentially be reduced.

The new program already has a serious fan base. Server OEMs that develop silicon or intend to design products uniquely enabled by the Torrenza initiative, including Cray http://www.cray.com/, Fujitsu Siemens Computers http://www.fujitsu-siemens.com/, HP http://www.hp.com/, IBM http://www.ibm.com/, Dell http://www.dell.com/ and Sun Microsystems http://www.sun.com/, have endorsed Torrenza as an open innovation initiative, and plan to evaluate the Torrenza Innovation Socket.

The chip maker is anticipating the latest Torrenza development to make a big splash. "Together, we recognize that the impact of Torrenza can be far-reaching across the industry in reducing complexity for customers while increasing the pace of innovation both in silicon and platforms, Marty Seyer, senior VP of AMDs commercial segment, said in a statement.

Datacenter managers will immediately recognize the impact of the Torrenza open environment, he added.

The finance world is recognizing AMDs progress as well. AMDs latest moves have bolstered its profile in the enterprise, Wall Street watcher Lehman Brothers said in a statement and the firm expects to see AMD trending solidly for Q3.

Copyright 2006 Reed Business Information. All Rights Reserved.

An Individualistic Island

By
Tom Keating
on September 29, 2006 12:34 PM | | Comments (0)
An Individualistic Island. Check it out:
(Business & Finance Via Thomson Dialog NewsEdge) An Individualistic Island

Tony O'Reilly

In the concluding part of the interview, Sir Anthony O'Reilly tells Constantin Gurdgiev about his views on the future of Ireland, the influence of the EU, our regulatory climate and competitiveness.

CONSTANTIN GURDGIEV: You've mentioned ComReg. Some would say that, so far, ComReg has been mostly a conduit for EU regulation implementation in Ireland rather than an original player in the marketplace. What is your feeling about this spread of Brussels's remit over local regulation?



TONY O'REILLY: There are very few regulators who would go 100% against what Brussels wants. There is a degree of flexibility in the overall remit from Brussels that can be interpreted at the regional level by individual regulators, but I think all of them are moving in the same direction, and I think Comreg latterly has done a good job for the industry and the consumer against this criterion.

Fundamentally, the word that dominated Irish political thinking for many years has been sovereignty - the abstract idea that ruled our State for some 70 years. But what does it mean?

In relation to Brussels we substantially reduced our sovereignty to act unilaterally. That has been the price that we've paid, so that now 70% of all laws and regulations are not being set by the Dail, they are made by Europe. When we joined Europe, I don't think we fully understood what this menu really contained, nor do we fully understand it today.

But because our joining of the EU was lubricated by substantial transfers of assets and money, we ate prepared to accept it almost categorically.

There is certainly a case for questioning this - and I am sure in time there will be a party in Ireland that will do so. There is a view that the European Union was launched on the basis of a number of ideas, among them that it will be able to control economic activity and that French farmers, for example, would never be exposed to world competition.

CCS: There is a third dimension of trade - trade in services - that also crashed at the walls of Europe. The initial rejection of the Services Directive and subsequent watering down of its provisions - this was also driven by France.

TOR: Well, the French are very clever, very centralist.

They will always look after their own interest.

The CAP was set up basically to favour French farmers interests and it will continue to be shaped along these lines. All international trade movements, the World Trade Organisation (WTO) and the rest of the market reforms will collide with the rock of the agricultural subsidies in Europe. Globalisation will affect everything that is industrial, but it will not change agriculture substantially.

I always believed that Europe will be run in the German image, but it will be Franco-centric in its policies - de Gaulle's famous "Europe Des Patrie". This is fair - we know who we are playing against and what the rules of the game are, and our civil servants in Dublin and Brussels are very astute, but Brussels is not a collection of jolly people sitting around the table and thinking - "how can we integrate with the world economically?"

It is a collection of jolly people sitting around the table and thinking - "how can we protect France or how can we improve Germany?"

Yet, I still think that despite these problems, there are many areas where the main thrust of Brussels is positive. And we are the beneficiaries of it in Ireland.

Flight path for Aer Lingus

CG: You spoke earlier about capital mobility and the threats this presents if we were to fail to assure fair return on imported capital. Are you optimistic about the possibility for the successful sale of Aer Lingus, given the conditions of partial privatisation - the share retained by the unions and the State?

TOR: The Esot played a pivotal - and under the leadership of Con Scanlon - a very constructive part in the Eircom story, and the Esot will pay a very important part in the attractiveness of Aer Lingus going to market.

I am conscious that there are enormously important intrusions by some governments in the process of private ownership of companies.

Take South Africa, where the government now demands that 25% of all companies must be owned by black investors or employees. While socially laudable, this does have an effect on foreign investment there.

In the case of Aer Lingus, people will look at the prospectus and they will ask themselves what rate of return on capital can they get over the next 10 years by investing in an Irish airline and what kind of risks do these returns contain.

Ryanair probably will give them a sense of encouragement because it was able to do something that no one else could.

I think Ryanair is a poster-child for Irish private capitalism and they have done a remarkable job and I think Michael O'Leary is a remarkable leader. So I feel that people will look at Aer Lingus from a pure return on capital point of view, risk adjusted for the share ownership structure and for the growth prospects of the airline.

The unions are not the key to everything. When you look at foreign investment in Ireland, multinational companies sidelined the issue of the unions and built on this.

In the case of Eircom, the injection of money into Esot did help us to reduce the size of the workforce from around 10,700 to some 7,000 employees.

We paid a big price for this, but I believe that this is yet another form of risk that one has to deal with.

International capital lessons

CG: Going back to the Eircom story - after the IPO, you stayed on as chairman, even though you were neither a majority shareholder nor were you earning an exceptional salary from this. If investing in State-owned enterprises is all about return on the capital, why did you choose to make such a decision?

TOR: I felt a strong sense of responsibility to the new board of directors and the incoming shareholders. I had made money out of Eircom through my investment in the Valentia consortium and there was, at the time, talk about venture capitalists coming in, making money and getting out, with the accusation that they somehow left an underfunded and a weakened company behind.

This was not so - just look at the subsequent stock performance relative to the broader telecom markets. I think it was very important that there was an orderly return of Eircom to the market and it was equally important that as chairman I should act as an entirely impartial party.

At Valentia, the challenge was allocating resources, and all of the partners - Providence Capital, George Soros and Goldman Sachs - brought precise discipline to the whole process of capital allocation and cost management. And I think we proved our point - we satisfied the demands of the shareholders, built a leaner and more efficient company and refloated it, and the people who bought it from us recently sold on to Babcock & Brown and made 62% in 18 months.

And as I said two weeks ago, only airlines - Ryanair and I might add Aer Lingus - have reduced their prices over the last seven years.

Everything else - gas, electricity, road tolls, food, etc - has gone up in price during that period.

So it was not the case of venture capitalists deciding to take everything out of the company and squeeze the assets.

It has been a really successful process for both consumers and the investors. But most importantly, it's been a progressive process for the watching international financial community who now have that little bit more confidence in investing in Irish assets than they had some years ago.

Competitive advantage

CG; In your view, then, Eircom is part of the story of the important drivers of Irish growth - privatisations, development of the markets, inflow of capital and improvements in the way global financial markets view Ireland. Taxation is yet another factor. After years of success, with other countries - most significantly those of eastern Europe - moving fast into our space, do we still hold a competitive edge?

TOR: I think our competitive advantage is seriously threatened today and I feel that Ireland must be made aware that the current prosperity can obscure for us the fact that everyone in the new Europe has woken up to the anatomy of the Irish miracle.

These new countries set out to replicate our success and they know full well that it was largely founded on the basis of low taxes. I am trying to articulate the need for reproducing the low-tax regime found in the Republic of Ireland and bringing it to Northern Ireland. I recently met Gordon Brown to advance this argument and said that the introduction of a standard rate of tax across the island at 12.5% would make investment on this island location-indifferent.

In fact every party in Northern Ireland agrees on this point - a low-tax regime in Northern Ireland can bring about a huge spurt of economic activity. So the answer is that it is going to get tougher and tougher for Ireland because new European countries are going to strive for lower tax rates than us.

Again, if you can make a product, say Dell computers, and you are indifferent in your business to things like the language spoken by the workers, then look at Estonia - it gives you productive young workers at no tax at all. There will be pressure on the companies operating in Ireland today to go east. But an additional problem is that, with the rising cost of doing business here and shortages of labour, we are actually losing our competitiveness vis-a-vis the old European states.

Models for growth?

CG: There is a penchant in Ireland to compare ourselves to the two main models -the Nordic and the US. Yet another model that is almost never mentioned in Ireland is that of Hong Kong. Like Ireland, it is a small, open economy adjoining a giant one. From your point of view, would you rather see Ireland moving closer to Hong Kong or to Stockholm?

TOR: I think if you visit Hong Kong, you must be excited by how energetic the place really is. You cannot but notice also how just beyond the perimeter, there is that great country called China. There is a pulsating appetite from the mainland for everything produced in Hong Kong.

On the other hand, there are many social problems, such as uncontrolled immigration and the fact that it is a somewhat artificial world, along the lines of Malaysia and Singapore.

I don't think that these are viable models for us - they lack the same sense of individualism that we have, they are more centralised, and the state, ideologically, not welfare-wise, plays a far more central role there.

Ireland is a very individualistic country, we take a more competitive approach to running our business and we are more personal in the way we run our own lives. Chinese and Asian cultures in general are more docile, so a "strong man" approach to management can work there on a larger scale than it can in Ireland.

I do like the Swedish model in terms of the welfare it provides, but I dislike it in terms of taxation. I think it is very interesting to see that the big Swedish companies now primarily operate outside Sweden, and the country's growth must inevitably have been impacted over recent years.

What is important is that Ireland should not take its new prosperity for granted, for it might become a very shortterm thing unless we find new innovative ways to support it.

The only way we really can galvanise the economy for the next 25 years is to attract more and more international capital - both human and financial - into Ireland. That is why I think the issues of immigration and capital should be central to how we think about the future of this country.

Immigration

CG: On immigration, just few weeks ago Labour Party leader Pat Rabbitte repeated his comments about the danger of an "open doors" immigration policy toward eastern European workers. Do you share his concerns?

TOR: Ask yourself: what made America grow? Immigration is the answer. The skills of the world came to America, seized new opportunities and even today the debate about Mexican workers recognises this. It is unavoidable that we are going to have immigration as long as we have new physical and financial capital coming into the country. This is the main benefit of being a member of the common market.

So what Pat Rabbitte is really saying is that the unions are hugely challenged by this, by events like the Irish Ferries dispute. We can slam shut the doors on immigration the way the French did with their Polish plumber campaign.

There are certain countries in Europe that do hold a different view of immigration than we do. But your question is whether we can sustain our open door policy.

My view is that yes, we should be able to sustain our policy on immigration. But this does not apply to everyone. For example, where do secularism and religion come into it? It is an entirely new debate, which Ireland, inevitably, will have to face.

CG: Yet the Irish Ferries dispute taught us also about the lack of proper policy debate in Ireland. In the majority of western democracies, the debate is quite often being driven by business leaders, openly speaking about their views on Government policies, as well as by intellectuals.

In Ireland, it is virtually unheard of that a businessperson would stimulate a debate about policies. We seem to be more comfortable with sponsoring festivals and golf events than with sponsoring research into social policies and promoting alternative views and ideas. Do you feel that, as we become more comfortable with our newly acquired wealth, we will see the emergence of more policy-conscious and more proactive business leaders?

Think tanks

TOR: When you asked the question about why I stayed at Eircom, I answered it by saying that I wanted to be a champion of the capacity of Ireland to build real public ownership of companies through the marketplace. This was a statement of my belief in that debate and certainly the wider audience, the City of London or US capital markets for example, will have no doubt now that it is possible to get a fair deal in Ireland.

Of course in the US, for example, you have the Brookings Institution, the American Enterprise Institute, the Hoover Institute and many other think tanks that span the whole political spectrum. These are very important catalysts for the way the American political system works. We don't have these here. We should have them. I think the ESRI is a fine starting point.

We need centres for catalysing the debate - not just the employers or Ibec's views or the unions' views, but think tanks and our business schools expressing trenchant views of our society and structures. So far we have a rather simplistic adversarial relationship between, say, the trade unions and the employers.

Yet, when you ask Irish people, "What do you class yourself as?", the vast majority of the people believe that they are "middle class." I often wonder who represents them at the partnership table?

Copyright 2006 Belenos Publications Ltd Source: Financial Times Information Limited - Europe Intelligence Wire.

Glanbia Ploughs Global Fields

By
Tom Keating
on September 29, 2006 12:34 PM | | Comments (0)
Glanbia Ploughs Global Fields. Check it out:
(Business & Finance Via Thomson Dialog NewsEdge) Glanbia Ploughs Global Fields

As EU agricultural subsidies disappear, the domestic market gets more challenging.

Glanbia's John Moloney explains its strategies to John Walsh.

Glanbia is one of those companies that offers a good insight into the changing face of Irish society. Born out of the merger of Waterford and Avonmore Co-ops, it is steeped in the dairy industry that once dominated the Irish economic landscape. In the days before the current boom, farmers were seen - rightly or wrongly - as being one of the few economically advantaged groups in society. How times have changed.



Developments in the domestic economy put the agri-sector in perspective. And the changing dynamics of the global trade environment have forced significant changes on Irish farming.

The level of subsidies handed down to Irish farmers as part of the EU's Common Agricultural Policy (CAP) was the subject of much heated debate during the 1980s and the early part of the 19905. But as soon as the first General Agreement on Tariffs and Trade (GATT) agreement was hammered out in 1994, it set in motion a chain of events that would eventually open up European markets to much cheaper produce from developing countries.

And in tandem with open trade policies, European farmers had to learn how to survive without the generous support funding that had helped prop up many areas within the agri-sector.

Inevitably, there was a huge backlash from farmers' organisations. The wholesale demise of Irish farming was seen as inescapable reality. And if the ground was shifting under Irish farmers, then that meant that companies like Glanbia also faced increasing uncertainty.

After all, a secure supply of dairy produce is needed to be a successful dairy processor and food manufacturer. Over the past decade, spiralling property prices have lured many farmers away from agri-pursuits.

The complexion of the farming sector once this speculative boom dies down is causing widespread concern.

Glanbia group managing director John Moloney acknowledges these difficulties: "The ingredients business is challenging currently because we have reforms of the dairy sector across Europe, where the support prices are being reduced by the order of 25% over a three-year period. That is through '04, '05 and '06 and a partial one in '07. So I think the big issue in the first half of this year has been that we have seen two parts of that come together.

Effectively last year's impact was defrayed because you had high international prices for dairy products. They have come off a bit - not dramatically. But it did mean that you had to catch up from last year's reform and this year's coming together in one year, and that has led to an impact on ingredients in Ireland in terms of dairy market returns. At the same time, you have costs moving in the other direction."

Moloney argues that the reform period is coming to an end and that from now on there will be a period of adjustment at both farm level and processing level. But it is this period of adjustment that has prompted some speculation that there will be a supply shock if too many farmers quit the dairy sector.

"If you take any of the studies that have been done, Ireland has 25,000 dairy farmers currently and if you look at AgriVision 2015 report done by the Department of Agriculture based on Teagasc economic forecasts, you could get down to 12,000 dairy farmers who would have scaled up - producing the quota or close to it and would be compensating for the price effect through increased scale and efficiency and that or some level of that is going to happen.

It is important that you bear in mind as well that there are significant differences in efficiency between the top 20% and the bottom 20% - of the order of 45 cents per gallon. That far exceeds the level of milk price reduction that is being implemented in the industry to date."

Moloney points to the quota exchange set up by the Department of Agriculture as a step in the right direction and a move that Glanbia had lobbied for to ensure a smooth transition and prevent a supply shock. "Historically farmers who wish to expand have had the resources in terms of land and capital but are constrained by their ability to get quota at reasonable value.

We hope that the exchange mechanism when the first one is introduced in December will begin to contribute to that."

Moloney expects a smooth transition. He says it will be very difficult for families that have been lifelong dairy farmers to jettison their livelihoods. "But I think you also have to see it in the context that Ireland is also different.

There are far greater opportunities. Land values have generally kept pace with the property market which is an important backdrop in terms of the farm balance sheet," he adds.

Glanbia has been running workshops for every 18-20 suppliers from across its supply base in order to provide assistance and support while the trading environment remains challenging.

Glanbia comprises a plc and a co-op. The co-op has a 54% holding in the plc. And in a move to cushion the removal of support prices, the dividend from the plc accruing to co-op shareholders is used to compensate for loss of earnings. Even though it is only on an anecdotal level, Business & Finance has sounded out a number of dairy farmers about the future of the sector in Ireland. They were much more pessimistic than the Teagasc report. They argue that new nitrate and waste water management directives coming from Brussels will put too much burden on farmers to make it tenable in the longer term.

Moreover, they claim that there will be big problems with succession issues as the next generation of farmers are taking up much more lucrative positions outside the industry.

Government dig-out

The Government has chipped in with a plan to help smooth over the transition to the post-CAP environment by announcing a EUR300m-aid package for the industry. Although Moloney points out that only EUR100m will come from the Government's coffers - which will be run jointly by the Department of Agriculture and Enterprise Ireland - with the remaining EUR200m coming from the industry.

"But it does give us a chance to invest and diversify. So Glanbia as well as other operators in the sector are looking to options around new product development and around rationalisation.

We'll also be happy once we complete that part of the exercise to talk to other parties. If there are joint projects that it makes more sense to do, we'll keep an open mind about that. We will come to a view about that in October.

"I think on balance we may end up with a mix of internal projects and maybe some joint projects and they'll be across the area of cheeses and specific protein derivatives from milk for export."

That potentially includes building a new milk-drying and filtration plant, adds Moloney.

Milking overseas opportunities

The latest set of Glanbia's interim results was a bit of an anomaly in the Irish corporate earnings season. As most other companies posted double-digit growth, Glanbia stood still with pretax profits roughly unchanged at EUR30.2m compared with the same period in 2005, operating e profits were down 5% at EUR36.4m and revenues down marginally at EUR922.8m compared with EUR926.1m for the year earlier period.

The company attributed much of the poor performance to the sluggish Irish ingredients business.

Similar to Kerry Group and other companies in that sector, future growth hinges on carving out markets abroad.

"We've had an international presence for some time. We have a significant business in the US. We have expanded that with a joint venture in New Mexico. That will make us the largest producer of cheddar-type cheese in the US when we get to full capacity in New Mexico by the middle of next year.

"So when you look at the Glanbia profit and loss sheet going forward, you will see the returns from the wholly owned subsidiaries, but the share from the associates line will also become much more important.

In a similar vein, we have set up a joint venture in Nigeria with Cussons. That business is currently annualising $100m.

So if you look at growth, you have $100m there, and New Mexico has $350m. And with the acquisition [Glanbia forked out $105m for US nutritional business Seltzer on September 7th] we will grow the nutritionals group to over $150m.

So you are looking at close to $600m in new business over the next two-to-three years."

Glanbia has also opened a sales and marketing office in China. Moloney says the company is linking China with the ingredients business: "and indeed to the acquisition we announced [Seltzer] in terms of infant formula etc in Asia".

And even though Glanbia is limited to a sales and marketing presence in China as it stands, the company is likely to build rather than buy if that policy changes in the future, he adds.

After a hectic few years on the mergers and acquisitions trail around the globe, Moloney says that it is time to consolidate on its recent acquisitions. That will include adapting the plants in New Mexico to meet extra demands if needed, he adds.

"We have room to make some modest acquisitions in 2007, and it is important to keep that pipeline going because there is a lead time in starting these things up."

Watergate?

Moloney says there is no outcome yet to the investigation in allegations that farmers in the Kilmeaden area ("Watered-down milk?" Business & Finance, July 27th) inflated milk supplies by adding water. "That [investigation] is ongoing. Obviously that is a fraud on the company rather than an issue for our consumer so far as it costs the company more to extract water. Obviously a very serious view is taken on that."

Some of Glanbia's milk suppliers that Business & Finance has spoken to claim there is not enough dialogue between the company and dairy farmers in terms of international markets.

One farmer says there is not enough emphasis on the different types of nutrients that can be used to produce high-quality milk which, in turn, can be used to manufacture high-quality products.

That is a pattern that is happening throughout Europe, he claims. Geraldine Kearney, a spokeswoman for Glanbia, to extract water. Obviously a very serious view is taken on that."

Some of Glanbia's milk suppliers that Business & Finance has spoken to claim there is not enough dialogue between the company and dairy farmers in terms of international markets.

One farmer says there is not enough emphasis on the different types of nutrients that can be used to produce high-quality milk which, in turn, can be used to manufacture high-quality products.

That is a pattern that is happening throughout Europe, he claims.

Geraldine Kearney, a spokeswoman for Glanbia, says Glanbia has always been very progressive in opening up channels of communication with its milk suppliers. She cites the company's various workshops as well as its regional committee structure, which are aimed at keeping on top of industry developments.

"There will always be more work to be done, but we are engaging with our suppliers at a number of different levels," she says.

One other area of concern for some shareholders is that the members of the board of the plc comprise the board of the co-op. Moloney argues the value of the co-op and the level of the dividend each year is determined by the growth of the plc. "Therefore everybody is aligned in growing the value of the plc.

That has become clear to shareholders over the past year. So there are no plans to change that [the structure of the plc and co-op] currently."

What about the relationship between the plc and the co-op changing some time in the future?

"I suppose you can never say never - you can't rule it out at any point in time - but not today."

Glanbia has always been very progressive in opening up channels of communication with its milk suppliers. She cites the company's various workshops as well as its regional committee structure, which are aimed at keeping on top of industry developments. "There will always be more work to be done, but we are engaging with our suppliers at a number of different levels," she says.

One other area of concern for some shareholders is that the members of the board of the plc comprise the board of the co-op. Moloney argues the value of the co-op and the level of the dividend each year is determined by the growth of the plc. "Therefore everybody is aligned in growing the value of the plc.

That has become clear to shareholders over the past year.

So there are no plans to change that [the structure of the plc and co-op] currently."

What about the relationship between the plc and the co-op changing some time in the future?

"I suppose you can never say never - you can't rule it out at any point in time - but not today."

Copyright 2006 Belenos Publications Ltd Source: Financial Times Information Limited - Europe Intelligence Wire.

What's Hot ?

By
Tom Keating
on September 29, 2006 12:33 PM | | Comments (0)
What's Hot ?. Check it out:
(Business & Finance Via Thomson Dialog NewsEdge) What's Hot ?

Up and coming countries such as South Africa and Brazil are being watched keenly by potential Irish investors, writes Stephen Tormey.

Despite a frustrating and difficult year in 2005, Pakistan is one country that is coming to the attention of foreign investors. Foreign direct investment in Pakistan increased from $484.7m in 2001 to $1.5bn in 2005, but the earthquake last October was a sever shock to the economy.



However, nobody disagreed with prime minister Shaukat Aziz when he said that "the earthquake may have a slight effect in the short-term, but will not rock the economy in the long-term."

In the shorter term, the challenges facing Pakistan are inflation and interest rates, but with a population of almost 166 million, the opportunities for foreign investment continue to attract attention.

Another upcoming investment hotspot is South Africa. Since its successful transition to democracy in 1994, there have been many positive economic indicators.

"Inflation is under control, foreign exchange reserves have increased tenfold, positive real GDP growth has been recorded for nine years in succession, and strong growth has occurred in fixed capital formation, to name but a few," says Colin Beggs, CEO of PricewaterhouseCoopers in South Africa.

The Irish economy has come a long way in the past three decades. Attracting some of the world's top multinational corporations, and fostering a strong indigenous entrepreneurial culture has been a prime objective of successive governments.

This positive attitude has developed Ireland into one of the world's leading economies. According to Kim Iskyan, head of research at MDM Bank in Moscow, "Ireland is one of the world's wealthiest countries, since its economy has grown nearly five-fold since 1973. It boasts one of the world's highest levels of GDP per capita, some 20% above the European average, while 30 years ago it was 35% poorer than the average."

This has created a cloister of entrepreneurs with a mass of wealth, looking to exploit business opportunities as they arise.

Indeed, Ireland has seen even middle-income earners transform themselves into investors, as attractive investment opportunities overseas lure them into the entrepreneurial arena.

There are a number of investment hotspots around the world where investors are focusing their attention, and this has as much to do with favourable tax regimes as prime real estate opportunities.

Infrastructure, low energy costs, a diversified economy along with sound fiscal and monetary policies. While the World Development Report of the World Bank showed that costs of unreliable electricity and fragile infrastructure are serious deterrents to foreign investment, Risk Map 2005, released by Control Risks Group in London, describes South Africa's business environment as positive, with "low political and security risk."

Another country that is held back by serious deficiencies but is nonetheless - emerging as a world economic player is Brazil.

Enterprise Ireland has hailed Brazil as the second most important market in Latin America after Mexico, and with prime investment opportunities & in the agri-food sector alongside potential in other sectors from telecoms to generic pharmaceuticals, Brazil could become a very real challenge for the world's top economies.

Over the past decade, the country has emerged from a vicious cycle of booms and busts, and finally seems to have controlled inflation, down from an astronomical 2,491% in 1993 to a modest 7.6% in 2004, according to Enterprise Ireland.

The 'new' Brazil is also meeting its IMF targets, is starting to come to grips with corruption, and has stronger democratic institutions as a result.

Interestingly, in a survey released by the UN in September in 2005, multinational companies rated Brazil the fifth most attractive business location worldwide, lagging behind only China, India, the US and Russia, so potential Irish investors would do well to watch this space.

While economies like India and China surge ahead, these less-hyped investment areas are offering attractive investment opportunities across a range of sectors.

It is easy to be attracted to huge investment hubs, but all that glitters is not gold. While these hives of economic activity have assisted some companies expanding at phenomenal rates, less developed areas such as South Africa and Brazil have the Irish investors would do well to watch this space.

While economies like India and China surge ahead, these less-hyped investment areas are offering attractive investment opportunities across a range of sectors. It is easy to be attracted to huge investment hubs, but all that glitters is not gold.

While these hives of economic activity have assisted some companies expanding at phenomenal rates, less developed areas such as South Africa and Brazil have the potential to become significant players in the global investment market potential to become significant players in the global investment market occurred in fixed capital formation, to name but a few," says Colin Beggs, CEO of PricewaterhouseCoopers in South Africa.

Irish investors would do well to watch this space.

While economies like India and China surge ahead, these less-hyped investment areas are offering attractive investment opportunities across a range of sectors.

It is easy to be attracted to huge investment hubs, but all that glitters is not gold.

While these hives of economic activity have assisted some companies expanding at phenomenal rates, less developed areas such as South Africa and Brazil have the potential to become significant players in the global investment market.

Copyright 2006 Belenos Publications Ltd Source: Financial Times Information Limited - Europe Intelligence Wire.

RigNet Deploys Nimsoft's NimBUS for Effective Network Monitoring on Offshore and Remote Oil Rigs; Nimsoft's Scalability and Reliability Gives Managed Service Provider Global Reach and Best Uptime in Industry

By
Tom Keating
on September 29, 2006 12:32 PM | | Comments (0)
RigNet Deploys Nimsoft's NimBUS for Effective Network Monitoring on Offshore and Remote Oil Rigs; Nimsoft's Scalability and Reliability Gives Managed Service Provider Global Reach and Best Uptime in Industry. Check it out:
Case study is posted at:
http://www.nimsoft.com/company/case-studies/Case-Study--RigNet.pdf

Industry
Managed Communications Service Provider for the upstream oil and gas industry

Challenge
To utilize customer Service Level Agreements (SLA) to deliver essential real-time data to oil and gas rigs in extreme remote offshore and land locations worldwide under conditions frequently outside the provider's control.

Solution
Using Nimsoft's NimBUS to:
·Detect any remote communications service problems within the provider's control before users are impacted
·Identify any problems that are outside its control and exclude immediately such downtime from SLA performance calculations
·Deliver real-time SLA performance information to customers

Results
·NimBUS provides RigNet with comprehensive, flexible and reliable drill platform application SLA performance monitoring and reporting capabilities for 8 teleports serving over 500 sites
·NimBUS has decreased RigNet customers' costs by greatly reducing the need for expensive telecommunications equipment or technical support at remote locations
·Nimsoft's solution helps RigNet to protect their service quality reputation

With communications systems installed throughout 20 countries and 6 continents, Houston-based RigNet relies on leading satellite and networking technologies to provide high-quality IP-based voice, data and video managed services worldwide for the upstream oil and gas industry. The company installs, manages and supports the systems, providing powerful, reliable and cost-effective managed communications services for their customers' offshore drilling and production rigs, as well as land rigs. Most of these rigs are located in very remote locations throughout the world. By adhering to stringent standards for network performance, RigNet reliably and efficiently meets the established terms of Service Level Agreements (SLA) with its customers. The company is thus able to commit to providing the highest system uptime, application response and transaction speed and to ensuring end-to-end management of IT performance for business results.



To do this, RigNet must be able to analyze performance data coming from multiple points and be able to exclude performance information from factors beyond its control, from typical heavy thunderstorms that sometimes cause brief rain fade, to extreme severe storms that take down satellite dishes on offshore rigs. In the oil business, SLA "excludes" are frequently required, a common cause being extreme weather. Several examples of such excludes were cited by Morten Hagland Hansen, RigNet's Global IP Engineering Manager: "We had a customer rig get lost in the sea - it was a total loss. We lost two after Hurricane Katrina, and with Hurricane Rita the damage was more on the shore side, where we lost satellite communication to the shore base where all the logistics are handled. There was flooding, and the equipment in those buildings was destroyed. These become excludes in SLAs."

Not all excludes come from acts of nature, as further explained by Hansen: "In the oil and gas business, if the connectivity to a rig is down, it doesn't necessarily mean that there is a problem, it could be also be 'radio silence' to protect personnel from instances where explosives are placed down in the hole where they are drilling. In this case, all communications devices that issue radio signals must be shut down so that the signals will not ignite the explosives while workers are placing them. This is one of many instances where we need to explain that downtime was not due to a problem with the system but was instead intentional."

With tremendous communications challenges already inherent to a business with multiple far-flung locations, the addition of uncontrollable variables makes it quite challenging to fulfill top service level management requirements. To meet the performance expectations of its customers, RigNet selected cutting-edge monitoring technology from Nimsoft. RigNet implemented the NimBUS solution for SLA monitoring and reporting for comprehensive, flexible and reliable drill platform application performance monitoring capabilities.

"Nimsoft's flexibility and amazing breadth of capabilities allowed us to start with a small installation and add to it as we grew and our functional requirements changed, " explained Hansen

To provide background, there are three "parties" using the communications network on any given drilling rig: (1) the drilling contractor, which owns and leases out the rig, such as Noble Drilling and ENSCO; (2) the operator, or oil company (e.g., ExxonMobil, Chevron, Shell, etc.) which is the primary party on the rig, and finances the drilling of the well; (3) and the service company, like Schlumberger or Halliburton, who supports the drilling operation. The applications used on the system are IP-based voice, fax, Internet and real-time data transmission. The real-time data includes all technical information related to the drilling (e.g., depth, temperature, pressure, drilling speeds, drilling torque, formations, etc.) For an offshore rig, even rig positioning and weather data is transmitted. All of this information is transmitted back in real-time to the oil company office for analysis.

Most of RigNets land-based and offshore customers use satellite-based systems. There are options for both. The options land-based rigs have are cellular and regular land-line, where a telephone line is actually strung from the nearest pole to the land rig site. That can get very expensive. Cellular coverage can be very spotty, and not provide a clear signal. Sometimes, satellite is the only option. For offshore, there are microwave networks, where communications ride on a terrestrial network (most of the time, mounted on production rigs that don't move) that is linked back to land via 20 to 30 repeater hops away in a daisy-chain fashion. When one of the repeaters goes down, most of the entire network goes down. That's why satellite is sometimes a more attractive solution, especially in more remote locations where microwave networks aren't available.

The equipment and systems that RigNet monitors on any given rig (offshore or land) include routers, switches and wireless bridges connecting the equipment systems and signals, along with the satellite signal itself. Rignet uses the NimBUS Enterprise Console to build graphical service dashboards. Each dashboard has a health status indicator by individual oil rig. Network communications are monitored between land-based and satellite-based systems. At a glance the operator can see all the oil rigs he or she has responsibility for and determine which ones require intervention. The operator can then drill down and to investigate the discrete infrastructure elements to diagnose and resolve potential or actual problems. When an individual rig is displayed on the NimBUS system, four colors are used to indicate status: green, yellow, orange and red. Green means everything is running properly. Yellow signifies a minor equipment problem, such as a wireless bridge isn't working correctly. Orange represents a major equipment problem, usually involving a router or switch. Red denotes the system is down and is not responding, which could be caused by a problem with the router or switches, or the satellite signal itself.

"The extreme ease of implementation from Nimsoft especially impressed us. Additionally, Nimsoft was very flexible in accommodating our needs, and continuously made modifications and enhancements based on our requirements. We've been especially pleased with Nimsoft's end-to-end infrastructure monitoring capabilities, and with how quickly they could develop solutions for our ever-changing needs," remarked Hansen.


About Nimsoft
Nimsoft's mission is to deliver business-focused Service Level Management solutions that customers can easily deploy and use. Nimsoft solutions are used by hundreds of companies across diverse industries to manage complex networked systems and meet service level agreement targets. Nimsoft solutions combine advanced SLM functionality and broad platform coverage with unprecedented ease of implementation, deployment, and use. For more information, visit www.nimsoft.com.

NimBUS, Nimsoft and the Nimsoft logo are trademarks or registered trademarks of Nimsoft Inc. All other company and product names may be trademarks or registered trademarks of their respective companies.

© 2006 Nimsoft Inc, all rights reserved.

North America and Rest of World
National Toll Free:
877 SLA MGMT (752.6468)
Phone: 650.570.5401
info@nimsoft.com

Europe, Middle East & Africa

UK & Rest of EMEA
+44 (0) 845 456 7091

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+47 22 62 71 60

Spain
+34 91 623 9177

Germany
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infoUSA to Include Coverage of UK's Small Business Market

By
Tom Keating
on September 29, 2006 12:32 PM | | Comments (0)
infoUSA to Include Coverage of UK's Small Business Market. Check it out:
OneSource, an infoUSA company, and provider of comprehensive, global business information has announced coverage of an additional two million small to medium sized UK companies and four million of their executives.



This additional coverage will strengthen the breadth of OneSource’s company profiles. The enhanced content is now available within OneSource’s UK Business Browser.

Customers can now gain access to 1.4 million actively trading companies and over 500,000 new businesses yet to file accounts as part of the UK data expansion of Business Browser.

Information such as director profiles, 3 years of financials, gazette codes, mortgage, auditor and banking data will help companies to evaluate new business partners, customers and suppliers.

A recent research from the Department of Trade and Industry shows that the Small to Medium Sized Enterprise market employs 58.5% of the UK workforce and generates over half of the sales of all companies in the country.

OneSource has identified this as a market opportunity, and is helping UK businesses target prospects in this growing market.

“The increased coverage of OneSource’s UK company information is a reflection of our commitment to providing customers with comprehensive global business information,” said President of OneSource Information Services, Inc., Phil Garlick in a press release.

“As a result we are pleased to provide our customers access to a significant UK market segment,” he added.

OneSource is headquartered in Concord, MA, and delivers products and services to support a company’s sales and marketing efforts.

For more information, visit infoUSA.

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Anuradha Shukla is a contributing writer for TMCnet covering call centers, CRM and information technology.

Castell Howell's pounds 4.4m jobs recipe

By
Tom Keating
on September 29, 2006 12:31 PM | | Comments (0)
Castell Howell's pounds 4.4m jobs recipe. Check it out:
(Western Mail Via Thomson Dialog NewsEdge) Wales' largest independent food wholesaler is investing pounds 4.4m in a new distribution centre in Carmarthenshire. Castell Howell Foods will operate from a purpose-designed 50,000 sq ft facility at Cross Hands Food Park, Carmarthenshire. During the next three years, 50 new jobs are expected to be created. The company has so far bought a seven- acre site at the food park and has an option to acquire a further five acres for future expansion.



When completed, in March 2007, the new facility will house Castell Howell's head office functions and will be its central distribution hub servicing satellite depots in Wales and England.

Its existing Pensarn site will be retained as a cash and carry centre and butchery.

The 45-acre food park was developed by the former Welsh Development Agency and Carmarthenshire County Council.

The expansion project has been supported by the Welsh Assembly Government with a property development grant and regional selective assistance with funding from the EU Objective One programme.

Castell Howell finance director, Nigel Williams, said the new facility would double the company's warehousing capacity.

He said, 'Warehousing space is critical for our future growth and the new facility will enable us to continue to expand and provide a high-quality service to all our customers.

'The support of the Welsh Assembly Government has been pivotal in enabling us to go ahead with this major expansion.'

In 1998 the business employed 50 people and had an pounds 11m turnover - it now employs 240 people with an anticipated turnover this year in the region of pounds 42m.

Castell Howell Foods remains a family- run business, started by Brian and Elizabeth Jones in the mid-1980s when they operated from a small unit on their dairy farm before moving to their present site in Pensarn in 1990.

The company has depots in Gloucester, Oswestry, Merthyr and Bristol and acquired the Cegin Cymru and Pan Aroma distribution businesses in 2004. It is a partner and sole distributor for Celtic Pride, the premium Welsh beef scheme. The company also produces cooked meats at its unit in Fforestfach, Swansea, and now stocks more than 8,000 catering products.

It recently won a three-year contract to supply meat to the NHS in South and Mid Wales and supplies Asda with all its Welsh produce. Its distribution service covers Mid and South Wales and parts of South West England.

Andrew Davies, pictured above, Assembly Government Minister for Enterprise, Innovation and Networks, said the agri-food sector was vitally important for the rural economy and the food park had been developed to help bring 'added value' to products.

He said, 'The agricultural sector in Wales employs some 57,000 people and contributes pounds 1.1bn to the economy while the food and drink industry employs nearly 23,000 people and is worth more t han pounds 2bn to the Welsh economy.

'Castell Howell Foods is a significant employer and its expansion plans are excellent news for the rural economy as well as an important boost for the Food Park. Its rapidly expanding distribution service is an important link in the food supply chain and provides a key service for Welsh food producers enabling them to reach wider markets.' Carmarthenshire County Council's executive board member for regeneration, Clive Scourfield, said, 'This is an exciting development for Castell Howell, the food park and the agri-food sector. It will be fantastic to see the project come to fruition.'

Copyright 2006 . Western Mail & Echo Ltd

GMI Ranks # 4 on the Pacific Northwest's Fastest-Growing Companies in Deloitte's Technology Fast 50 Program

By
Tom Keating
on September 29, 2006 12:30 PM | | Comments (0)
GMI Ranks # 4 on the Pacific Northwest's Fastest-Growing Companies in Deloitte's Technology Fast 50 Program. Check it out:
SEATTLE --(Business Wire)-- GMI (Global Market Insite, Inc.) today announced it ranks # 4 on Deloitte's prestigious Technology Fast 50 Program for the Pacific Northwest, a ranking of the 50 fastest-growing technology, media, telecommunications and life sciences companies in Washington, Oregon and Idaho by Deloitte & Touche USA LLP, one of the nation's leading professional services organizations. Rankings are based on the percentage revenue growth over five years, from 2001 to 2005.



GMI's founder, chairman of the board and CEO Robert W. Monster attributes the company's 2008% percent revenue growth over five years to the rapid global expansion of the company, both organically via the addition of new local offices and the acquisitions of three companies in 2005, including NetReflector (USA), MI Pro (Norway) and Insight/Sunrise (China). In addition, GMI's growth was boosted by the successful delivery of global market intelligence solutions, including software, global respondent panels and services.

"This is an honor for GMI to receive such recognition from its peers," explains Monster, who founded the company in 1999. "I would like to dedicate this award to our loyal customers, our hard-working employees and our strategic partners all over the world, who together have contributed to such an effort. With over 100 new job openings available worldwide, GMI's is poised to continue on its growth path. We look forward to making the Fast 50 list again in 2007."

"Sustaining high revenue growth for five years is an exceptional accomplishment," said Larry Hile, a partner in Deloitte's Technology, Media & Telecommunications (TMT) industry practice based in Seattle. "We commend GMI for making the commitment to technology and delivering on the promise of market longevity. We are proud to honor GMI as a Deloitte Technology Fast 50 winner."

To qualify for the Technology Fast 50, companies must have had operating revenues of at least $50,000 in 2001 and $5,000,000 in 2005, be headquartered in North America, and be a company that owns proprietary technology or proprietary intellectual property that contributes to a significant portion of the company's operating revenues; or devotes a significant proportion of revenues to the research and development of technology. Using other companies' technology or intellectual property in a unique way does not qualify.

Winners of the 16 regional Technology Fast 50 programs in the United States and Canada are automatically entered in Deloitte's Technology Fast 500 program, which ranks North America's top 500 fastest-growing technology, media, telecommunications and life sciences companies. For more information on Deloitte's Technology Fast 50 or Technology Fast 500 programs, visit www.fast500.com.

About GMI

GMI (Global Market Insite, Inc.) is the only company that provides comprehensive integrated solutions for global market intelligence for both market research firms and corporate market research departments at Global 2000 companies. Solutions include Net-MR, a suite of software tools to manage and automate research throughout the project lifecycle, desktop analysis tools, 24/7 service bureau capabilities, and one of the world's largest, highly profiled, double opt-in managed panels, spanning across 200 countries. In addition, GMI offers high-value, real-time enterprise feedback solutions for customer, partner and employee programs. Founded in 1999 with world headquarters in Seattle, Wash., GMI has operations on five continents. More information is available at www.gmi-mr.com or email us at info@gmi-mr.com.

About Deloitte

Deloitte refers to one or more of Deloitte Touche Tohmatsu, a Swiss Verein, its member firms and their respective subsidiaries and affiliates. As a Swiss Verein (association), neither Deloitte Touche Tohmatsu nor any of its member firms has any liability for each other's acts or omissions. Each of the member firms is a separate and independent legal entity operating under the names "Deloitte", "Deloitte & Touche", "Deloitte Touche Tohmatsu" or other related names. Services are provided by the member firms or their subsidiaries or affiliates and not by the Deloitte Touche Tohmatsu Verein.

Deloitte & Touche USA LLP is the U.S. member firm of Deloitte Touche Tohmatsu. In the U.S., services are provided by the subsidiaries of Deloitte & Touche USA LLP (Deloitte & Touche LLP, Deloitte Consulting LLP, Deloitte Financial Advisory Services LLP, Deloitte Tax LLP and their subsidiaries), and not by Deloitte & Touche USA LLP.

Nortel Resurgent, Zafirovsky Upbeat

By
Greg Galitzine
on September 29, 2006 12:09 PM | | Comments (0)
According to a report from the CBC, Nortel’s CEO Mike Zafirovsky is positively bullish on his company’s future, pointing to the fact that Nortel is once again in hiring mode in Ottawa.
 
“We stopped for awhile. Now we’re back at it,” said Zafirovski at a breakfast put on by the Ottawa Centre for Research and Innovation.
 
Zafirovski pointed to the recent unified communications pact that Nortel struck with Microsoft as proof that the company is in the throes of a resurgence.
 
“We’re putting the foundation in place. And again, that’s all going to drive toward having innovation to be the fuel that’s going to put Nortel where it needs to be and recreate a great company,” he said

Venture Capital Firms K-O

By
Tom Keating
on September 29, 2006 6:36 AM | | Comments (0)
Venture Capital Firms K-O. Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) Kardan Technologies A subsidiary of Kardan 85, Medinat Hayehudim St., P.O. Box 4012, Business Park, Herzliya 46140 Tel: 972-9-960-2000 Fax: 972-9-960-2001 E-mail: info@kardantech.com Investment focus: Creating global high-tech and e-commerce companies. Kardan is also invested in Nitzanim and Concord I and II funds.



Koonras Technologies A subsidiary of Polar Investments 21 Ha'arba'a St., Tel Aviv 64739 Tel.: 972-3-684-5794 Fax: 972-3-684-5713 E-mail: Avi Shachar A technology investment company focusing on start-up and early stage financing in Israeli and Israel related software, robotics, automated inspection, biotechnology and agrotechnology companies.

Koor Corporate Venture Capital The investment arm of Koor Industries Platinum House, 21 Ha'arba'ah St., Tel Aviv 64739 Tel. 972-3-6238 410 Investment focus: Telecommunications technology, internet infrastructure, enterprise software and life sciences.

LEAP Capital 14 Shenkar St., Suite 110, PO Box 12226, Herzliya 46733 Tel.: 972-9-951-4434 Fax: 972-9-951-4435 E-mail: General inquiries Investment focus: Raising capital for, and providing advice to, growth and technology companies.

LINK Technologies Israel contact: Tel: 972-9-951-8489 Fax: 972-9-958-3692 E-mail: Galit Fuhrer A joint Israeli-Japanese team linking portfolio companies to Japan and the Far East. Its focus is software, Internet and e-commerce, communication, electronics, agro-technology, medical devices and biotechnology.

Azrieli Center 1, 35th fl., Tel Aviv 67021 Tel: 972-3-696-7285 Fax: 972-3-695-5960 E-mail: modi@magnumvc.com Modi Rosen, managing director Investment focus: Communication related areas including data and IP communication, Internet, e-Commerce, communication software, wireless, as well as new models for communication services.

Maoz Everest Fund Management 21 Ha'arba'a Street, Tel Aviv 64739 Tel: 972-3-685-5855 Fax: 972-3-685-8557 E-mail: info@maozeverest.com Investment focus: Maoz Everest manages two funds - the Everest Fund LP focuses on Israeli and Israel-related investments; Everest Special Situations LP invests in distressed companies.

Marathon Venture Capital Fund Yahalom Tower, 3A Jabotinsky Rd., Ramat Gan 52520 Tel: 972 3 613 4010 Fax: 972 3 613 4011 E-mail: marathon@inter.net.il Investment focus: Early-stage high-tech companies in the data communications, Internet and intranet, electronics, robotics and automated inspection, semiconductors, biotechnology and medical devices fields.

MATI High-Tech 3 Tel Hai St., Ra'anana 45403 Tel: 972 9 760 2716 Fax:972 9 760 2245 E-mail: ibg@ibg.co.il

MayTree Management Group Ackerstein Bldg., 103 Medinat Hayehudim St., Herzliya Pituah Tel.: 972-9-950-5456 Fax: 972-9-950-5461 E-mail: Rafi Zitvar MayTree is a strategic partnership between Israeli financial institution Meitav, and SunTree. Investment focus: IT, telecommunications, semiconductors, robotics, energy and environment.

Medica Venture Partners Ackerstein Towers, Bldg. B, 10th Floor, 11 Hamanofim St., Herzliya Pituah 46725 POB 2206,Herzliya Pituah 46120 Tel.: 972-9-960-1900 Fax: 972-9-954-2266 E-mail: medica@medicavp.com Investment focus: Israeli and Israel-related biotechnology, pharmaceuticals, healthcare and life sciences companies at all investment stages.

Medica Investments (US & Israel) Incubation, seed and early stage financing in healthcare, biotechnology, pharmaceuticals and agro-technology.

Medmax Ventures City Gate II, 22B Ben Gurion St., Herzliya 46785 Tel: 972 9 951 1990 Fax: 972 9 951 1992 Email: noammed@ibm.net Incubation, seed and early-stage financing in healthcare, biotechnology, pharmaceuticals and medical devices.

MG Equity Partners SHAP Tower, 19 Tuval St., Diamond Exchange District, Ramat Ran Tel: 972-3-7538900 fax: 972-3-7538903 E-mail: info Investment focus: Investment banking, equity research, cross border M&A's and private equity capital to issuing clients, specializing on the LSE, AIM, and OFEX.

Millennium Materials Technologies Fund LP 40/13 Eistein St. Ramat Aviv 69101 Tel: 972-3-643-9986 Fax: 972-3-643-9987 E-mail: info@mmt-fund.com Two funds, focusing on new materials and industrial process.

Mofet Technology Fund Management 11 Galgalei Haplada St. P.O. Box 12896 Herzliya Pituah 46733 Tel: 972-9-956-1290 Fax: 972-9-956-1293 E-mail: Elie Barr Investment focus: Early stage investments in the IT, Internet and intranet, data communications, electronics, software, semiconductor and medical devices fields.

Myriad Partners 13 Ramban St, Jerusalem 92422 Tel.: 972-2-567-1345 Fax: 972-2-567-1346 E-mail: info@myriadpartners.com Investment focus: Telecom, wireless technology and Internet.

Ness Ventures The investment arm of Ness Technologies Ness Tower, Atidim, Bldg. 4, P.O.Box 58152, Tel-Aviv 61580 Tel: 972-3-7666800 Fax: 972-3-7666809 E-mail: info@nessventures.com Investment focus: IT start-ups.

Nokia Venture Partners Israel office: Ackerstein Towers, 11 Hamenofim St. Herzlia Pituach 46120. Tel: 972-9-951-4884 Investment focus: Mobile and IP communications start-ups.

Ofer Brothers Hi-Tech A part of the Ofer Brothers Group Ramat Aviv Towers, 11th Floor, 40 Einstein St., Ramat Aviv, Tel Aviv E-mail: info@oferhitech.com Tel: 972-3-643-8890 Fax: 972-3-643-6662

OphirTech A subsidiary of Polar Investments 3 Daniel Frisch St., 13th fl. Tel Aviv Tel.: 972-3-691-1911 Fax: 972-3-609-5851 E-mail: Yermi Kaplan Investment focus: Seed and early stage financing in software, telecom and wireless communications, software and data communications.

Opus Capital 2730 Sand Hill Road, Suite 150, Menlo Park, CA 94025 Tel: 1-650-543-2900 Fax: 1-650-561-9570 Investment focus: Seed and early-stage investments in technology companies.

Copyright 2006 Globes. Source : Financial Times Information Limited.

Rate the company, not the stock

By
Tom Keating
on September 29, 2006 6:36 AM | | Comments (0)
Rate the company, not the stock. Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) Anyone wishing to follow the semiconductor sector on a regular basis, especially the flash market, knows that there is one key figure whose opinions are well worth noting: Citigroup analyst Craig Ellis. However, in the past year, he has been joined by another analyst who is also gaining a reputation as a sector expert: WR Hambrecht & Co. analyst Daniel Amir. While one could hardly compare the two investment houses in terms of size or experience of their analysts, the fact that Ellis and Amir are now classed in the same category is quite definitely an impressive achievement for the Israeli analyst, who joined WR Hambrecht in 2004, and has already become renowned worldwide for his expertise. These are some of Amir's latest recommendations:



1. DSP Group (Nasdaq: DSPG)

Recommendation - Buy

Target Price - $33; premium - 45%

Line of business: DSP Group is a fabless semiconductor company that offers chipset solutions applications for digital telephony, European digital enhanced cordless telecommunications telephony, and Bluetooth systems for voice, data, and video communication in residential, as well as small-office home-office, and small to medium enterprise environment.

DSPG should opt, in future, for large acquisitions, rather the small ones it has made up till now.

Amir: DSP Group focuses on the wireless handset niche and it has a big advantage because it controls 70% of the US market and 10% of the European market, which it entered a year and a half ago. It is a highly profitable company operating in a market that is large enough for one company to succeed, but too small for the big competitors. This field is not growing as fast as cellular handsets. DSP Group has a handsome $353 million in cash, and it generates $15 million revenue a quarter from current operations.

Globes: DSP Group predicts revenue of $227-236 million and growth of 21-26% for 2006. What do you think about this rate? DSG Group's problem is that its sector is not growing rapidly. Revenue rose handsomely, but it's rather hard to get institutions excited about the growth rate, or about the fact that the company works with cordless telephones. All in all, this is nevertheless a wonderful company, with excellent management. The way Wall Street looks at it is not their fault. In any event, I believe that DSP Group should use its cash to expand.

What kind of acquisitions?

I'm not talking about buying small technologies as it has done until now, but buying large companies with revenue, for example in wireless communications or networking, video and image processing. Things that are close to it. If the company learns how to diversify properly, I believe that this will generate more interest in it. DSP Group's share was a great disappointment this year, even though its business was pretty good. Therefore, my target price constitutes a significant premium on the current share price.

Saifun's investors know next year will be critical

2. Saifun Semiconductors Ltd. (Nasdaq:SFUN)

Recommendation: Buy

Target Price - $38; premium - 30%

Line of business: Saifun provides intellectual property solutions for the nonvolatile semiconductor memory market. Its nitride-read-only memory (NROM) technology enables semiconductor manufacturers to double and even quadruple the amount of memory that can be stored on a given area of a processor.

What's the basis for your target price for Saifun?

People investing the company today expect the company to shortly sign a large contract with a data company. If this doesn't happen, investors might be disappointed in the long term, but it's premature to talk about this. I predict that the company will have $100 million in sales next year, and I see no reason for them not to achieve this. My hope is that they'll announce a new licensing agreement with a data company during the coming quarter, as they promised would happen by year-end. I also hope that Spansion Inc. (Nasdaq: SPSN) will continue to expand its collaboration with it, and that Semiconductor Manufacturing International Corporation (SMIC) (HKSE: 0981) will reach the tape-out stage and make progress towards a product. Investors in Saifun know that 2007 will be critical for the company and that 2006 is a transition year.

What's critical? What does the company have to prove?

Spansion bought code licenses from Saifun, as did most other customers. Saifun has to prove that large companies are buying licenses from it in the data field too, otherwise its NROM technology will remain a niche technology. This will be proof that the technology Saifun is talking about works, because meanwhile, there's no large-scale proof. If data companies don't go in the direction Saifun expects, it will be in trouble. Meanwhile, it's very successful and innovative, and its model of selling intellectual property is very profitable and works for it.

PowerDsine should be a division of a large company. It will succeed better that way.

3. PowerDsine Ltd. (Nasdaq: PDSN)

Recommendation: Buy

Target Price - $8.50; premium - 7%

Line of business: PowerDsine designs, develops, and supplies integrated circuits, modules, and systems that enable the implementation of power-over-Ethernet (PoE) in local area networks (LANs).

In recent weeks, PowerDsine's share has skyrocketed on assessments that it is an acquisition target, or is at least in negotiations to be acquired, after it hired Citigroup (NYSE:C). Names mentioned as possible buyers include Freescale Semiconductor Inc. (NYSE:FSL), but Freescale was itself acquired by Blackstone Group LP and other private equity funds for $17.6 billion.

Amir says, I assume that Freescale is busy with internal matters, so it's no longer relevant, but I shouldn't be surprised if companies such as Broadcom Corp. (Nasdaq:BRCM) or Texas Instruments Inc. (NYSE:TXN) aren't interested in such a deal.

Why is an acquisition logical at all? Wouldn't it be better for PowerDsone to continue on its independent path?

With sales of $35-40 million a year, it's better for PowerDsine to be a division of a large company. It will succeed much better that way. This isn't a recommendation for every company; DSP Group or Saifun aren't right for sale, but it's true for PowerDsine. My target price of $8.50 is more or less where the share is now.

At what price could a deal be struck?

I assume that if an acquisition takes place, it will be at around $11.50 per share, not less than the IPO price. It should be borne in mind that General Electric Co.'s (NYSE:GE) investment in PowerDsine was made at $11.20 per share, and with a 23.7% stake in the company, I don't believe that it would sell for less.

In my opinion, investors making investments now are doing so because they think the company will be sold. However, if there is no deal, in my opinion PowerDsine is definitely worth its current share price, but not more. The rumors are strong, and after I saw the response by CEO Igal Rotem, I believe that a sale is only a matter of price, and not a question of whether or not they agree to be sold. Igal doesn't conceal the fact that he's prepared to sell if the right buyer comes along.

Published by Globes [online], Israel business news - www.globes.co.il - on September 28, 2006

Copyright of Globes Publisher Itonut (1983) Ltd. 2006

Copyright 2006 Globes. Source : Financial Times Information Limited.

M&M bags German forging firm Jeco

By
Tom Keating
on September 29, 2006 6:35 AM | | Comments (0)
M&M bags German forging firm Jeco. Check it out:
(The Economic Times (India) Via Thomson Dialog NewsEdge) : Mahindra & Mahindra (M&M) has struck a deal to buy out German forging company Jeco Holdings in the largest overseas deal in the auto component space so far.

M&M, through its component arm Mahindra Systems and Automotive Technologies, now rechristened Systech, acquired a 67.9% stake in German forging company Jeco Holdings, one of Germany's top five forgings companies, for an undisclosed amount. The enterprise value of the firm has been estimated at about e140m (Rs 830 crore), making it the largest outbound deal.



Jeco Holdings has three plants in Germany with a total capacity of 100,000 tonnes per annum and a turnover of e180m. However, there is no clarity on how much M&M is paying for its 67.9% share of Jeco's total equity. Kotak Investment Banking was the principal advisor to M&M on this deal.

M&M plans to integrate this company with its subsidiary Mahindra Automotive Steels (MASPL) at a later date and is currently in discussions with the Indian regulators to chart out a course of action for the same. MASPL holds M&M other forgings interests like the Chakan unit acquired from Amforge in '05.

"Jeco is a profitable company with a strong customer base and good capabilities for innovation so this is a sound investment in terms of returns to our shareholders. Jeco's presence in the European forgings market will help us build a global business in the forgings market," said Anand Mahindra, vice-chairman and managing director of M&M.

Mr Hemant Luthra, president of Systech added that "Jeco's assets, in terms of machinery is perfectly complimentary to what we have in Amforge and Stokes, giving us a global platform in Germany, UK and India to meet customer demands."

Jeco manufactures forgings for gear boxes, engine and axle parts, hubs, gears and piston heads and its activities are concentrated on the truck, bus and trailer market. Its main customers include DaimlerChrysler Group, ZF Group, MAN Nutzfahrzeuge, Volvo, Linde, Renault, Agco, Kessler and Kolbenschmidt.

"The cost scenario for our business is difficult in Europe so we were looking for a strategic partner to tie-up with. We see immense potential in our alliance with M&M as it is a technologically competent company with a strong base in India," said Mr Oliver Scholz, member, supervisory board of JECO Holdings.

"M&M's strategy for Jeco seems fairly straight forward. It will use Jeco for all the high-end work as European clients tend to be picky about where their critical parts are engineered. It may move some of the back-end and low-technology business to India to rationalise costs," said an industry analyst.

Copyright 2006 The Economic Times of India, Coleman & Co Ltd. Source : Financial Times Information Limited

HP, Dell, Sun Microsystems and Oracle traverse the country to hob knob with New York press and analysts

By
Tom Keating
on September 29, 2006 6:35 AM | | Comments (0)
HP, Dell, Sun Microsystems and Oracle traverse the country to hob knob with New York press and analysts. Check it out:
(www.internetnews.com Via Thomson Dialog NewsEdge)
Reporter's Notebook: Remember, remember the month of September.

That could be the theme for high-tech events in New York City in 2006, as officials from HP, Sun Microsystems, Dell and Oracle all traveled to New York to tout new wares and curry the favor of east coast press and analysts.

HP unveiled new PCs and a new family of storage servers at separate press events in Manhattan.

The events moved like clockwork, with HP officials portraying the company's strengths in making enterprise-class computers and storage servers.

Unfortunately, the company's boardroom shenanigans overshadowed its technological accomplishments by a long shot.

But that's a whole other story.

Dell's D-Day

Dell's technology day on Sept. 12 proved to be far more noteworthy because of the company's recent financial woes and earnings delay .

And then there are things that make reporters cringe. Not many things but enough.

I witnessed one at this Dell tech event, where company officials debuted new PCs.

Check out this exchange between Michael Dell and a reporter during a Q&A session following Dell's keynote.

Reporter: "In your last quarterly report, your revenue earnings had fallen 51 percent."

Dell: "Our revenues did not fall 51 percent."

Reporter: "Your revenue earnings had fallen."

Dell: "Our revenues did not fall. Our earnings fell."

Reporter: "Oh, I'm sorry! I'm sorry, I'm sorry."

Dell then made light of the gaffe, bailing the poor guy out from an embarrassing mistake. He said something to the effect that it was hard to keep the revenues and earnings straight.

Kudos to board chairman Michael Dell for his handling of the situation. He could have ripped the guy for the misstep. But he took the high road.

He sure wasn't rewarded though.

Another reporter asked Dell to comment on the job Kevin Rollins is doing as CEO. That was the second time of the day Dell had to deal with that line of questioning.

Seems there is a lot of anti-Rollins sentiment floating around after the company missed some financial targets.

Dell again handled the tough question with grace and aplomb: "I think my comments earlier about Kevin were quite clear and I don't plan to repeat them because I haven't changed my mind since this morning."

Earlier that morning, Dell staunchly defended Rollins, noting that he disagrees with press and analyst comments that Rollins isn't the right man to lead Dell. He even called Rollins and "excellent executive."

Dell noted that the board has Rollins' back, as well, adding: "I'm the biggest shareholder so you can do the math."

Will Dell and the board can Rollins? Dell, point blank: "It's not going to happen."

Sounds like Rollins' and Dell's fates are tied together for the time being. But one wonders if Dell will sing a different tune if things don't improve.

Viva La Ponytail!

A week later, I took in the tech news at Sun Microsystems' event at Chelsea Piers, the third consecutive year Sun has schlepped to New York in September to hold a quarterly news briefing with press and analysts.

Sun CEO Jonathan Schwartz, sporting the coolest ponytail in high-tech, regaled the audience with tales of how Web 2.0 is harboring a lot of convergence and that we as a society are moving from a static, passive information age to one of active participation.



That was the message peppered in and around the hard news about a few new servers and storage devices. But the real fireworks took to the sky in the Q&A.

Someone in the audience asked Schwartz for more details about Sun's relationship with Apple. The interrogator was subtly referring to the rumors that Apple might acquire Sun.

"We've consistently partnered with Apple," Schwartz said. "Certainly we feel that customers want choice. As for specifics of what else we're working on, stay tuned."

Later, Schwartz provided an object lesson in jabbing at the competition by ignoring them.

An analyst asked what effect the pending Opteron server offerings from IBM, HP and Dell will have on Sun's ability to grow its Opteron server business going forward.

"I'll leave the Opteron-specific question for John Executive Vice President John Fowler and just tell you how thrilled I am that we're seeing such an aggressive uptake of Solaris on HP, Dell and IBM."

In the past, you could count on former CEO Scott McNealy to answer such questions about competitors by roasting Dell and HP with acerbic wit.

Schwartz' approach is much more subtle. Where McNealy's words were sharp jabs, Schwartz projects a sunny, "can't we all just get along" aura. But don't be fooled.

The new CEO's digs are just as vicious, albeit in a subtler fashion.

Check these Schwartz nuggets out:

"We're not anti-vendor. We're not here to bash anybody. Every single business we're in must be multi-platform if it's going to be successful. When I'm selling the hardware we're talking about, I'm going to be thrilled to talk to the Linux community about running Ubuntu on Niagara. When I'm talking about Solaris I'm going to be thrilled to talk to you about HP and Dell. They are no longer competitors in my mind. They are now channel partners."

Go ask IBM, HP or Sun if they feel like they're Sun channel partners.

To his credit, Schwartz let an opportunity for a barb pass by. When an audience member asked Schwartz what he thought about Dell and HP's recent struggles, Schwartz wouldn't bite.

Instead, he said Sun is not focused on Dell or HP, but on customers.

I doubt McNealy would have passed on the chance to take a bite of that whopper of a question.

Oracle Locks Up Your Datacenter

For a company firing on all cylinders, see Oracle in the high-tech dictionary.

Fresh off a solid first-quarter revenue bump, Oracle President Chuck Phillips and several other executives came to New York this week to outline the company's past, present and future security strategy.

Phillips stressed breaking out of the silos of security products, eschewing point products for integrated suites.

"Most companies use a very fragmented set of solutions, and that's the way the industry grew up -- specific companies addressing specific threats with no thought of how this all fits together," Phillips said.

"One of the things we bring to the table is thinking about security holistically from the application down to the disk through the network."

Company officials demonstrated how to lock down the network at the event by detecting off "orphan" or "ghost" access privileges of former employees, to how to block a corporate insider from accessing sensitive data.

We hear about such technologies all of the time, but it was nice to see them in action.

Moreover, the interfaces made sense to me; it looked like I could grant a new employee highly specific access privileges on an HR application throughout a company's network without fouling it up.

Oracle is going to try to fine-tune its software to put IBM, Sun and others even farther in the rearview mirror.

Internet.com Corp.

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The San Diego Supercomputer Center is making available more than 400 TB of disk space and even more archival tape space for academic and scientific data in search of a good home.

By
Tom Keating
on September 29, 2006 6:35 AM | | Comments (0)
The San Diego Supercomputer Center is making available more than 400 TB of disk space and even more archival tape space for academic and scientific data in search of a good home.. Check it out:
(www.enterprisestorageforum.com Via Thomson Dialog NewsEdge)
The San Diego Supercomputer Center ( SDSC ) is making available more than 400 TB of disk space and even more archival tape space for academic and scientific data in search of a good home. With 18 PB of archival storage, it just didn't seem nice not to share (for a modest fee, of course).



SDSC was founded in 1985 with a $170 million grant from the National Science Foundation. Since then, SDSC has served the supercomputing needs of more than 10,000 researchers at 300 academic, government and industrial institutions in the United States and around the world.

Today, operating out of the University of California, San Diego, SDSC continues to be a strategic resource to science, industry, and academia and provides a vast array of tools and expertise to the communities it serves.

Among the new services SDSC is offering the academic, scientific and digital preservation communities is the ability to store terabytes of data experiments, collections, and more at SDSC's Data Central storage repository.

Long-Term Storage

Richard Moore, SDSC's division director for Production Systems, notes that SDSC "has been one of the primary NSF-funded supercomputer centers for 20 years. Over our lifetime, we've always had a focus on data-intensive applications, applications that require a lot of memory or require large IO as part of their code. As a result, we built a pretty powerful data infrastructure with a large amount of disk and a large amount of archival systems. The primary reason we built those systems was to support the users of our supercomputers, to support their storage needs."

But soon Moore and his team saw a new need emerging, a need for long-term reliable storage of data collections, collections that might require 10 or 20 or 40 terabytes of archival storage space.

"We saw that we had an infrastructure that could be adapted to fill what we viewed as an emerging need to store particularly large-scale, long-term digital collections," says Moore. And the thought of being able to host and store digital collections was an exciting one to Moore and his SDSC colleagues. "It's a different kind of service than we were originally chartered for by the NSF, but it's leveraging a lot of the expertise and infrastructure that we already have."

And the community was asking for help, adds Moore. "We are already working with the Library of Congress, the California Digital Library and the National Archives and Records Administration," he reports. "And these organizations have a very critical need for long-term preservation. We want to support them, and we see long-term preservation storage as an important area."

Indeed, SDSC has been doubling its volume of stored archival data every 14 months, as the need to store data long term has increased. As a result, SDSC has more than tripled its archival storage capacity, from six petabytes to more than 18 petabytes, with about five times more bandwidth.

Data Central

SDSC's newest storage initiative is Data Central and the Data Allocations program. Total capacity for storage at SDSC is 2 PB of raw disk storage space with 18 PB of archival tape storage. Of that space, SDSC has reserved 400 TB of disk space and a significant fraction of its archival tape storage for members of the U.S. academic research community wishing to participate in the Data Allocations program.

And why should institutions consider storing their valuable data collections at SDSC?

"In terms of some of the advantages, we have a large production-level infrastructure that a group can leverage," says Moore. "We have a 24/7 staff that monitors the system, people that are on call. So there's this whole infrastructure that's in place that can be leveraged. That's one big advantage. We're also at scale to be able to host large collections and do it over a long period of time."

Another key advantage is that SDSC can easily handle data migration.

"When individuals need to store data now, they have to go and buy equipment to store that data," says Moore. "And then they have to hire somebody to administer that equipment. And they have to find a machine room where they can put all this stuff. And they have to get redundant power into that machine room, and cooling. And then three or four years from now, they're going to have to figure out how to migrate to the next generation."

Or they can just send their data to SDSC's Data Central, where an expert staff will maintain and migrate data as needed, 24/7, in a safe, reliable storage environment where they can still have 24/7 access to it.

Storing a TB at SDSC

"It's one thing to call up your local vendor and say, how much does a terabyte of disk space cost? Or how much would some sort of archival system cost?" says Moore. "It's another to face some of the longer-term and associated costs that aren't so obvious," what consultants and solution providers call the total cost of ownership (TCO).

"One of the things that we're doing in our cost structure is looking at annualized costs," explains Moore. "We're not going to say you can store a terabyte here for X dollars. We're going to say you can store a terabyte here for a year for X dollars. And the reason for looking at annualized costs is that we intend for this to be a sustainable effort, and there are ongoing costs, including media migration," that need to be factored in.

Data Central Data/Storage Resources

With a capacity of more than 20 petabytes of tape and disk storage, SDSC offers a wide variety of storage resources specially designed for high-performance users.

Disk Resources SATA & SAN/Fibre Channel Disk

Capacity: 400 TB (available for allocations)

Software: SRB, GridFTP, a variety of RDBMS, SSH, HTTP

Tape Resources Capacity: 18 PB (total)

Hardware: 6 STK Powderhorn silos, 64 IBM 3592B tape drives, and two IBM P690 nodes

Software: SRB, GridFTP, HSI

Archival System The centralized, long-term data storage system at SDSC is the High Performance Storage System (HPSS). SDSC manages one of the world's largest productions of HPSS, which has the capacity to store 18 PB of data on archival tape. HPSS transparently uses an associated 100 TB disk cache to accelerate read and write operations.

SRB SRB (Storage Resource Broker) is a data management software produced at SDSC. The software provides easy access to SDSC's disk and tape resources and presents them as a single file hierarchy. SRB can also be used for remote data management and access.

"In our field, media migrations every few years are not unusual at all, whether that's tape or disk," says Moore. And there are many elements involved, which can add up over a year or many years.

"It takes labor to run these systems," he says. "It takes servers to drive the disks and allow people to access their data . It takes networks. It takes a machine room. It takes utilities. It takes maintenance on all those systems. It takes media. So there are a number of elements that are rolled into our costs.

"Right now the best available cost estimate, when we look at our total cost of ownership for storing on disk, which is accessible all the time, is about $1,500 per terabyte per year," says Moore. The cost for archival tape is considerably less, about $500 per terabyte per year, with retrieval time (or latency) in minutes.

Still, given the cost of arrays and the personnel to manage them, $500 to $1,500 a terabyte seems cheap by comparison; SDSC only charges enough to cover its costs. And Moore anticipates that the annual cost of both disk and tape will drop substantially as the density of media increases. "I'm very hopeful that these fixed costs that constitute the rest of the total cost of ownership will also scale down ," he says.

Shared Storage

SDSC is already storing data and hosting digital collections for a number of academic and institutional customers and is in talks with many more about helping them with their long-term storage needs. (To see a list of collections SDSC currently hosts, click here .)

This past summer, SDSC signed a Memorandum of Understanding with the National Center for Atmospheric Research to make available 100 TB of archival storage at each facility for replication of each other's data. And that storage space is scheduled to increase each year by 50 TB, reaching 300 TB by 2010. By having data stored offsite in a safe location, both institutions are helping to ensure the preservation of their digital assets for future generations.

Whether SDSC will have enough storage to satisfy its institutional customers' needs or customers willing to pay the price doesn't concern Moore. "We are not a commercial venture," he states. "Our focus is on large-scale collections and nonprofit university scientific researchers as well as the digital preservation community."

As SDSC opens up its Data Allocations program to the greater academic and digital preservation communities this fall, Moore and his team will find out how great the need for outsourced or shared storage is, and what price institutions are willing to pay to store their data offsite long term. That could also provide useful information for storage service providers. Stay tuned...

For more storage features, visit Enterprise Storage Forum Special Reports

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Intel's future Centrino Duo Mobile chipsets promise interoperability with the latest routers, and will include new wireless connectivity types (HSDPA and WiMax).

By
Tom Keating
on September 29, 2006 6:35 AM | | Comments (0)
Intel's future Centrino Duo Mobile chipsets promise interoperability with the latest routers, and will include new wireless connectivity types (HSDPA and WiMax).. Check it out:
(www.wi-fiplanet.com Via Thomson Dialog NewsEdge)
The Centrino brand name Intel slapped on its embedded Wi-Fi support in laptops arguably made wireless networks the household word they are today. This week, at the Intel Developer Forum in San Francisco, the chip giant revealed its plans for the future of what was once code-named "Santa Rosa." It will couple draft 802.11n specification Wi-Fi with Intel's own Core 2 Duo mobile processor -- and there are future add-ons to anticipate as well, including HSDPA.



To stave off potential problems in working with other Draft-N products, Intel says it has created an 802.11n interoperability program to make sure the new Centrino laptops work with access points from vendors like Buffalo Technology, D-Link, Linksys and Netgear (the top four sellers of Wi-Fi products in the U.S. consumer market). Intel's belief is that the consumer market will snap up these products first, and that testing for enterprise use will follow once the standard is actually finished.

Interoperability testing is usually the purview of the Wi-Fi Alliance , and in fact, the Alliance said last month it will begin testing Draft-N products in 2007, long before 802.11n becomes a ratified standard (that's expected in 2008). That timeframe could be too late for Intel, which wants to have the new Centrinos on the market early next year.

"This testing is meant to supplement what the Alliance does," says Intel spokesperson Amy Martin.

Even if Intel's Santa Rosa plans were delayed and the Alliance were to begin testing first, Martin thinks Intel would still do its own interoperability check, likely to take place in an actual retro-fitted home with multiple floors to get a real-world feel, rather than the clinical lab tests run by the Wi-Fi Alliance.

"We'll still be part of their testing," Martin says.

The Intel Core 2 Duo processor part of the new Centrino package will have new power saving capabilities, a must on Wi-Fi equipment that tends to eat up batteries fast.

Centrino will also include features of Intel vPro, another marketing initiative from Intel that targets business customers. The features include an active management feature to let enterprises better track assets and check system security, and a Flash memory accelerator that will allow for faster resume from hibernation state. They're even revamping the integrated graphics core.

Intel also said a new low-power chipset would be available for the Ultra Mobile PC platform.

Intel announced separately with Nokia that the two companies will be bringing HSDPA (High Speed Downlink Packet Access) connectivity to Centrino users. Nokia has made a module that supports the 3G tech, and Intel will provide it to interested notebook OEMs. (The Wall Street Journal said shares for Novatel Wireless and Sierra Wireless, companies that make modems and modules to support tech like HSDPA and EV-DO in laptops, dropped when this news was announced, indicating the power of the partnership.)

Martin says they chose to work with Nokia due to the company's strong 3G/HSDPA knowledge and product line.

Of course, Intel's real goal is integrating WiMax. While nothing official was announced today, Martin confirms that Intel will offer a mobile WiMax mini-PCI card eventually. Even that is a stopgap to the ultimate goal of a combination of WiMax and Wi-Fi on the same embedded card used on Centrino-branded laptops.

Intel has also jumped on the ultrawideband (UWB) bandwagon today by saying it will release Intel Wireless UWB Link 1480 MAC (media access controller) silicon and reference designs for vendors looking to create products supporting the specification created by the WiMedia Alliance . The first customer will be Belkin , which plans to build the 1480 (using a PHY from Alereon ) into a Certified Wireless USB adapter to come out in the first quarter of next year.

Belkin had previously planned wireless USB products with chips from Freescale, but that company's exit from UWB forced Belkin to delay products. Earlier this week, the company said it would be making a 4-port wireless USB hub with chips from WiQuest Communications .

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There's nothing small about virtualization for the SMB space. Dell's newest systems aim to serve this and other high-end features to the SMB market.

By
Tom Keating
on September 29, 2006 6:35 AM | | Comments (0)
There's nothing small about virtualization for the SMB space. Dell's newest systems aim to serve this and other high-end features to the SMB market.. Check it out:
(www.serverwatch.com Via Thomson Dialog NewsEdge)
Like kids following in their big brothers' footsteps, smaller enterprises often take IT spending cues from their larger brethren.

Dell is no exception to this. On Wednesday, the OEM introduced five new servers in the hope of capturing a larger share of the small and midsize business (SMB) market. The new systems offer a number of capabilities more frequently found in enterprise-oriented products, such as server virtualization.



Jay Parker, director of Dell PowerEdge servers, said SMBs can use virtualization to consolidate multiple applications on a single server, thus saving themselves money and, just as importantly, a considerable amount of space.

During a press conference, Dell detailed the PowerEdge 1900, 860 and 840 and Dell PowerEdge SC1430 and SC440 servers, all of which feature dual-core Intel Xeon processors.

Parker said the new servers offer dramatic increases in performance, scalability and power efficiency.

9th generation family Source: Dell

For example, according to Parker, the PowerEdge 1900 provides more than twice the performance of a PowerEdge 1800.

Parker also predicted that new products will hit the market in the next 12 to 24 months with "hardware capabilities targeting virtualized environments and SMBs simultaneously."

"You'll see us cater more to the SMB market over time," he added.

Dell is shipping the servers with versions of Microsoft Small Business Server software preinstalled.

The PowerEdge 1900, 840 and 860 servers are priced at $1,399, $749, $949, respectively, while the PowerEdge SC1430 and SC440 servers are priced at $1,049 and $599, respectively.

Frank Muehleman, vice president of Dell's U.S. small business division, noted Dell is lowering price points to help small businesses adopt technologies used by larger companies, including virtualization.

"We're seeing an increasing rate of adoption of these technologies," he said during a conference call Wednesday morning.

Laurie McCabe, an analyst with consultant AMI-Partners, was more restrained.

"The term virtualization itself is confusing to small business owners," she told internetnews.com .

But she said agreed that they would be interested once they learn about it "in plain English," and companies with more than 100 employees are primed to adopt it.

Muehleman said the Round Rock, Texas computer maker has increased its share of the SMB market in unit terms from 10 percent in 2000 to 30 percent today.

That's not insignificant, as those businesses will spend $98 billion on IT products and services this year, according to AMI-Partners.

This article was originally published on internetnews .

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How does virtualization work, and why is now a good time to check it out?

By
Tom Keating
on September 29, 2006 6:35 AM | | Comments (0)
How does virtualization work, and why is now a good time to check it out?. Check it out:
(www.serverwatch.com Via Thomson Dialog NewsEdge)
Each year brings a fresh whirl of tech buzzwords. Terms like "proactive," "360-degree view" and "information life cycle management" have all been in vogue in recent history. This year, the technology de jour is "virtualization," a topic that has more than just hype behind it and has broken through into the mainstream.



The concept behind server virtualization is not new, however. IBM has been creating virtual machines on its mainframes since the 1960s.

So what is it? Virtualization breaks the link between the hardware and the applications that run on it. This includes virtual storage, virtual networking, application virtualization and, the focus of this tutorial, server virtualization. It requires the installation of a software layer that allows more than one server to operate on the same piece of hardware. There are two basic approaches to this: Read more articles about virtualization

1. The one popularized by VMware (now part of EMC Hopkinton, Mass.) runs a virtualization layer (called a hypervisor) between the hardware and the operating system. With this method, several operating systems can run on the same set of hardware. The drawback is that each virtual server requires its own operating system, which adds to licensing costs and system overhead.

2. Sun Microsystems, of Santa Clara, Calif., takes the opposite approach. It installs its Solaris operating system directly on the hardware. Different applications run in isolated areas called "containers," but they all share the same operating system instance. Shares of the physical server resources are then assigned to each of the containers on a permanent or dynamic basis.

Why Virtualize?

There are many reasons for adopting server virtualization. A popular one is better resource utilization. It is not uncommon to see servers running at 10 percent or less of their capacity, at different points in the day. By letting several virtual servers share a single set of hardware, a much higher average utilization rate is achieved, and hardware and support costs are lowered.

Virtualization also makes it easier to provision and reallocate servers. Instead of having to manually set up a server, the virtualization software can set up a server using a pre-existing template and shift server images from one physical server to another to balance workloads or improve efficiency. It can also automatically set up a new virtual server on a different machine when there is a hardware malfunction. Each application is isolated from the others, which provides greater security.

Why Now?

In practice, virtualization requires much more than just a simple hypervisor layer. In fact, virtualization has broken through as a technology largely because all the necessary components (i.e., processors, utilities and management tools) for a completely virtual ecosystem are now in place.

AMD and Intel have both included virtualization support in their chips. In AMD's case, this involves taking some of the commands that normally would be handled by the Virtual Machine Manager and including them in the chips' instruction sets. Similarly, Intel has released its Intel Virtualization Technology (IVT) for desktops, Xeon server and Itanium server CPUs.

Utilities, too, are starting to support virtual servers. Backing up virtual servers, for example, poses a series of unique challenges. One of the biggest challenges involves server consolidation. The advantage of server consolidation is that all the virtual servers share the same set of hardware, which works out great when all servers are running at low levels. But backup is a resource intensive activity in terms of disk I/Os, processor utilization and traffic through the network interface card. Backup vendors, therefore, have developed a number of techniques for backing up virtual servers. CommVault Systems offers customers the option of backing up the entire virtual server into a single large file, and Syncsort's Backup Express can either backup each virtual server individually or backup the entire physical server.

In addition, management tool vendors are including virtual server support in their products. TeamQuest Corporation of Clear Lake, Iowa, for example, supports virtualization throughout its product line. It has a set of five collection agents for VMware ESX Server 2.0, which gather information both on the performance of the virtual machines (e.g., CPU, disk, memory and NIC) and on the ESX service console (e.g., disk space, process-workload and system log messages). Reports and alarms can be set up on each of the individual virtual servers or on the physical server. TeamQuest's capacity planning software can model each virtual machine as an individual workload as well as determine the impact of running several virtual machines on a physical server.

How to Virtualize

The primary action in setting up a virtual server is selecting and installing the virtualization layer. Here are some of the more popular options. Xen 3.0: Xen is a lightweight open source hypervisor (less than 50,000 lines of code) which runs on Intel or AMD x86 and 64-bit processors, with or without virtualization technologies. It supports up to 32-way SMP (Simultaneous Multi Processing) and requires a modification of the client operating system, which means it will run Linux but not Windows clients. Although the original Xen hypervisor works only with Linux clients, XenSource, the company behind the Xen project, released XenEnterprise, a version that supports Windows Server and Solaris guests as well.

Windows Virtual Server 2005 R2: Microsoft initially charged for its virtualization technology, and it was limited to Windows servers. With Windows Server 2003R2, customers can run up to four operating systems on a physical server. On April 3, Microsoft announced it was making Virtual Server a free download, and it extended support to clients running nine versions of Red Hat and SUSE Linux.

VMware Server: VMware (EMC) is by far the largest vendor of virtualization technology for x86 platforms. In early 2006, the company released VMware Server, a replacement for GSX Server, which is a single server virtualization platform for Linux and Windows. More than 100,000 downloads of this free product were made in the first week alone. VMware Server has all the features of the GSX Server, and adds support for virtual SMP, Intel Virtualization Technology and 64-bit guest operating systems.

VMware ESX Server: Although its entry-level product is now free, VMware still charges for its enterprise-class ESX Server. ESX server runs on x86-based servers and supports Linux (Red Hat and SUSE), Windows (Server and XP), Novell NetWare and FreeBSD 4.9 clients.

Virtual Iron: Virtual Iron is another company offering Xen-based products. It has four products: two free single server versions, an enterprise version and one for clusters. In addition to the Xen hypervisor, Virtual Iron also includes management tools and an administrative interface.

IBM Virtualization Engine Platform: This platform encompasses the entire line of IBM servers. As well as the usual hypervisor for server partitioning, it includes virtual I/O and virtual Ethernet, a workload manager and management console.

SWSoft Virtuozzo: Virtuozzo takes an approach similar to that of Solaris. It runs above, rather than below, the operating systems. It has two versions &#151 one for Windows and another for Linux &#151 and customers can create virtual servers on top of these. One particular application is for running "Virtual Private Servers (VPS)" or a hosting facility. With Virtuozzo, a single physical server can run up to 5,000 VPSes.

By and large, these ISVs make it easy to dabble in virtualization. To get your feet wet, simply download a free version of the software from the above vendors to gain familiarity and see how it works in your environment.

Although the basic concept of virtualization is likely to be around for quite a while, it is not clear whether virtualization software will always be a separate product. IBM, EMC, Microsoft, AMD, Intel and others are incorporating greater features into their product line, and this trend will continue. Overall, though, virtualization appears to be moving toward being the default method of server operation, rather than being just for a specific niche. Eventually, this may make discrete hypervisors a thing of the past.

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Time to enter the county showdown

By
Tom Keating
on September 29, 2006 6:34 AM | | Comments (0)
Time to enter the county showdown. Check it out:
(The Gazette (Blackpool) Via Thomson Dialog NewsEdge) The hunt is on to find the cream of Lancashire's businesses.

The BIBAs - Be Inspired Business Awards - 2007, are launched.

The competition is organised by Business Link Lancashire and the North and Western Lancashire Chamber of Commerce and supported by the Northwest Regional Development Agency.

Now in their ninth year, the BIBAs put companies in the spotlight for their achievements.

Clive Memmott, chief executive of Business Link Lancashire, said: "The competition has gone from strength to strength, recognising and celebrating the success of the business community in Lancashire.

"It is now firmly fixed as a key date on Lancashire's business calendar and competition to win one of the 13 fabulous BIBAs is sure to be stiff." Once again, the BIBAs will be held at the Empress Ballroom in Blackpool on March 16. More than 500 entries were received last year. This year's categories are: * The Northwest Regional Development Agency New Business of the Year Award.



* The UK Trade & Investment International Trade Award.

* The Lancaster University Management School Leadership Team of the Year Award..

* The Orbit Internet Award for Best Use of E-business.

* The University of Central Lancashire Award for Business Innovation.

* The Westinghouse Springfields Award for Performance through People.

* The SELNET Social Enterprise of the Year Award.

* The Harris Walker Young Entrepreneur of the Year Award.

* The Write Angle and Design Force Marketing with Impact Award.

* The Royal Bank of Scotland Lancashire Business of the Year Award.

Three categories introduced this year will celebrate achievements of individuals in business: * The Napthens Business Person of the Year Award.

* The HSBC Business Woman of the Year.

* The Park Hall Hotel Employee of the Year.

Babs Murphy, chief executive of the North & Western Lancashire Chamber of Commerce, added: "The success of local businesses is vital to Lancashire's economy and the business awards play an important part in rewarding those companies that strive for excellence.

"We are eager to celebrate not only achievements but business values, vision, strength, and a will to build lasting success." The closing date for the competition is November 17.

Copyright 2006 Johnston Press Plc.. Source: Financial Times Information Limited

Govt guidesre-registration for foreign enterprises

By
Tom Keating
on September 29, 2006 6:34 AM | | Comments (0)
Govt guidesre-registration for foreign enterprises. Check it out:
(Saigon Times Magazine Via Thomson Dialog NewsEdge) A decree guiding the implementation of the Common Investment Law and the Unified Enterprise Law has just been issued by the Government.

Decree 101/2006/ND-CP, which gives detailed guidance for re-registration of foreign-invested enterprises that were licensed under the old Foreign Investment Law, is applicable to foreign-invested joint ventures, 100% foreign-owned companies, foreign-invested joint-stock companies and projects under the business cooperation contract.



Under the decree, joint ventures and 100% foreign-owned companies with more than two owners must register for conversion into limited liability companies. 100% foreign-owned companies owned by a foreign organization must also re-register into a one-member limited liability company. Joint-stock companies with foreign investment have to re-register into joint-stock companies.

Licensing authorities must examine and issue certificates within 15 days; otherwise they must notify the investors concerned in writing.

The decree also allows joint ventures and 100% foreign-owned companies to convert into one-member limited liability companies. The conversion process can start either after foreign-invested enterprises re-register or can be simultaneously carried out.

Licensing authorities must examine and reply within 30 days from the date of receiving complete documents for conversion.

More stock investors join the market

Two Korean companies have been licensed by the State Securities Commission to open rep offices to trade stocks in Vietnam, joining the trend of increasing international interest in the local stock market.

Tong Yang Investment Bank and Korea Investment Trust Management will open their offices in HCM City with an operational term of five years. Korea Investment Trust Management has set up two investment funds to invest in Vietnams stock market and potential shareholding companies. The Vietnam Growth Fund, capitalized at US$25 million, is for institutional investors, and the Worldwide Vietnam Fund, at US$75 million, is for individual investors.

Earlier, three foreign stock companies have also been licensed for opening rep offices in Vietnam, including Nomura International Limited (Hong Kong), Blackhorse Asset Management (Singapore) and Mirae Asset Maps Investment Management (South Korea).

Last week, Citigroup also organized a two-day trip to Vietnam for a delegation of more than 20 senior leaders from the worlds leading investment funds. The investors met representatives of the Government, experts, economists, bankers and business people in Hanoi and HCM City. Charly Madan, general manger of Citigroup in Vietnam, said the visit aimed to help global investors study attractive opportunities in Vietnam stock market.

Vietnams stock market is rated as one of the most attractive market in Asia, with the stock index expected to increase 66% this year. There are 49 stocks with total market value of US$3.1 billion listed on the HCM City Securities Trading Center. Vietnam expects the stock markets share of the GDP to increase from the current 6% to 30% by 2010.

The number of stocks is expected to increase strongly with Vietnams accession to the WTO, which will attract more foreign companies to the country.

Big port complex in Vung Taugets nod

The Government has approved the development of a complex of port and oil and gas services in Ben Dinh-Sao Mai in Ba Ria-Vung Tau Province.

PetroVietnam and Vietnam National Shipping Lines (Vinalines) have been allowed to cooperate in developing this project. The two companies have signed a cooperation agreement to develop Ben Dinh-Sao Mai port into a complex supplying oil and gas services, shipyards, container handling services and a petroleum depot.

Ben Dinh-Sao Mai is one of the 30 key national projects planned for development in the 2006-2010 period. According to the master plan for seaports prepared by the Ministry of Communications and Transport, the project will require US$637 million in investment and is designed to handle 25-50 million tons of cargo a year.

September FDI surpasses US$1 billion

Foreign direct investment (FDI) in September surpassed US$1 billion, including US$886 million of 154 newly licensed projects and US$206 million in added capital of 112 operational projects.

According to the Ministry of Planning and Investments foreign investment agency, the figure has brought the total FDI inflow in the first nine months to US$5.15 billion, up 25.9% from the same period last year. Newly licensed projects make up US$3.7 billion.

The ministry hopes that with this strong growth, the FDI target of US$6.5 billion for this year is achievable. It is evaluating many big FDI projects; among them are iron ore mining in Thach Khe of Ha Tinh Province (US$1.9 billion) by S.H.T Iron & Steel, shopping mall chain development (US$500 million) by Lotte Vina Shopping and a horserace track in Vinh Phuc Province (US$700 million).

In the first nine months, the realized capital of FDI projects amounted to US$2.78 billion, 8.8% higher than the same period last year. FDI enterprises reported sales of US$3.3 billion in September, bringing their total sales in the first nine months to US$21.6 billion, up 28.7% year-on-year.

To attract more FDI into Vietnam, the ministry plans to hold the Vietnam Investment Conference 2006 in Hanoi and HCM City in mid-October. At the conference, officials will introduce Vietnams investment environment and latest policies as well as investment opportunities in various sectors.

First trade plaza to open in Vung Tau

A luxury shopping and entertainment center will be opened for business late this year in Ba Ria-Vung Tau Province.

The center, the first of its kind in the southern coastal province, is part of the Imperial Plaza and Hotel Complex in Vung Tau City. According to Richard Leech, director of retail service at CB Richard Ellis Vietnam (CBRE Vietnam), construction of the four-level shopping and entertainment center has been completed and it will officially open for business on December 25. Retailers are invited to join the center, which will have more than 50 shops and kiosks.

CBRE Vietnam has been appointed by Lac Viet Corporation, the owner of the Imperial Plaza Complex, the retail consultant and marketing agent for the center.

The VND246-bilion Imperial Plaza and Hotel Complex will include shopping and entertainment facilities, and a five-star hotel of 150 rooms and 60 luxury apartments. It is expected to become a popular shopping and entertainment destination for business people, local residents and tourists. The designer of the project is Graham Taylor Designs, a well known architecture company.

New oilfield to start production soon

The Government has approved a report on the potential reserves and exploration of the Ca Ngu Vang (Golden tuna) oilfield off the southern coast.

The approval will pave the way for the Hoan Vu Joint Operating Company to carry out further test drilling at the newly discovered oilfield. The company has estimated reserves of nearly 222 million barrels of crude oil and more than 11 billion cubic meters of gas at Block 09-2 where the oilfield is located.

The oilfield in the Cuu Long Basin, which was discovered in 2002 and test drillings last year seem to indicate substantial oil reserves, is expected to begin commercial production next year with an annual output of 70,000 barrels per day.

Ca Ngu Vang is jointly exploited by PetroVietnam, which holds a 50% stake, Britains Soco International and Thailands PTTEP, which hold a 25% stake each.

Export maintains robust growth

Vietnams export in the first nine months maintained momentum, with a year-on-year rise of 24.2%.

Figures from the General Statistics Office show that the total export revenue in the period reached US$29.4 billion, or nearly 78% of the years target. The foreign investment sector gained strong growth, with revenue up by 32.6% to US$10 billion. The domestic sector earned US$12.3 billion, up 20.7%, and crude oil contributed US$6.5 billion.

Key export items remained traditional commodities like crude oil, garments (US$2.6 billion), footwear (US$2.6 billion) and seafood (US$2.3 billon).

In the period, imports rose 19.3% year-on-year to US$32.75 billion, accounting for 77% of the years target. Main import commodities are machinery (US$4.7 billion), steel (4.3 million tons) and fertilizers (2.4 million tons).

Cheap Chinese steelthreatens local producers

Vietnams steel market is being hit hard by the inflow of cheap Chinese steel, which is threatening the local steel industry.

According to the Vietnam Steel Association, local steel consumption in August was only 177,000 tons, much lower than the monthly average of 250,000 tons, due to inflow of cheap Chinese steel, especially rolled steel. The steel is sold at a price that is the same as that of steel ingots, making it hard for local steel producers to compete. It is estimated that Chinese steel now holds a 30% of the local market.

Anti-dumping lawyers say under its own law, Vietnam can sue China for steel dumping although the country has yet to become a WTO member. Vietnam Steel Association has worked with the Ministry of Trades Competition Management Department on the possibility of taking legal action.

Vietnams demand for construction steel is about four million tons a year, while the domestic steel industry can produce seven million tons.

Lam Dong invites investment in industry

Lam Dong Province is calling local and foreign investors to join projects in the industrial sector.

At a promotion seminar held in HCM City last week, provincial officials introduced advantages of the sector to potential investors and invited them to build factories in 11 industrial sites and parks. Hoang Si Son, vice chairman of Lam Dong, said the province would prioritize investment that utilizes local resources and materials and employs large labor, such as bauxite mining, agro-product processing and textile and garment production.

Lam Dong is a center of agro products like coffee, tea, mulberries, rubber and vegetables, so investors can take advantage of the abundant supplies to expand business.

According to Lam Dong Industrial Zone Authority, the rate of leasing land in industrial parks in the province is lower than elsewhere. For example, the land rent is only US$0.12-0.15 a square meter as compared with US$0.5 in Dong Nai Province and US$0.34 in Tay Ninh Province. Investors can also enjoy support in site clearance and infrastructure construction.

By August, Lam Dong had 267 investment projects with total capital of VND12.5 trillion licensed, of which 48 were operational and 83 under construction.

Kumho gets license for US$380-milliontire project

The leading South Korean auto tire manufacturer Kumho Tires has received a license to invest in an auto tire factory in Binh Duong Province.

With an investment of US$380 million, it has become the biggest foreign-invested project in the southern province. Kumho Tires has signed a 50-year land lease contract for the project with Becamex IDC Corp., the developer of My Phuoc Industrial Park. Jongsun Sun, general director of Kumho Tires (Vietnam), said the company would invest US$155 million in the first phase of the project, which is due to start next month.

Beginning in 2008, the factory will produce 3.15 million radial auto tires a year for local sale and export. The company will also build a rubber processing factory in Binh Duong, home of vast rubber plantations, to supply raw materials for its operations.

The project in Vietnam is part of Kumhos expansion plan aimed to make it become the fifth biggest tire manufacturer in the world.

Tourist information center opens

The Tourist Information Center was officially opened in the city last week, with more centers around the country in the pipeline.

The center at the corner of Le Loi and Nguyen Hue streets in District 1 offers a variety of services to tourists, such as ATM, foreign currency exchange, airline and travel, tour bookings, visa arrangement and handicraft promotion. Tourists can enjoy some free services like Internet access, drinking water and tourist maps.

The center collaborates with partners to provide some services for tourists, such as foreign currency exchange by HSBC, travel services by Asiana Travel Mate and spa services by Qi Spa. Geeshah Perry, the centers director, says the center targets not only international visitors but also locals and foreigners living in HCM City. It welcomes 300 visitors a day, and 60% of them buy its services. He plans to open four centers next year in Hanoi, Phan Thiet, Danang and Hoi An.

HCM City tourism authorities have plans to establish a tourist information center in September 23 Park near Ben Thanh Market in the future.

City welcomes more touristsdespite low season

International visitors to HCM City are rising, with nearly 1.5 million coming in the first eight months of this year, a year-on-year increase of 9%.

HCM City Tourism Department says although tourism is in the low season, the city welcome 178,000 visitors last month, most of them from the U.S. and Japan. Visitors from South Korea, China, Malaysia, Australia and Singapore also increased strongly.

Le Nhut Tan, deputy director of the department, says to attract more tourists, the city is promoting standard service shops and restaurants in the media and improving foreign language and professional skills for tourist security staff. The tourism department has selected 50 shopping venues and 10 eateries meeting tourist service standards.

The department will also step up efforts to promote the citys tourism overseas and organize tourism events in the city. It will launch 200,000 tourist maps in English and Japanese and guidebooks for foreign tourists and establish more tourist information booths in the city.

HCM City expects to welcome 2.3 million international visitors this year, up 15% on 2005, and 3.5 million local tourists, up 15%. Tourism revenue should increase 20% on last year to VND16 trillion (US$1 billion).

Banks urged to find ways to boost lending

Experts have urged commercial banks in HCM City to find ways to ease capital glut, as the banks have mobilized more funds but their lending is still stagnant.

According to a banker seminar recently, banks in the city mobilized VND238.9 trillion (nearly US$15 billion) in the first eight months, posting an annualized growth rate of 26.5%. Meanwhile, their lending growth was much slower, growing only 17.5% in the period to VND205.7 trillion.

Asia Commercial Bank (ACB), Sacombank and Eximbank are the most successful in fund mobilization. In July alone, ACB raised nearly VND1.5 trillion, followed by Eximbank with VND1.45 trillion and Sacombank with VND937 billion. The hike in interest rates is seen as the main driver for the surge in these banks mobilized funds. Upheavals on the gold and stock markets also lend a part in boosting mobilization.

One more underground car park approved

HCM City authorities have recently approved the construction of an underground car park at the football field of Phu Nhuan District.

With the approval, the city now has nine underground car park projects in the pipeline. Three projects on Nguyen Hue Boulevard, on Nguyen Du Street and at the Phu Nhuan football field are calling for investment. Six others are under preparation. They include car parks at Lam Son Square by Indochina Corporation, Chi Lang Park by Hoa Binh Construction Corporation, Bach Tung Diep Park by Electronics, Informatics and Chemicals Company, Le Van Tam Park by Underground Space Investment and Development Company Hoa Lu Stadium by Indochina Corporation and Tao Dan Football Field by T.T.C.

The city government has just approved the Department of Communications and Public Works proposal to exempt land rent for the developer of the underground car park on Nguyen Hue Boulevard and to call for investment in the project in the build-operate-transfer form.

Copyright 2006 The Saigon Times Magazine. Source : Financial Times Information Limited - Asia Intelligence Wire

The Needfor Stamina

By
Tom Keating
on September 29, 2006 6:34 AM | | Comments (0)
The Needfor Stamina. Check it out:
(Saigon Times Magazine Via Thomson Dialog NewsEdge) As living standards are on the rise, a recent survey has found that durability is the most important factor to consumers when purchasing goods

[QQ] A recent survey has revealed that products durability and use are the most important qualities to consumers when purchasing goods, a shift from years before when price was always the most important factor. The survey indicates that Vietnamese consumers are more conscious of the future than ever before. Not only do they want products that will last, but they are increasing their savings for the future. And while the commercially-powerful younger generation may not have the buying experience of the older crowd, they are set to make more highly informed decisions thanks to modern tools such as the Internet.



The survey on consumer behavior was conducted by the HCM City Consumer and Enterprise Research Center early this year, covering 660 consumers over 18 years of age in HCM City (48% of those surveyed), Hanoi (29%), and the Mekong Delta (23%).

Compared with previous surveys the center conducted, this survey shows many changes which can be explained by the improvement in living standard as Vietnams economy has grown quite fast recently. According to a survey conducted in 2000, there were up to 14 factors impacting consumer satisfaction. Of those, the three main factors were dealing with invoice, price and time of delivery. These were all concerns in a less-sophisticated society without solid infrastructure. With higher production quality and consumer standards now, people want their products to work well and last long.

The new survey shows that while the durability of products is the most important factor now, people often base much on their own experience to choose products. When buying a vehicle or an electric product, people often look for information from their friends and relatives while their main information source when buying secondary products is from their own experience.

However, as global trade penetrates into Vietnam, there are a variety of scientific and technological means blitzing peoples lives. The new generation (people from 18-30 years of age) in Vietnam seems to assimilate into this modern international society quite well. They are the ones who most often look for product information on the Internet. Thus, the ratio of using the Internet to look for products is increasing.

Looking towardsthe future

According to the survey, most of the people asked said they spend most of their money on food. Spending of single people on food accounts for 23.5% while that of household is 28.9%, said Vu Tien Dung, head of the survey. Their second spending is usually on such utility services as Internet, water supply, phone, electric service, while savings is also high on the list.

If income increases, they will increase their savings for future investment. Cash is their main savings form which they keep home, accounting for 62% of total people asked. Only 37% said they have deposits in banks. Dung also noted that the reason of this tendency is due to a lack of confidence in banks.

The survey also shows that the majority of people reduce their spending on food when they have the opportunity to save in that category. When having more money, consumers first priority is often to increase savings, followed by investing in their children, taking care of family, travel, and study. As to health care and life insurance, consumers said they will pay more for this only when and if their income increases.

Asked what they planned to spend in the next six months, more than 30% of consumers with lower income and 40% with middle income said they will spend on travel compared with 52.1% of those with higher income. Jewelry also has a high ratio with 27%, equivalent to that of electronic products, mobile phones, and health care.

Market force

Vietnam has a young population with people from 18 to 45 years of age as the main market force. The survey shows that people belonging to 18-30 years old group are those who favor new products. They are also more easily changeable than previous generations.

They are first consumers to buy new products and they, more than anyone else, set trends and their buying habit is the most significant factor forming the nations consumption tendency. Products are one of their means of self-assertion. Information they get mostly comes from the Internet.

However, the age range of 30 to 45 provides a very significant market impact, accounting for more than 50% of all sales. They are not the first customers to buy new products but are those who generally form a products market. This group accounts for more than half of the market force; thus, they are the main target of most enterprises, Dung added.

The poor tend to be more quality conscious than the rich. People in the Mekong Delta are the ones who were most concerned with quality while those in HCM City, a region with a higher human development index than others, showed their interests in promotional programs, said Dung.

According to the survey, product brand-name, design, service quality, price and promotion are all important factors for consumers while shopping. People of higher income care more for product design, and service quality plays a more important role in the choosing process of people in Hanoi. x

Copyright 2006 The Saigon Times Magazine. Source : Financial Times Information Limited - Asia Intelligence Wire

SPECIAL REPORT (Tabloid format): JOURNAL FOR ENTREPRENEURS (Creativity)

By
Tom Keating
on September 29, 2006 6:34 AM | | Comments (0)
SPECIAL REPORT (Tabloid format): JOURNAL FOR ENTREPRENEURS (Creativity). Check it out:
(Business World (Philippines) Via Thomson Dialog NewsEdge) In this period of harsh economic times when people are doing their best to cut down on costs, luxury items are often the first slashed on the budget list. Still, some businesses manage to prove that it is possible for a business to thrive even in a difficult and price-sensitive environment.



Ma. Yolanda Capistrano-Sevilla, chief executive officer of The Leather Collection, Inc., maker of well-crafted and high-quality leather gift items, is very proud of how the business managed not only to keep afloat but also to grow and become the market leader. Creativity played a huge part in the company's success and she has this one strong advice for entrepreneurs - recreate or perish.

"(Creativity is) critical both to survival and growth. When one ceases to be creative, one first atrophies, then dies," Mrs. Sevilla said.

The entrepreneur really has something to be proud of. Since it formally started in 1991, The Leather Collection's roster of clients has included big corporate names such as Coca-Cola, Toyota, San Miguel, Nokia, Intel, Microsoft, IBM, Shakey's, Del Monte, Shell, Mitsubishi, Citibank, to name a few.

The company, which is positioned as a corporate gifts specialist that caters specifically to the institutional market for corporate gifts and accessories, has served the gift and giveaway requirements of over 500 of the Top 1,000 corporations in the Philippines.

Mrs. Sevilla greatly acknowledges that she achieved this feat together with one important person in her life - her husband who has been the originator of their businesses. Prior to setting up The Leather Collection, she was a direct marketing consultant of companies in various fields such as insurance, book distribution and retail. In fact, she is one of the pioneers of the country's direct marketing industry and was founding president of the Direct Marketing Association of the Philippines.

While working as chief executive officer of the direct marketing arm of the Manilabankers and Seaboard Eastern Insurance, she met Federico S. Sevilla, Jr., the company's printer who would turn out to be her husband and work mate.

"We started out our relationship working together. My story as an entrepreneur is the story of our marriage," Mrs. Sevilla narrated.

The Leather Collection is the grandchild of Insta Print - the enterprise Mr. Sevilla set up to provide for the family when they got married in 1981. In 1983, Insta Print gave birth to Creative Art Techniques, a creative and design boutique serving the advertising industry. Eventually, it designed and produced paper products such as the Manila, Cebu and Baguio Landmark Maps, Niji and Fedrigoni Stationery and Gift Boxes, and the Yellow Board.

One of the products developed by Creative Art Techniques was The Asian Manager (Triax Organizer Planner System), a planner encased in a leather binder that was launched in cooperation with the Asian Institute of Management for one of the school's alumni homecoming gatherings in 1988.

The company tried to source the binders from leathergoods manufacturers both here and abroad but none of the local suppliers met its quality standards. This prompted the firm to partner with a German craftsman and his wife to form an in-house unit to handle the production of leather binders in 1990.

The new division started off with the planner and eventually produced a small collection of business accessories that included card cases, wallets, pen cases and key holders. In 1991, the company's leathergoods division was spun off and the new company was called The Leather Collection.

Mrs. Sevilla admitted that The Leather Collection encountered several challenges when it was just starting. Aside from organizing the manufacturing facility, it also found promoting the brand to their target market - the corporate gifts segment - a hard task. The company also said it experienced difficulty during the financial crisis in the late 1990s when companies were cutting down on budgets for advertising and promotions.

Although the company was able to weather tough times, there are still obstacles that it finds it must overcome. On the product side, the incessant challenge is to always innovate and respond to the challenges in the marketplace.

"The profile of the gift buyer of today is very different from the gift buyer 15 years ago. To begin with, it's a new generation of buyers, the Nokia generation as it were, accustomed to continuous product innovation, beneficiaries of the China syndrome - Louis Vuitton at Divisoria prices, or LV at Divi - with access to global suppliers," Mrs. Sevilla said.

On the marketing and promotions side, she said the continuing challenge is "to capture the minds and hearts and pocketbooks of today's buyer, to position one as the brand of choice, to choose to compete with product and service quality, rather than price, as the differentiator."

Today, The Leather Collection is a brand recognized for its product and service excellence, competence and reliability. Its main strengths are anchored in three aspects: product innovation and customization, where it designs exclusive gift collections for clients aside from its house products; craftsmanship, where the firm manufactures its products to global specifications and quality standards; and service where it assists clients in selecting the appropriate gift, premium or incentive.

The Leather Collection's product and service quality is manifested not just through its handcrafted leather accessory but also through its gift packaging. It also provides other services such as product design and customization, marketing and promotions planning, which differentiates it from traders of China-made novelties.

"Our customers also prefer collaborating with us because of our competence and reliability as corporate gifts specialists. We can turn around sample requirements in 24 hours, rush orders in a little over a week," Mrs. Sevilla added.

Mrs. Sevilla has always had an entrepreneurial spirit in her ever since she was young.

"I remember setting up a 'store' with the candies my Lolo had given me as pasalubong and selling these to my siblings who were always what I needed them to be in our games - in this case my customer," she fondly remembered.

While saying that her particular competence is in planning and organizing, Mrs. Sevilla also had a streak of creativity in her. During the first few years of The Leather Collection, Mrs. Sevilla created several lines for the products such as the travel collection, business collection, desk accessories and ladies' handbags.

When it comes to creativity, the entrepreneur is proud to say that the business merits an "A" because it continues to re-invent itself as an organic enterprise in an ever-changing environment.

"Our bottom line objective is hanap buhay, not just in terms of earning the money to pay for basic necessities, but being able to fulfill the potential and to use, hone and develop skills. We are craftsmen at heart. We are constantly searching for a better way, where pwede na is not enough," she said in a previous interview with BusinessWorld.

Mrs. Sevilla, who is scheduled to graduate next month from AIM's Master in Entrepreneurship course, learned that there are many layers of creativity.

"There's the creativity required for product and service innovation. There's also the creativity required for meeting the day-to-day challenges of managing an enterprise - whether that's organizing a new venture or re- engineering an existing one; acquiring a new customer or retaining a suki," she said.

For her, creativity means "thinking out of the proverbial sandbox. It's inventing and re-inventing. It's destroying to rebuild. It's both the totally new or a new combination of elements."

Now 15 years in the business, The Leather Collection plans to further expand its market. The company recently expanded to the Middle East market for corporate gifts and giveaways and now has a showroom and sales office in Dubai.

The company is also strengthening its design capability and is currently organizing Etnico, a product innovation firm being spearheaded by her husband.

Copyright 2006 BusinessWorld (Philippines). Source: Financial Times Information Limited - Asia Intelligence Wire.

Wumart to upgrade information systems with SAP

By
Tom Keating
on September 29, 2006 6:33 AM | | Comments (0)
Wumart to upgrade information systems with SAP. Check it out:
(Digital Media Asia Via Thomson Dialog NewsEdge) DMASIA-28 September 2006-Wumart to upgrade information systems with SAP (C)2006 Digitalmediaasia.com (http://www.digitalmediaasia.com/) & DMA Ltd. All rights reserved.

Wumart Group, a private supermarket chain in China, has selected MySAP ERP and SAP for Retail to upgrade the company's information systems. With the selection of SAP, Wumart reportedly becomes the first Chinese supermarket chain to implement an international enterprise resource planning (ERP) and retail package from a global enterprise software provider.



SAP will enable Wumart to roll out an ERP and retail system that connects its headquarters with more than 500 outlets to enhance management control, optimise business operations and support corporate core business processes, including category management, internal supply chain management, commodity planning and chain store management.

The first phase of the project includes SAP for Retail at the Wumart headquarters and Tianjin branch, a logistics system for the distribution centres in Beijing and an interface to Wumart's point-of-sale (POS) system and the SAP retail outlet system. The overall implementation will take approximately one year.

(Distributed for Digitalmediaasia.com via M2 Communications Ltd (www.m2.com))

Copyright 2006 Financial Times Ltd.

MBL: Macquarie Bank Participates in a Consortium to Acquire GATX Air

By
Tom Keating
on September 29, 2006 6:33 AM | | Comments (0)
MBL: Macquarie Bank Participates in a Consortium to Acquire GATX Air. Check it out:
(Aspect Huntley's ComNews Digest Via Thomson Dialog NewsEdge) Macquarie Bank announced it was a member of a consortium that had entered into a sale and purchase agreement to acquire GATX Air, the aircraft leasing business of GATX Corporation, for an enterprise value of approximately US$1.46bn including all closing costs. The consortium includes affiliated investment funds of Och-Ziff Capital Management Group and Macquarie Bank. Macquarie Bank will initially contribute US$150m to the consortium for a minority stake. Completion is expected in the fourth quarter of 2006.



Copyright 2006 Aspect Financial Pty. Limited (AFPL). All rights reserved.

BEA CTO: Open-source projects out of sync with users

By
Tom Keating
on September 29, 2006 6:33 AM | | Comments (0)
BEA CTO: Open-source projects out of sync with users. Check it out:
(InfoWorld Daily Via Thomson Dialog NewsEdge) The open-source community doesn't always deliver software that customers want, according to Rob Levy, executive vice president and chief technology officer of BEA Systems Inc.

"The community builds what it thinks is good, but it is not always the same as what the customer thinks is good, Levy said this week in Bangalore, India, where he visited BEA's R&D (research and development) center.

The Apache Tomcat servlet container, for example, is not strong on management, because management features weren't seen as very important by the community, although BEA customers wanted it, Levy said. So BEA had to build a Tomcat management console for its WebLogic Java server platform, he said.



BEA has adopted what it calls a "blended strategy" on open source. It has put products in open source, to take advantage of the innovation that comes from community development, and also supports open-source technologies like Spring and Hibernate on its own products, Levy said.

BEA announced earlier this year that it will put in open source a significant portion of BEA Kodo, its persistence engine, under the name Open JPA. BEA acquired Kodo after purchasing SolarMetric Inc. last November. Open JPA is a set of Java persistence APIs (application programming interfaces) that are based on the Enterprise Java Beans 3.0 (EJB 3) standard. "We pushed Kodo out in open source and we now have 2,000 people working on it, as against 50 people when we bought the company," Levy said.

But there are other products that BEA will not release as open source so that it can retain full control over their development, Levy said. "The reality of life, specially businesses, is that you have to be a good corporate citizen, you want to know where a piece of code came from, because if you dont control it, how do you know there is nothing malicious in it," he added.

BEA has bet the farm on SOA (service-oriented architecture) because it will be fundamental to the way businesses are run, Levy said.

Industry and users can easily get taken in by the hype that SOA is going to halve IT costs, Levy said. There are some cost savings in deploying SOA, but the technology's real benefit is the agility and competitive advantage it gives companies to think up and add business services quickly, he added.

Without SOA, adding a service involved a time-consuming process to integrate it with the company's existing services, Levy said. With SOA, a company can add a service without making any system changes, Levy said.

Deploying SOA will also free company resources to focus on business processes, rather than the underlying IT infrastructure. "If you look at the total effort that is being used from business needs to applications and production, today it is very skewed towards IT," Levy said.

Copyright 2006 InfoWorld Media Group, Inc.

SAP hires external candidate as CIO

By
Tom Keating
on September 29, 2006 6:33 AM | | Comments (0)
SAP hires external candidate as CIO. Check it out:
(InfoWorld Daily Via Thomson Dialog NewsEdge) SAP AG has brought in outside talent Uwe Herold as its chief information officer (CIO), filling a post vacant since the previous incumbent left the company earlier this year.

The business applications vendor confirmed Thursday that Herold joins SAP Oct. 1. He will also hold a position on the company's board of directors in the area of human resources, processes and production and report to Claus Heinrich, one of SAP's executive board members. SAP operates a two-tier board system with a board of directors and an executive board. Herold will be based at SAP's headquarters in Walldorf, Germany.



Most recently CIO at German automotive supplier Brose Fahrzeugteile GmbH & Co., Herold has 15 years of experience in business process engineering and IT management. While at Brose, he worked on SAP implementations and so can also bring an SAP user perspective to his new employer. Before joining Brose in 1999, Herold headed up process engineering and organizational development efforts at fluid technology company Hydac Filtertechnik GmbH.

"Like any other enterprise that places value on developing and harnessing internal talent, SAP always considers internal applicants for vacant roles," an SAP spokeswoman in Germany wrote in response to an e-mail for comment on why the company chose an outsider as the CIO. "At the same time, it is also important for us to bring in fresh ideas and different expertise from time to time. In this case, Herold was the ideal candidate for this role and we are confident that with his wealth of experience he will be an asset to SAP."

Herold replaces Carol Wilson who left the company after three years in the job earlier this year. Wilson joined Tata Consultancy Services Ltd. in April as its implementation director charged with the development and delivery of the Indian outsourcing and consulting firm's IT services in Europe, the Middle East and Africa.

Copyright 2006 InfoWorld Media Group, Inc.

Sun to shine on AJAX

By
Tom Keating
on September 29, 2006 6:33 AM | | Comments (0)
Sun to shine on AJAX. Check it out:
(InfoWorld Daily Via Thomson Dialog NewsEdge) Sun Microsystems will shine more light on accommodations for AJAX (Asynchronous JavaScript and XML) in the Java realm at the AJAXWorld Conference & Expo in Santa Clara, Calif. next week.

Featured on Sun's agenda are details on Project jMaki and Project Phobos as well as an update on Sun's JSF (JavaServer Faces) component model for Web application development, said Sun's Greg Murray, AJAX architect with the company and the project lead for jMaki. Phobos, jMaki and Phobos are all open source projects.



Sun's AJAX efforts focus on making JavaScript more available to Java developers, Murray said. "The problem is, people are afraid of JavaScript," he said.

"If we want to keep Java relevant, we have to support this newer programming model [scripting]," Murray said. Web 2.0 and AJAX are very important to Sun, Murray said. The next version of Java, Java Standard Edition 6, will support JavaScript and is expected some time in 2007.

Sun's accommodations with JavaScript will make AJAX simpler, said analyst Rikki Kirzner, CEO of Centennial Global Research. "You should be able to make AJAX simpler than it is," she said. AJAX currently lacks accommodations with Java, according to Kirzner. "AJAX is a way to add richness to 3GL code, to any code, and Java doesn't readily embrace it," Kirzner said.

The jMaki project enables Java developers to use JavaScript in Java applications as either a JSP (Java Server Pages) tag library or a JSF component. "It's a way of wrapping some of the existing JavaScript frameworks out there and exposing them to Java developers," Murray said. Developers can access Dojo and other frameworks.

A Dojo widget could be included in a page, for example. "Basically, jMaki will generate all the JavaScript, everything necessary to put that in the page for you," Murray said. A beta release of jMaki is planned for release in November. "We've been working away just to polish the edges," said Murray. A general release is expected in January or February 2007.

Phobos is a way to script server-side code in JavaScript, rather than write a JSP page or a servlet, Murray said. The technology is planned for release early next year.

Sun anticipates making jMaki and Phobos add-ons to the Java Enterprise Edition 5 platform.

The future of JSF, meanwhile, involves an upgrade being called Project Dynamic Faces or JSF 2.0. This version will extend the component model for server-side components to better support AJAX, Murray said. This release is driven by feedback from users who seek AJAX functionality but want a strict programming model for the server, which JSF provides, Murray said.

Dynamic Faces has been available in an early access release since the May timeframe.

Copyright 2006 InfoWorld Media Group, Inc.

Open-source firm enters Web content management

By
Tom Keating
on September 29, 2006 6:32 AM | | Comments (0)
Open-source firm enters Web content management. Check it out:
(InfoWorld Daily Via Thomson Dialog NewsEdge) Alfresco Software is readying the final piece of its open-source enterprise content management (ECM) software suite with the unveiling of a preview of its Web content management product.

The startup plans to release its Web Content Management Preview by early next week with a final first release of the offering due by year-end, according to Ian Howells, Alfresco's chief marketing officer.

Since its founding last year, Alfresco has developed software to handle the management of collaborative documents, records and images as well as e-mail archiving. The company began work on thelast piece of its ECM suite, Web content management (WCM), about a year ago, but the effort accelerated in May when Alfresco hired a group of developers formerly at Interwoven, Howells said. Interwoven and Vignette are the market leaders in the WCM market and likely competitors for Alfresco in the future.



Alfresco's new WCM software uses the same repository as the company's other ECM components. The product is based on open-source components including JavaServer Faces (JSF), Spring and Hibernate. The WCM offering includes a virtualization server so users can preview what changes to their Web sites might look like online and a compliance server to audit all alterations to the site.

One of the early testers of Alfresco's WCM software is Virgin Money, Virgin Group's financial services arm, in Norwich, U.K.

The company is looking to move away from its largely static Web sites to make its online presence tailor to individual customers, according to David Scarisbrick, technical program manager at Virgin Money.

"We have had good experience with other open-source products and development frameworks and it made sense to go open source if possible for WCM," he wrote in an e-mail. "Alfresco offers theadvantages of open source, open architecture and standards, but also includes a good support model making it a robust enterprise-level solution at low cost." When coming up with a list of suitable WCM tools, Alfresco was the only one that made Virgin Money's short list, Scarisbrick added.

Virgin Money isn't using Alfresco's other software, but once it's finished the rollout of WCM, the company may consider implementing the rest of the startup's ECM suite, he wrote.

As a financial services company, compliance is very important to Virgin Money. Alfresco WCM provides the ability for Web designers and applications developers to work collaboratively in a version controlled environment, Scarisbrick wrote. Virgin Money's compliance team can also use the software to review its Web site and look at any previous versions of the site and roll back to a particular day's version if necessary.

To date, the majority of Alfresco's users are enterprise-level financial services and publishing companies and governments, Howells said. The company currently has 60 paid-support contracts with organizations. In the overall ECM market, the start-up competes against Microsoft's SharePoint and more established ECM players IBM, FileNet, and EMC. IBM is in the process ofacquiring FileNet.

Copyright 2006 InfoWorld Media Group, Inc.

Acquisitions boost YGL growth

By
Tom Keating
on September 29, 2006 6:32 AM | | Comments (0)
Acquisitions boost YGL growth. Check it out:
(Business Times (Malaysia) Via Thomson Dialog NewsEdge) ACCOUNTING software maker YGL Convergence Bhd expects double-digit revenue and net profit growth next year, following a string of acquisitions since listing on the Mesdaq market of Bursa Malaysia in July last year.



The Penang-based firm, whose software also helps firms to organise inventory and customer data, is still eyeing more acquisitions and joint ventures in the Asian market, said chief executive officer Yeap Kong Chean.

"That will be our second phase of growth. We have received interesting offers. But in order to acquire, we need to look at the synergies and value that we can bring to each other," he told reporters after signing an agreement to buy a Shanghai-based rival, Computer Processing Services Ltd (CPSL), in Kuala Lumpur yesterday.

Its first phase of expansion was on acquisitions. YGL had allocated RM4.13 million from its initial public offering funds for that.

Of this, it will use RM1.289 million to buy a 60 per cent stake in CPSL, which will result in YGL indirectly owning King's System (Shanghai) Co Ltd. The remaining stake is held by To King, who is currently heading King's System.

The acquisition proposal on King's System includes a profit guarantee of some RM661,500, cumulatively for two financial years ending 2007 and 2008.

King's System has been operating for more than 10 years and its clients include multinationals and listed companies such as Yu Chai, Kelon and Xerox (Shanghai).

The purchase is expected to be finalised by the first quarter of next year.

The firm has also used RM1.3 million to buy a 60 per cent stake in Singapore-based rival, Elitus Asia Pacific Pte Ltd, last December and another RM456,000 to purchase Hong Kong-based rival, SCS Information Technology (HK) Ltd, four months ago. With that, YGL is now one of the largest Asia-based Enterprise Resources Planning (ERP) solutions providers in Asia. It is also the largest player in Baan/LN, a popular ERP product used particularly in manufacturing companies, in Asia.

YGL employs over 100 technology professionals around the region, with more than 100 Tier 1 customer base. It now has regional offices covering Malaysia, Singapore, Thailand, Hong Kong and China.

For the first half of the year ended June 30 2006, its net profit rose more than four fold to RM1.48 million from RM320,000 a year ago.

Revenue was 31 per cent higher at RM3.5 million compared with RM2.67 million before.

Copyright 2006 The New Straits Times Press (Malaysia) Berhad. Source: Financial Times Information Limited - Asia Intelligence Wire

BHARTI GETS ENTERPRISING, TARGETS BANKS, INFORMATION TECHNOLOGY FIRMS (has networked more than 1,000 branches of the Bank of India in a contract worth Rs64 crore)

By
Tom Keating
on September 29, 2006 6:31 AM | | Comments (0)
BHARTI GETS ENTERPRISING, TARGETS BANKS, INFORMATION TECHNOLOGY FIRMS (has networked more than 1,000 branches of the Bank of India in a contract worth Rs64 crore). Check it out:
(India Business Insight Via Thomson Dialog NewsEdge) Bharti Airtel is strengthening and expanding its enterprise services business division, which was made a separate business unit in Mar 2006.

The enterprise services division will focus on 7 key verticals as it begins to cash in on the telecommunication needs of large enterprises like banks, business processes outsourcing (BPO) units and financial services.

Real estate, insurance, retail, information technology (IT) and information technology enabled service (ITES) are the other verticals of the unit. Airtel has networked more than 1,000 branches of the Bank of India in a contract worth Rs64 crore.



It now proposes to connect Indian branches of banks as well as international branches.

It will use its undersea cable infrastructure for international connectivity.

Copyright 2006 Silverline Information Systems Pvt. Ltd. Source : Financial Times Information Limited

DLF, HILTON INK JOINT VENTURE ON HOTEL CHAINS (DLF will hold 74% of the stake in the enterprise and Hilton will hold 26%)

By
Tom Keating
on September 29, 2006 6:31 AM | | Comments (0)
DLF, HILTON INK JOINT VENTURE ON HOTEL CHAINS (DLF will hold 74% of the stake in the enterprise and Hilton will hold 26%). Check it out:
(India Business Insight Via Thomson Dialog NewsEdge) The DLF group of Gurgaon and Hilton has entered into a deal to establish a chain of hotels in India at a cost of Rs10,000-12,000 crore.

DLF will hold 74 percent stake in the joint venture and Hilton will hold 26 percent. Hilton will have the option of increasing its stake to 49 percent later. This joint venture will help DLF utilise its vast land bank better.

For Hilton, it will be a gain from the ready availability of prime land across India.

DLF will carry out the construction work and develop the hotel while Hilton will manage the daily operations.

Copyright 2006 Silverline Information Systems Pvt. Ltd. Source : Financial Times Information Limited

Enterprise award goes to woman for first time

By
Tom Keating
on September 29, 2006 6:31 AM | | Comments (0)
Enterprise award goes to woman for first time. Check it out:
(The Irish Times Via Thomson Dialog NewsEdge) Businesswoman Ann Heraty, who set up recruitment group CPL Resources in 1989, has won the top prize in the 2006 Ernst & Young Entrepreneur of the Year awards. Ms Heraty was named overall Entrepreneur of the Year last night at a ceremony in Dublin after she won the International Entrepreneur of the Year category of the competition.



From Ballinalee, Co Longford, Ms Heraty is the ninth winner of the competition, held in association with The Irish Times .

The first woman to win the competition on her own, she will represent Ireland at the World Entrepreneur of the Year competition in Monte Carlo next June.

Ms Heraty said she was absolutely humbled to receive the award. "I can't believe it to be honest," she said. "It's genuinely unexpected I have to say because the competition was based on such a broad range of business."

CPL provides specialist recruitment and workforce management services. Its focus is on sectors such as IT and pharmaceuticals.

With 12 offices in Ireland, Britain and Poland, the company is listed on the Alternative Investment Market (AIM) in London.

It has an internal workforce of 250 and offers short- and long-term work to more than 15,000 people each year.

Ms Heraty paid tribute to her team and her husband, Paul Carroll, whom she described as "her best hire ever".

She said she was committed to growing the company even further. "We have a long way to go yet," she said.

One of the two other category awards went to Richard Barrett, co-founder of property group Treasury Holdings, who was named Industrial Entrepreneur of the Year.

Established by Mr Barrett and his business partner John Ronan in 1989, Treasury has current assets of 2.2 billion and an international retail investment portfolio worth 2.4 billion.

Mr Barrett paid tribute to the Government for its help in getting the company's Shanghai EcoCity project under way, particularly Minister for Enterprise, Trade and Employment MIcheal Martin, Minister for Education Mary Hanafin and Taoiseach Bertie Ahern. "I know he's taking a battering in the news but he really put his neck out for us," Mr Barrett said.

He also praised Irish diplomats, whom he described as Ireland's "secret weapon" in internaitonal business.

The other category prize went to Alan Scroope, co-founder of Tralee-based inventory asset management group FreeFlow, who took the Emerging Entrepreneur of the Year prize. FreeFlow's technology enables customers to promote their inventory to clients, auction it to liquidators and reprocess it to recyclers.

Mr Scroope set up the company in a bedroom in his mother-in-law's house. Now, three of his 15 staff are based in California.

The entrepreneurs behind 24 companies that were finalists in the competition attended the presentation of the awards by Mr Martin and businessman Denis O'Brien, who was chairman of the judging panel.

Mr O'Brien said that competition for the prize was "extremely hot" and that judges agonised as to who should be the overall winner.

"In the end Ann was selected for her incredible feel in building an extremely successful business from modest beginnings. I hope that this year's winner will encourage more and more women to engage in enterprise," he said.

Former GAA president Sean Kelly was named Social Entrepreneur of the Year, a special award granted in recognition of his contribution to the development of GAA sports.

"In a long line of outstanding presidents of the GAA, Sean Kelly is one of the finest examples of social entrepreneurships in Ireland," Mr O'Brien said.

Enda Kelly, the Ernst & Young partner in charge of the competition, said the programme provided valuable role models whose experience can teach both Ireland's existing and future business people.

"Ann Heraty is testament to this and her business success can be partly attributed to her ability to grow entrepreneurialism from within her organisation.

"She has implemented an innovative and successful business model."

Ulster Bank corporate markets chief executive Robert Gallagher congratulated Ms Heraty and the other finalists.

"All of those involved in this year's programme have shown tremendous commitment and vision and we wish them every success in the future," he said.

The 24 finalists were chosen from more than 150 entries.

The judging panel, which includes former recipients of the overall prize, looks at criteria including growth in turnover and employment, and factors such as the founder's vision for the business.

The panel assesses the degree of innovation and creativity in production and marketing. It also looks at the company's performance in local and international markets.

In his speech, Mr Martin said indigenous companies and the people that run them play a central role in the economy. He paid tribute to the winners and the finalists.

"During 2005, Ireland had the highest rate of new business start-ups in the European Union and was ranked fifth in entrepeneurial activity across OECD countries," he said.

"These companies make invaluable contributions to many local economies by providing high quality employment, sourcing products and services in the local economy, and by delivering new and innovative products to customers both at home and abroad.

"Irish companies make an outstanding contribution to the Irish economy spending over 16 billion annually on payroll, Irish-sourced goods and services.

"Their ambition, creativity and the contribution they make to the lives of Irish people throughout the country should not be underestimated," said the Minister.

Mr Martin said the vibrancy of the small business sector was critical to Ireland's future economic success. It was crucial to ensure that everything possible was done to support the growth and development of small businesses, he said.

"Ninety-seven per cent of all businesses in Ireland are classified as small, although they employ almost 800,000 people... Small businesses are important at a national level, for a number of reasons," he said. "They provide regionally distributed employment around the country. They also deliver a range of local services to the economic, social and cultural life of the entire population. They form an essential part of the supply chain for larger firms and, in particular, are part of the support infrastructure needed to attract and retain foreign investment."

He said entrepreneurship was of critical importance in increasing Irish competitiveness and went on to say that embracing international trade and harnessing opportunities in world markets was key to continued expansion of the economy.

Copyright 2006 Irish Times. Source: Financial Times Information Limited - Europe Intelligence Wire.

Opening the books on legal services

By
Tom Keating
on September 29, 2006 6:31 AM | | Comments (0)
Opening the books on legal services. Check it out:
(The Irish Times Via Thomson Dialog NewsEdge) With an open-plan office, more opportunities for young lawyers and a transparent stance on fee incomes, Mason Hayes + Curran is taking an alternative approach, writes Una McCaffrey.

It is hard to round a corner in Dublin's south docklands these days without tripping over a lawyer. So fashionable has the area become that, over the next few years, almost all of the city's top-tier commercial firms will relocate to fancy new offices in its previously-deserted core.



Some will even dare to move beyond the riverbank, choosing to position themselves just outside the most popular drag and see what advantages this might bring.

One firm taking this route, both in its choice of office location and in its general attitude to the market, is Mason Hayes + Curran (MHC).

The company, which has been based in its new Barrow Street offices since Easter, has long been biting at the heels of the so-called "big five" law firms - Arthur Cox, A&L Goodbody, McCann FitzGerald, William Fry and Matheson Ormbsy Prentice - but also seems content to stay just outside their ranks.

Declan Moylan, MHC's managing partner, claims to be "indifferent" to moving up in the size rankings, being happy to remain "just tucked outside". Many clients prefer this, he says, adding that it can be better for staff too.

MHC has, according to Moylan, a "slightly alternative approach" that is reflected in everything from open-plan offices (his own desk is the same as everybody else's) to the plus sign the firm uses instead of an ampersand in its name.

For the lawyers, the difference comes in more direct ways, such as being "allowed" to enter the market themselves to see clients at junior levels and to take a more entrepreneurial approach generally.

He also says that MHC has a tradition of promoting associates to partner level at a younger age than other firms, also elevating more women.

The shape of the company is no accident. The partners sat down four or five years ago to decide exactly where it should be going.

The options were simple enough - either it could remain as a boutique law firm that was expert in a fairly small number of areas, or it could transform itself into a full-service business.

The latter option was chosen, although the firm only did so after examining economic trends and trying to work out which areas would grow strongly.

The result was an increased focus on construction (especially public projects), sophisticated financial services and life sciences, including pharmaceuticals.

The result of all of this development has been to create what he likes to call a "virtual" full-service firm that can grow nimbly.

So does that mean MHC will not be following rival firms down the route of consolidation?

"I don't think we have the need to do that," he says, suggesting that the two Dublin firms that have entered into such arrangements over the past year "must have a different market perception".

The implication is that what these firms need for growth, MHC can achieve on its own.

"It would be counter-productive," Moylan adds. He says it just would not make sense for the firm to pin its colours to one international firm when it has connections with so many already.

So will MHC ever break into the ranks of the bigger boys?

"It might happen but if it happens it won't be because we've gone on some sort of run for volume or run for size," says Moylan.

The issue of women reaching partnership level has been a thorny one in high-level legal circles because of an unwritten (and oft-denied) "rule" that pregnancies could only come after the partnership level had been reached. The corollary was that if babies came before partnership, then partnership didn't come at all.

Moylan categorically rejects this in the case of MHC, saying it is "just not the case". He also says the firm's female partners can expect to take the full 22 weeks of paid maternity leave that are available, with unpaid leave a further option after this.

Again, it has been typical in the legal world for maternity leave to be limited, with some larger firms still allowing only 12 weeks to their partners.

MHC is, according to Moylan, a more "modern" enterprise than some of its competitors. However, it seems to be working out.

Snazzy new offices aside, the firm is proving itself on the fee income side too.

Moylan reckons that revenues will rise from about 23 million last year to 27 million this year. He says corporate business such as merger and acquisition deals and stock exchange listings have delivered most growth in 2006, helped by "big-ticket" business such as advice to the Employee Share Ownership Trust at Eircom.

Intriguingly, he says the move to the new office has resulted in more productivity, with billable hours up by no less than 20 per cent. He believes the open-plan layout is at the root of this, with other delights such as the funky staff cafe, staff gym or gleaming atrium sculpture also presumably doing their bit for morale.

The reasons for the uplift are, however, perhaps less interesting in this tight Dublin market than Moylan's readiness to talk about it at all.

Irish lawyers are notoriously shy when it comes to discussing their finances and Moylan's decision to break this mould last year created something of a flurry in pin-striped suit circles.

Moylan argues, rightly, that many solicitors around town are keen on the idea of limited liability partnerships, the model now expected in markets such as the US.

These structures allow for the continuation of the traditional partnership, while offering the partners some protection in the case of the firm running into financial problems. The reasoning is that financial details, including profits per partner, become public, a step that seems to be anathema to the majority of the main players.

"Why would I want to annoy them?" asks Moylan about his rival managing partners. He says he just does not think "lawyers should be ashamed of making a good living".

He points out that unlike most other European capitals, Dublin does not house branches of major international business law firms such as Allen & Overy or Clifford Chance. This offers evidence, in his eyes, of the strength of the domestic service.

"I don't apologise for that," he says, acknowledging that with this kind of prosperity comes lots of hard work, with many of MHC's lawyers "living a deal" for as long as it lasts.

The firm has almost 70 lawyers at the moment, 26 are partners. About half of these partners hold equity.

This suggests a revenue per lawyer (the standard industry measure) of 385,000 for this year, or a revenue per equity partner of slightly more than 1 million.

Moylan will not go so far as to talk about profits, but an analysis performed by respected London-based publication The Lawyer last year suggested an Irish profit margin of about 35 per cent.

A hop and a skip along these lines points towards after-tax profits of 9.5 million at MHC this year, although this is clearly not a scientific calculation.

It is hard to blame Moylan for keeping MHC's profits to himself, given none of the other firms have yet gone as far as him on the fee income side. He hints that he would be prepared to go further if anybody decided to play this kind of legal strip poker but, for the moment, professes himself content to be "perched outside by ourselves".

Factfile

Name: Declan Moylan

Age: 56

Job: Managing partner of Mason Hayes + Curran

Hobbies/interests: visual arts

Why he is in the news: Mason Hayes + Curran is a rapidly growing busines law firm which recently moved to open plan accomodation in Dublin's south Docklands and is reporting vibrant growth in turnover and lawyer number

Copyright 2006 Irish Times. Source: Financial Times Information Limited - Europe Intelligence Wire.

Interim Results

By
Tom Keating
on September 29, 2006 6:31 AM | | Comments (0)
Interim Results. Check it out:
(Hugin Via Thomson Dialog NewsEdge) CENTROM GROUP plc Interim results for six months ended 30 June 2006 Chairman and COO Statement Centrom Group plc (AIM:CEN), a supplier of a broad range of innovative IT solutions, with an emphasis on sales to the healthcare and financial services sectors, reports an EBITDA loss for the first six months ended 30 June 2006 of GBP390,000 on revenues of GBP1.8m. In response to rapidly changing market conditions and declining profit margins in Centrom's traditional hardware sales market, identified in the first quarter of 2006, the board and management embarked on a restructuring aiReutersat eliminating loss making and low margin activity and reducing costs. With restructuring complete Centrom will focus on growing high margin business and improving cash flow management with the objective of establishing sustainable profitability. The first quarter to 31 March 2006 was particularly disappointing, with revenues of GBP681,000 and an EBITDA loss of GBP265,000. Restructuring began towards the end of the quarter. On 28 April 2006 Paul Ryder, the CEO and Michael McNamara, the Company Secretary resigned from the Board. Paul Ryder's duties were assuReutersby Mike Boseley, the Chief Operating Officer, and Secretarial Solutions Limited has since assuReutersthe role of Company Secretary. Headcount was reduced from 34 to 27. To consolidate its position the company raised GBP300,000 by way of placing 30m shares at a price of 1p per share. The board is grateful to those investors who provided financial support at an important moment for Centrom. The turnaround strategy of eliminating low margin stand alone hardware sales and reducing costs was in place by mid April. In the second quarter the benefits of restructuring, which gave rise to an exceptional charge of GBP110,000, became immediately apparent. Revenues to 30 June 2006 increased to GBP1,148,000 compared with GBP681,000 in quarter one. EBITDA losses were reduced to GBP15,000 before restructuring costs compared with GBP265,000 in the first quarter. Centrom now has three core activities: Consultancy; Managed Services (Data Centres) and Technical Services (Hardware, Software, installation and maintenance), but only when supplied as part of a wider consultancy solution. In the second quarter the Consultancy sales were GBP242,000, a 25% increase on the first quarter showing a profit margin of 30% and representing 24% of turnover. Managed Services second quarter sales were GBP377,000 an increase of 19% on the first quarter, showing a profit margin of 25% and representing 38% of turnover. Technical Services sales were GBP604,534 an increase of 35% on the first quarter, showing a profit margin of 25% and representing 38% of turnover. In the second quarter significant new projects have been won including Barnsley Metropolitan Borough Council, in partnership with Bull; BG Group; Alea (Insurance); Wagamama and Arch Insurance in partnership with TAH - The Accounting House. In total these contracts have a value of approximately GBP400,000. Sales prospects for the second half are strong and the Board is confident that the improving trend in sales and the higher margins established in the second quarter will be, at least, maintained. Centrom is involved in providing key IT solutions to a number of significant organisations particularly, in the healthcare and financial sectors. Since April 2006 we have established a platform for the growth of Centrom. Gerald Malone Mike Boseley Chairman COO 29 September 2006 Centrom Group plc Group Profit and Loss Account for the six months ended 30 June 2006 +------------------------------------------------------------------ -+ | | Notes | | | Period ended | | | | 6 months ended | | 31 December | | | | 30 June 2006 | | 2005 | |-----------------------+-------+----------------+---+------------- -| | | | (Unaudited) | | (Audited) | |-----------------------+-------+----------------+---+------------- -| | | | GBP | | GBP | |-----------------------+-------+----------------+---+------------- -| | Group turnover | | 1,829,889 | | 1,080,614 | |-----------------------+-------+----------------+---+------------- -| | Cost of sales | | 1,350,928 | | 1,468,227 | |-----------------------+-------+----------------+---+------------- -| | | | | | | | Gross profit/(loss) | | 478,961 | | (387,613) | |-----------------------+-------+----------------+---+------------- -| | Administrative | 2 | 990,236 | | 860,115 | | expenses | | | | | |-----------------------+-------+----------------+---+------------- -| | Exceptional item | 3 | 110,122 | | - | |-----------------------+-------+----------------+---+------------- -| | Other operating | | 750 | | 2,463 | | income | | | | | |-----------------------+-------+----------------+---+------------- -| | | | | | | | Operating loss | | (620,647) | | (1,245,265) | |-----------------------+-------+----------------+---+------------- -| | Interest receivable | | 1,025 | | 2,899 | |-----------------------+-------+----------------+---+------------- -| | Interest payable and | | (1,335) | | (2,483) | | similar charges | | | | | |-----------------------+-------+----------------+---+------------- -| | | | | | | | Loss on ordinary | | | | | | activities before | | | | | | taxation | | (620,957) | | (1,244,849) | |-----------------------+-------+----------------+---+------------- -| | Tax on loss on | | - | | (284,150) | | ordinary activities | | | | | |-----------------------+-------+----------------+---+------------- -| | | | | | | | Loss on ordinary | | | | | | activities after | | | | | | taxation | | (620,957) | | (960,699) | |-----------------------+-------+----------------+---+------------- -| | Minority interest | | - | | 2,381 | |-----------------------+-------+----------------+---+------------- -| | | | | | | | Loss on ordinary | | | | | | activities after | | | | | | taxation | | GBP(620,957) | | GBP(958,318) | |-----------------------+-------+----------------+---+------------- -| | | | | | | |-----------------------+-------+----------------+---+------------- -| | Basic loss per share | 4 | 0.33p | | 0.59p | | (pence) | | | | | |-----------------------+-------+----------------+---+------------- -| | Diluted loss per | 4 | 0.33p | | 0.59p | | share (pence) | | | | | +------------------------------------------------------------------ -+ Centrom Group plc Consolidated Balance Sheet at 30 June 2006 +------------------------------------------------------------------ -+ | | | | | | 31 | | | | | | | December | | | 30 June 2006 | | 30 June 2005 | | 2005 | |----------------+--------------+---+--------------+---+----------- -| | | (Unaudited) | | (Unaudited) | | (Audited) | |----------------+--------------+---+--------------+---+----------- -| | | GBP | | GBP | | GBP | |----------------+--------------+---+--------------+---+----------- -| | Fixed assets | | | | | | |----------------+--------------+---+--------------+---+----------- -| | Intangible | 7,547,460 | | 6,549,911 | | 7,731,727 | | assets | | | | | | |----------------+--------------+---+--------------+---+----------- -| | Tangible | 168,780 | | 223,158 | | 209,437 | | assets | | | | | | |----------------+--------------+---+--------------+---+----------- -| | | 7,716,240 | | 6,773,069 | | 7,941,164 | |----------------+--------------+---+--------------+---+----------- -| | Current assets | | | | | | |----------------+--------------+---+--------------+---+----------- -| | Stocks & WIP | 10,203 | | - | | 16,600 | |----------------+--------------+---+--------------+---+----------- -| | Debtors | 1,073,280 | | 1,159,836 | | 901,482 | |----------------+--------------+---+--------------+---+----------- -| | Cash at bank | - | | 760,035 | | 492,989 | | and in hand | | | | | | |----------------+--------------+---+--------------+---+----------- -| | | 1,083,483 | | 1,919,871 | | 1,411,071 | |----------------+--------------+---+--------------+---+----------- -| | Creditors: | | | | | | | amounts | | | | | | | falling due | | | | | | | within one | | | | | | | year | 1,687,432 | | 1,308,954 | | 1,918,987 | |----------------+--------------+---+--------------+---+----------- -| | | | | | | | |----------------+--------------+---+--------------+---+----------- -| | Net current | (603,949) | | 610,917 | | (507,916) | | liabilities | | | | | | |----------------+--------------+---+--------------+---+----------- -| | Creditors: | | | | | | | amounts | | | | | | | falling due | | | | | | | after one year | - | | 200,038 | | - | |----------------+--------------+---+--------------+---+----------- -| | | | | | | | | Net assets | GBP7,112,291 | | GBP7,183,948 | | GBP7,433,248 | |----------------+--------------+---+--------------+---+----------- -| | | | | | | | |----------------+--------------+---+--------------+---+----------- -| | Capital and | | | | | | | reserves | | | | | | |----------------+--------------+---+--------------+---+----------- -| | Called-up | 2,087,838 | | 1,524,130 | | 1,787,838 | | equity share | | | | | | | capital | | | | | | |----------------+--------------+---+--------------+---+----------- -| | Share premium | 6,462,411 | | 5,659,818 | | 6,462,411 | | account | | | | | | |----------------+--------------+---+--------------+---+----------- -| | Profit and | (1,579,275) | | - | | (958,318) | | loss account | | | | | | |----------------+--------------+---+--------------+---+----------- -| | | | | | | | |----------------+--------------+---+--------------+---+----------- -| | Equity | 6,970,974 | | 7,183,948 | | 7,291,931 | | shareholders' | | | | | | | funds | | | | | | |----------------+--------------+---+--------------+---+----------- -| | Minority | 141,317 | | | | 141,317 | | interests | | | | | | |----------------+--------------+---+--------------+---+----------- -| | | | | | | | |----------------+--------------+---+--------------+---+----------- -| | | | | | | | | Capital | | | | | | | employed | GBP7,112,291 | | GBP7,183,948 | | GBP7,433,248 | +------------------------------------------------------------------ -+ Centrom Group plc Group Cash Flow Statement the six months ended 30 June 2006 +------------------------------------------------------------------ -+ | | Notes | 6 months | | Period | | | | ended 30 June | | ended 31 | | | | 2006 | | December | | | | | | 2005 | |---------------------------+-------+---------------+---+---------- -| | | | (Unaudited) | | (Audited) | |---------------------------+-------+---------------+---+---------- -| | | | GBP | | GBP | |---------------------------+-------+---------------+---+---------- -| | Net cash outflow from | 7 | (888,245) | | (1,574) | | operating activities | | | | | |---------------------------+-------+---------------+---+---------- -| | Returns on investments | | (310) | | 416 | | and servicing of finance | | | | | |---------------------------+-------+---------------+---+---------- -| | Taxation | | - | | (18,110) | |---------------------------+-------+---------------+---+---------- -| | Capital expenditure and | | (5,054) | | (222,405) | | financial investment | | | | | |---------------------------+-------+---------------+---+---------- -| | Acquisitions and | | - | | 660,169 | | disposals | | | | | |---------------------------+-------+---------------+---+---------- -| | | | | | | |---------------------------+-------+---------------+---+---------- -| | Cash outflow before | | (893,609) | | 418,496 | | financing | | | | | |---------------------------+-------+---------------+---+---------- -| | Financing | | 300,000 | | (2,892) | |---------------------------+-------+---------------+---+---------- -| | | | | | | |---------------------------+-------+---------------+---+---------- -| | | | | | | | (Decrease)/increase in | | | | | | cash | | (593,609) | | 415,604 | |---------------------------+-------+---------------+---+---------- -| | | | | | | +------------------------------------------------------------------ -+ Centrom Group plc Notes to the financial information 1. Basis of preparation The financial information set out in this report does not constitute full accounts for the purposes of Section 240 of the Companies Act 1985. The interim accounts for the six months ended 30 June 2006 and the figures for 30 June 2005 are unaudited. The figures for the period ended 31 December 2005 have been extracted from the audited accounts for that period. The accounts for the period ended 31 December 2005 contained an unqualified auditors' report and have been filed with the Registrar of Companies. The interim accounts have been prepared on the basis of the accounting policies set out in the report and accounts for the period ended 31 December 2005. The taxation charge has been calculated using the Directors' best estimate. In view of the losses incurred no provision has been made for taxation or for tax recoverable during the period. Centrom Group plc was incorporated on 14 March 2005 and on 9 June 2005 acquired the whole of the issued share capital of Centrom Limited in a share for share transaction. Prior to the share for share transaction the group had not traded. The Directors consider that trading results in the period from 9 June 2005 to 30 June 2005 are not significant. The Company has not extracted these details nor produced a Consolidated Profit and Loss Account or Cash Flow Statement for this period. The interim accounts were approved by the Directors on 29 September 2006. 2. Administrative expenses Administrative expenses include an amount of GBP184,267 (2005 - GBP168,091) in respect of goodwill written off. 3. Exceptional item The exceptional item relates to restructuring costs arising on the closure of the Enterprise division supplying stand alone hardware and software products. Hardware and software products are only supplied as part of an overall solution where services are also provided. 4. Earnings per share Earnings per share have been calculated on the net basis on the loss on ordinary activities before taxation of GBP620,957 (2005 - GBP958,318) using the average number of 1p ordinary shares in issue of 188,397,060 (2005 - 160,948,099). The diluted earnings per share is based on a loss for the six months of GBP620,957 (2005 - GBP958,318) using the average number of 1p ordinary shares of 188,397,060 (2005 - 161,836,988) after adjusting for diluting options. 5. Dividends No interim dividend is proposed. 6. Loss per share The calculation of loss per share is based on the loss for the period and on the weighted average number of ordinary shares in issue set out below. At 30 June 2006 there were 208,783,400 ordinary shares in issue. 6 months ended 30 Period ended 31 June 2006 December 2005 (Unaudited) (Audited) Loss for the period GBP(620,957) GBP(958,318) Weighted average number of shares in issue 188,397,060 160,948,099 Diluted loss per share is based on the loss for the period and on the weighted average number of ordinary shares in issue set out below. 6 months ended 30 June Period ended 31 2006 December 2005 (Unaudited) (Audited) Loss for the period GBP(620,957) GBP(958,318) Weighted average number of shares in issue 188,397,060 160,948,099 Dilutive effect of share options - 888,889 Fully diluted weighted average number of shares in issue 188,397,060 161,836,988 7. Reconciliation of operating loss to net cash inflow 6 months ended Period ended 30 June 2006 31 December 2005 (Unaudited) (Audited) GBP GBP Operating loss (620,647) (1,245,265) Amortisation 184,267 168,091 Depreciation 45,711 78,540 Loss on disposal of fixed assets - 709 Decrease/(increase) in stocks 6,397 (16,600) (Increase)/decrease in debtors (171,798) 673,037 (Decrease)/increase in creditors (332,175) 339,914 Net cash outflow from operating (888,245) (1,574) activities 8. Issue of equity On 4 May 2006 the Company issued 30,000,000 ordinary shares for cash at a price of 1p per ordinary share. Copies of this interim report will be sent to shareholders and may be obtained from the Company's registered office, Centrom House, 16 Church Road, Fleet, Hampshire GU51 3RH. ---END OF MESSAGE---



Copyright 2006 All Material Subject to Copyright

NTT Announces Successful Demonstration of World's Largest Capabcity 14 Tbps Transmission Over Single Optical Fiber

By
Tom Keating
on September 29, 2006 6:31 AM | | Comments (0)
NTT Announces Successful Demonstration of World's Largest Capabcity 14 Tbps Transmission Over Single Optical Fiber. Check it out:
(Comtex Business Via Thomson Dialog NewsEdge) Tokyo, Japan, Sep 29, 2006 (JCN Newswire via COMTEX) --Nippon Telegraph and Telephone Corporation has successfully demonstrated the ultra-large capacity optical transmission of 14 Tera bits per second (Tera is one trillion) over a single 160 km long optical fiber. The value of 14 Tbps (111 Gbps x 140 ch) greatly exceeds the current record of about 10 Tbps and so claims the record of the world's largest transmission capacity.



This result was reported as a post deadline paper in the European conference on optical communication (ECOC) that was held in Cannes, France from September 24 to 28.

The present core optical network is an optical transport network with about 1 Tbps capacity. Based on the wavelength-division-multiplexing (WDM) of signals with the channel capacity of 10 Gbps, it uses optical amplifiers with the bandwidth of about 4THz. The data traffic has been doubling every year due to the rapid spread of broadband access. We must lower the cost and raise the capacity of the core network while maintaining its reliability as the dominant communication infrastructure.

10 Tbps transmission over a single optical fiber has been achieved in the laboratory. However, it was necessary to use linear amplifiers that covered two or three amplification bands because of the limited range of existing amplifiers, and this multi-band configuration is not cost-effective. To increase the transmission capacity, we had to achieve two goals simultaneously: WDM transmission with high spectral efficiency and optical amplifiers with greatly enlarged bandwidth.

Outline of Experiment

Our experiment used the carrier suppressed return-to-zero differential quadrature phase shift keying (CSRZ-DQPSK)*1 format and ultra-wide-bandwidth amplifiers. 70 wavelengths with 100-GHz spacing were modulated at 111 Gbps using the CSRZ-DQPSK format and then multiplexed and amplified in the bandwidth of 7 THz. In addition, each 111 Gbps signal was polarization-division-multiplexed so the number of channels was doubled to 140. This yielded the total capacity of 14 Tbps. 160-km transmission was successfully achieved by amplifying these signals in newly developed optical amplifiers.

NTT demonstrated in this experiment, for the first time, that it is possible to transmit 100 Gbps signal with forward error correction*2 bytes and management overhead bytes of the OTN*3 frame over long distances allowing the construction of large capacity optical networks that offer 10 Tbps or more.

Core Technologies

(1) CSRZ-DQPSK modulation format and high-speed optoelectronic device technologies

These technologies make it possible to generate dense WDM signals with bit rates of 100 Gbps and beyond per channel and transmit them over long distances. DQPSK is a phase modulation format with four phase states. Its benefits include its high spectral efficiency and excellent receiver sensitivity; both superior to those offered by the conventional binary intensity modulation (ON-OFF-keying) format. The combination of this format with pulse modulation (CSRZ), developed by NTT, enhances the sensitivity, and enables dense WDM long-distance transmission. To realize a CSRZ-DQPSK signals at 100 Gbps or above, we had to overcome the problems of the complicated configuration of the transmitter block and the difficulty of raising the modulation speed. The Mach-Zehnder interference type, lithium niobate (LN) modulator has been used as a binary intensity or phase modulator in high-speed transmitters, but there is a trade-off between driving voltage and bandwidth and it was considered to be virtually impossible to raise the operation speed to at least 100 Gbps.

To overcome these problems, NTT newly developed a hybrid integration technology that yields silica-based planar lightwave circuits and LN lightwave circuits*4. Both devices simplify the configuration and support the fast modulation speed of 111 Gbps.

While the conventional binary intensity modulation format uses a photodiode in the receiver, the DQPSK receiver needs a pair of balanced photodetectors, usually realized by integrating two high-speed photodiodes, making it difficult to achieve high-speed operation, high sensitivity, and uniform conversion efficiency, simultaneously. NTT improved the structure of the photodetector with the result that the new balanced receiver offers high-speed operation at over 50 GHz as well as high sensitivity.

InP ICs, which can be operated at over 50 GHz were used in multiplex and demultiplex circuits and the waveform shaping part to generate high-quality 111 Gbps DQPSK signals.

(2) Ultra-wide-band inline optical amplification technology

It is necessary to expand the bandwidths of the optical amplifiers in order to amplify the 10 Tbps or more signal in one optical fiber. While most fibers have bandwidths in excess of 10 THz, conventional amplifiers have bandwidths of approximately 4 THz. This means that it was necessary to divide the channels into two bands (C and L band) or three bands (S, C, and L band) *5, amplify each band separately, and then remultiplex the bands.

NTT succeeded in extending the bandwidth of an L-band amplifier so that it was 1.75 (7 THz) larger than that of convention amplifiers. By improving the amplification medium and configuration of the amplifier, NTT was able to achieve a low noise characteristic.

Future Schedule

NTT aims to construct a 10 Tbps-class large capacity core optical network that excels in terms of its economy and quality; it will promote the realization of a long-distance transmission system that supports 100 Gbps high-speed channels.

Terminology

*1: CSRZ-DQPSK

Abbreviation of Carrier Suppressed Return to Zero Differential Quadrature Phase Shift Keying. Modulation format in which CSRZ pulse modulation is added to differential quadrature phase modulation; it is appropriate for high-density WDM long-distance transmission.

*2: Forward error correction code

Code to detect an error caused during transmission and to correct it in the receiver by adding redundant arithmetic data to the transmitted signal. The international standard ITU-T G.709 recommendation adopts the Reed-Solomon (255,239) code as an error correction code for high-quality transmission.

*3: OTN

Abbreviation of Optical Transport Network. The international standard for optical network using WDM system (ITU-T G.709 recommendation).

*4: Silica PLC

Planer lightwave circuit formed on fused silica that includes an optical waveguide. This technology can integrate complex passive optical devices into small areas and is used to realize multiplex and demuliplex devices for WDM systems, Mach-Zehnder type optical switches and so on.

*5: C band, L band and S band

Wavelength band classification for optical communication standardized in ITU-T. C (Common) band is from 1530 to 1565 nm, L (Long) band is from 1565 to 1625 nm, and S (Short) band is from 1460 to 1530 nm. The current practicable bandwidth in the L-band is 35 nm (about 4THz) centered on about 1590 nm.

About NTT

NTT is a holding company of the Global Information Sharing Enterprise Group and NTT group, which consists more than 430 companies.

One of the important missions of NTT group is to contribute the achievement of a Ubiquitous Broadband society. NTT group concentrates on integrating the group on expanding Broadband Service on Photonic Access, Third Generation Cellular Phone, Wireless LAN, are provided for Access means, promoting the structure of distributing the contents of Movies and music, and enhance the providing contents.

In November 2002, the Vision for a new optical generation is announced.

Contact:

NTT Science and Core Technology Laboratory Group
Planning Department, Attn: Tamechika
Tel: 046-240-5152
http://www.ntt.co.jp/sclab/contact_e/

Copyright (C) 2006 JCN Newswire. All rights reserved. A division of Japan Corporate News Network K.K.

**********************************************************************

As of Monday, 09-25-2006 23:59, the latest Comtex SmarTrend(SM) Alert,
an automated pattern recognition system, indicated a DOWNTREND on
09-22-2006 for NTT @ $23.96.

For more information on Comtex SmarTrend Alert, contact your market data
provider or go to CSTADirect.com

SmarTrend is a registered trademark of Comtex News Network, Inc.
Copyright 2004-2006 Comtex News Network, Inc. All rights reserved.

Paradial Receives a 2006 INTERNET TELEPHONY Excellence Award

By
Tom Keating
on September 29, 2006 6:30 AM | | Comments (0)
Paradial Receives a 2006 INTERNET TELEPHONY Excellence Award. Check it out:
RealTunnel Enterprise Proxy Honored For Deliverin Exceptional VoIP/IP Telephony Solutions

Oslo, Norway 28. October 2006 Paradial announced today that Technology Marketing Corporations (TMC) INTERNET TELEPHONY magazine (www.itmag.com) has named RealTunnel Enterprise Proxy as a recipient of a 2006 INTERNET TELEPHONY Excellence Award. INTERNET TELEPHONY magazine has been a VoIP Authority since 1998.



The RealTunnel Enterprise Proxy is a complete solution for companies that want to deploy a corporate SIP Firewall/NAT solution, handling SIP phones and legacy voice and video systems. There are no other solutions in the market that provides connectivity and security on all deployed corporate network infrastructures without any reconfiguration required, says Christian Testman, Chief Operating Officer at Paradial. Our partnership with HP for both hardware and hosting enable Paradial to provide the RealTunnel SIP Enterprise Server solution globally towards medium to large companies.

The editorial staff of INTERNET TELEPHONY magazine is proud to announce the winners of the second annual INTERNET TELEPHONY Excellence Awards. These companies are as varied as the products that fit under the IP telephony umbrella, but they have all achieved delivering winning solutions for their customers needs, indicated Rich Tehrani, Editor-in-Chief of INTERNET TELEPHONY.

The winners of the second annual INTERNET TELEPHONY Excellence Award are leaders in VoIP. Taking risks to advance VoIP technology and provide real solutions has earned Paradial recognition from the editors of INTERNET TELEPHONY. The Tunnel Enterprise Proxy has excelled in the VoIP/IP Telephony industry, and most importantly, its customers are willing to offer their testaments of support, said Greg Galitzine, Editorial Director of INTERNET TELEPHONY.

Since the first issue in February of 1998, INTERNET TELEPHONY magazine has been providing unbiased views of the complicated converged communications space. INTERNET TELEPHONY offers rich content from solutions-focused editorial content to reviews on products and services from TMC Labs and Minacom. INTERNET TELEPHONY magazine has a circulation of 55,000.

The 2006 INTERNET TELEPHONY Excellence Award winners will be published in the October 2006 issue of INTERNET TELEPHONY magazine, www.itmag.com, or can be found directly online at http://www.tmcnet.com/awards/it-excellence-award-winners-2006.htm.

For more information, please visit www.tmcnet.com.

Recent IPO Filings

By
Tom Keating
on September 29, 2006 6:30 AM | | Comments (0)
Recent IPO Filings. Check it out:
(Comtex Business Via Thomson Dialog NewsEdge)
Filing Est. Amt
Date Company Name (Mil.)
------ ------------ --------
09/28 DataPath Inc. (Duluth, GA) $346.1
Is a leading provider of satellite communications networks.
09/28 AeroVironment Inc. (Monrovia, CA) $115.0
Designs, develops, produces and supports a technologically-
advanced portfolio of small unmanned aircraft systems.
09/28 Mellanox Technologies Ltd. (Yokneam, ) $86.2
Is a leading supplier of semiconductor-based, high-
performance interconnect products.
09/27 Switch & Data Inc. (Tampa, FL) $150.0
Is a leading provider of network neutral interconnection and
colocation services.
09/26 CVR Energy Inc. (Sugar Land, TX) $300.0
Is an independent refiner and marketer of high value
transportation fuels.
09/22 Carrols Holdings Corp. (Syracuse, NY) $210.0
Is one of the largest restaurant companies in the United
States.
09/21 St. Francis Medical Technologies Inc. (Alameda, $86.2
Is a medical device company.
09/21 NewStar Financial Inc. (Boston, MA) $100.0
Is a commercial finance company.
09/20 Paradigm Ltd. (George Town,Grand Cayman, ) $200.0
Is a leading provider of enterprise software solutions.
09/19 Meruelo Maddux Properties Inc. (Los Angeles, CA) $500.0
Is a self-managed, full-service real estate company.
# # #
This information is provided AS-IS, without any warranty of any kind.
IPO Monitor makes no claims concerning the accuracy or validity of the
information, and shall not be held liable for any errors, delays,
omissions or use thereof.

Copyright 2006 (c) IPO Monitor. All rights reserved.

CRM Case Study On Orbitz: How to Insult, Irritate, Patronize, Stress And Lose Customers; Open Solutions

By
Tom Keating
on September 29, 2006 6:30 AM | | Comments (0)
CRM Case Study On Orbitz: How to Insult, Irritate, Patronize, Stress And Lose Customers; Open Solutions. Check it out:
By David Sims
david@firstcoffee.biz

The news as of the first coffee this morning, and the music is Elton John's Captain Fantastic And The Brown Dirt Cowboy:

Open Solutions Inc. has announced that Pacific Coast Bankers' Bank, with $473 million in assets, has selected its enterprise-wide data processing platform, The Complete Banking Solution, and other Open Solutions' complementary applications.



The second largest bankers' bank in the United States in terms of assets under management, PCBB provides correspondent banking services to more than 400 independent community banks across the country.

Open Solutions sells integrated enabling technologies for financial institutions in the United States, Canada and internationally. In September 2005, Open Solutions announced an agreement with PCBB to offer PCBB customers its image item processing services as a complement to PCBB's cash letter settlement service.

Tom Evans, president and CEO of PCBB, said his company's primary focus was "finding an open architecture application that would allow the CBC to interface in a dynamic environment." They were also looking for a core platform "that could change as we grow, not only in assets but also in customers, products and services. We evaluated numerous vendors and focused on identifying the best solution to interface our in-house applications with the core database."

In addition to The Complete Banking Solution, PCBB will implement Open Solutions' Financial Accounting Suite -- general ledger, accounts payable and fixed assets -- and cView MyVision and Report Wizard.

Evans said the cView report writer would be used to create custom reports from many different applications including the core processor, CBC and others.


The ongoing Orbitz live CRM case study has been completed, and I'm sorry to report that through some of the worst customer service I've ever experienced, they've destroyed whatever possibilities for customer loyalty may have existed with us.

Basically, my family of five is flying from Istanbul to Washington, D.C. round-trip for Thanksgiving. We went online to look for tickets, and we'd had good experiences, both in price and customer service, with both Expedia and Travelocity, so we figured Orbitz was kind of like those guys.

We booked tickets, and went on Orbitz's site to pick out the seats, a feature they offer which we like. It's booked through Alitalia but a few legs are operated by Delta, we have Istanbul-Milan, Milan-Boston, Boston-Washington going, and Washington-Atlanta, Atlanta-Milan, Milan-Istanbul coming. We filled in seat requests for all six flights, Orbitz charged our card for just north of $3,100, we figured the matter closed.

Then we noticed that the seats for the Washington-Atlanta and Atlanta-Milan legs were "pending," not confirmed. We sent an e-mail to the Orbitz customer service address promising "We try to answer all queries in three hours," or something like that, saying hey, what's going on here, we've paid and these seats are unconfirmed? Visions of being stranded at the D.C. airport danced through our heads.

My wife wrote to them and I did too.

Let's review: In CRM, the first priority is to make a good first impression on a customer. Orbitz failed there. Not the end of the world -- as I wrote on the first installment, the problem isn't the problem. How you handle the problem is much more important.

Customer loyalty is frequently won for good in the resolution of a problem. It's like a relationship that hasn't had any fights: You don't know what'll happen when a real problem comes up. When you have a fight and get over it you have a stronger relationship, right? Same with customers.

Look, nobody's going to provide perfect service. Not Orbitz, not Southwest, Nordstrom's, Amazon.com, Ritz-Carlton, Rolls-Royce, nobody. We customers don't expect perfect customer service. We expect problems to be handled the right way, and we'll give an amazing amount of loyalty to a company who does so.

So Orbitz's response to our problem was no response. Not even an autoresponder saying "We've received your e-mail." We sent another e-mail saying look, we're getting concerned that we've paid you and we can't get seats confirmed on these two flights. Orbitz couldn't be bothered to answer that one either. Not a concern, evidently, they had their $3,100, what did they care about our personal problems?

So yesterday I sent them a fourth e-mail telling them I'd contacted our credit card bank and was requesting them to cancel the payment and that we'd rebook with someone else.

And I did, that wasn't an empty threat. I sent an e-mail to my bank instructing them to do that. And -- this is the honest 100% truth -- three or four minutes later I got a phone text message from my wife saying "Seats confirmed on all flights."

I called her back and it turns out this thing about Orbitz not giving us confirmed seats was stressing her out to the point where she took time off work to go to the Delta office here in Istanbul and personally get the confirmations. Oh, and Orbitz finally decided we were worth their precious time. Got an e-mail:

"Dear Orbitz Customer, Thank you for contacting Orbitz. In reviewing our contact history, I show that this is your first correspondence via e-mail and phone under the e-mail address 'david@david-sims.com'. It is possible that you may have corresponded using another e-mail address."

Well, bull, seeing as how I had sent that e-mail using the exact same system we'd used to send the first three. CRM Rule #1: Lying to your customers isn't a good move.

"In reviewing our reservation system, I show that the online seat assignment for the flight segment 'Istanbul to Milan' on Alitalia 707 and flight segment 'Milan to Istanbul' on Alitalia 706 has been restricted by the airlines."

Gee, thanks for telling us that when we tried to use your system for getting seat assignments on the site. And for not telling us that the first three times we asked.

"Please note that most airlines hold some seats for airport check-in only. However, you can be assured that you will always get your seat assignment at the gate or check-in counter on the day of departure.

Sorry, but seeing that Orbitz is perfectly willing to lie to me I don't take much faith in their reassurances that if I just trust them I'll get my seat assignments.

I wrote back saying they were damn lucky my wife wasted a day doing their legwork for them, and that the seat assignment confirmations were easily enough obtained from Delta since she had just gotten them, and their aside that our seats were probably just being held for airport check-in only was sheer misdirection. See CRM Rule #1 above.

Then we got another e-mail from them saying they had, for reasons known only to God, reassigned the seats we'd chosen -- which were confirmed by the airline and weren't ever disputed -- on the Boston-Washington leg. We hadn't asked them to do that, and didn't want them to. But I guess they have to punish mouthy customers somehow.

They they wrote "also, Alitalia Airlines does not have online seat selection capabilities. This means that only the airline is able to assign these seats. We are also unable to view the seat map of the flight type the airline will be assigning you these seats and you will see your seat assignments at the airport on the date of departure."

Well, look, stupid, Alitalia isn't operating the flights in question, that's why my wife went to the DELTA office, wasting time doing the work we had paid you to do, where she picked up the confirmations you claimed didn't exist.

So there's your CRM case study: How to Insult, Irritate, Patronize, Stress And Lose Customers, by Orbitz. Honestly. It makes me quiver that I ever entrusted my travel to them in the first place.

If read off-site hit http://blog.tmcnet.com/telecom-crm/ for the fully-linked version. First CoffeeSM accepts no sponsored content.

CRM Vendor Open Solutions Picked By PCBB

By
Tom Keating
on September 29, 2006 6:30 AM | | Comments (0)
CRM Vendor Open Solutions Picked By PCBB. Check it out:

CRM vendor Open Solutions Inc. has announced that Pacific Coast Bankers' Bank, with $473 million in assets, has selected its enterprise-wide data processing platform, The Complete Banking Solution, and other Open Solutions' complementary applications.



The second largest bankers' bank in the United States in terms of assets under management, PCBB provides correspondent banking services to more than 400 independent community banks across the country.

Open Solutions sells integrated enabling technologies for financial institutions in the United States, Canada and internationally. In September 2005, Open Solutions announced an agreement with PCBB to offer PCBB customers its image item processing services as a complement to PCBB's cash letter settlement service.

Last week Open Solutions announced a partnership with Rosetta Technologies Corporation, a Tampa-based vendor of secure enterprise printing products. The partnership will provide enhanced software and MICR laser printers for the printing and management of image replacement documents (IRDs) or substitute checks for the new Check 21 initiative.

With the addition of the Rosetta Technologies functionality to Open Solutions' imaging and item processing lineup, banks and credit unions processing items in-house can print cash letter and IRDs.

"This relationship is unique in that Open Solutions is not only going to resell Rosetta Technologies solutions in a traditional value-added reseller capacity, but Open Solutions is already an end-user of our IRDPrint products in their item processing sites," said Rob Hullar, president of Rosetta Technologies.

Tom Evans, president and CEO of PCBB, said his company's primary focus was "finding an open architecture application that would allow the CBC to interface in a dynamic environment." They were also looking for a core platform "that could change as we grow, not only in assets but also in customers, products and services. We evaluated numerous vendors and focused on identifying the best solution to interface our in-house applications with the core database."

In addition to The Complete Banking Solution, PCBB will implement Open Solutions' Financial Accounting Suite -- general ledger, accounts payable and fixed assets -- and cView MyVision and Report Wizard.

Evans said the cView report writer would be used to create custom reports from many different applications including the core processor, CBC and others.

David Sims is a contributing editor for TMCnet. For more articles please visit David Sims’ columnist page.

Olympus signs eighth licensing deal in eight months

By
Tom Keating
on September 29, 2006 12:53 AM | | Comments (0)
Olympus signs eighth licensing deal in eight months. Check it out:
(Science Letter Via Thomson Dialog NewsEdge)
Patriot Scientific Corporation (PTSC) confirmed that Olympus Corporation has purchased a license to use the Moore Microprocessor Patent (MMP) Portfolio.

Seven other major system manufacturers have purchased MMP licenses this year, including Casio, Fujitsu, HP, Seiko Epson, Sony, Nikon and Pentax. In addition, AMD and Intel are also licensees.

Patriot Scientific and The TPL Group are co-owners of the MMP Portfolio, which Alliacense, a TPL Group enterprise, exclusively manages. The MMP Portfolio patents, filed in the 1980s, cover techniques that have become essential to consumer and commercial digital systems including medical equipment.



Patriot Scientific also announced that board of directors member Jim Turley will be devoting increased attention to technology matters for the company. Turley, formerly editor-in-chief of Embedded Systems Design and currently the editor of Silicon Insider, is the author of seven books and has been editor of the prestigious industry journal Microprocessor Report, where he was three-time winner of the Computer Press Award.

A former senior executive at ARC International, where he was responsible for three high-tech acquisitions and a successful IPO, Turley serves on several technical advisory boards for high-tech companies as well as on the advisory board for the Embedded Systems Conference and The Microprocessor Report.

As Patriot Scientific accumulates capital resulting from licensing revenues, the company is ready to implement the next phase of its strategic plan and is now evaluating possible opportunities to diversify its revenue stream by entering into joint ventures or by acquiring other companies and technologies.

Patriot Scientific is a intellectual property licensing company.

This article was prepared by Science Letter editors from staff and other reports. Copyright 2006, Science Letter via NewsRx.com.

Copyright 2006 Science Letter via NewsRx.com

DST Systems, Inc. announces agreement to acquire Amisys Synertech, Inc.

By
Tom Keating
on September 29, 2006 12:53 AM | | Comments (0)
DST Systems, Inc. announces agreement to acquire Amisys Synertech, Inc.. Check it out:
(Science Letter Via Thomson Dialog NewsEdge)
DST Systems, Inc. (DST) has signed a definitive agreement to acquire Amisys Synertech, Inc. (Amisys) through a merger with a wholly owned subsidiary of DST Health Solutions, Inc.

Financial terms of the transaction were not disclosed.

Amisys is an enterprise software developer, software applications service provider, and business process outsourcer for the U.S. commercial healthcare industry. Amisys reported revenues of $103.4 million for the year ended December 31, 2005 and $65.1 million for the seven months ended July 31, 2006. Amisys has approximately 1,400 employees located in three principal locations: Harrisburg, Pennsylvania; Rockville, Maryland; and Hyderabad, India.



The transaction is subject to regulatory approval and satisfaction of standard pre-closing conditions. Upon closing, which is expected to occur in the fourth quarter of 2006, DST will integrate the operations of Amisys with DST's wholly owned subsidiary DST Health Solutions, Inc. The integrated business unit will operate as DST Health Solutions. DST believes the expanded DST Health Solutions business will provide deeper product offerings to existing and new customers, as well as leverage DST's AWD and Output Solutions products.

Upon completion of the transaction, Amisys' financial results will be consolidated with those of DST. On a pro-forma basis, the transaction is not expected to have a material impact on DST's net income or earnings per share for 2006. DST will fund the acquisition with available cash balances and existing credit facilities.

This article was prepared by Science Letter editors from staff and other reports. Copyright 2006, Science Letter via NewsRx.com.

Copyright 2006 Science Letter via NewsRx.com

Accelrys appoints Rick Russo as chief financial officer

By
Tom Keating
on September 29, 2006 12:52 AM | | Comments (0)
Accelrys appoints Rick Russo as chief financial officer. Check it out:
(Science Letter Via Thomson Dialog NewsEdge)
Accelrys, Inc. (ACCL) announced the appointment of Rick Russo as the company's senior VP and chief financial officer, effective as of October 2, 2006.

Russo has nearly 30 years of finance and accounting leadership experience and has held positions of increasing scope with a number of both public and private high technology companies. Most recently, from 2000 through 2006, Russo served as the chief financial officer of Captiva Software Corp., a global provider of automatic data capture software and enterprise input management solutions. Captiva was a publicly held company prior to its acquisition by EMC Corp. for approximately $275 million in December 2005.



"I am pleased to have Rick joining our senior leadership team," said Mark Emkjer, the company's president and CEO. "Rick is a seasoned and innovative business leader who brings with him a wealth of experience in financial reporting, corporate finance and capital markets. Rick also has extensive software-industry experience which I believe will prove invaluable to us in pursuing our growth strategy and creating value for our customers and shareholders."

In commenting upon his appointment, Russo stated: "I am excited to be joining Accelrys as its chief financial officer. I am enthusiastic about the company's unique position as a software company with leading-edge scientific solutions. I am looking forward to working with the Accelrys team and continuing to improve the financial trajectory of this dynamic company."

This article was prepared by Science Letter editors from staff and other reports. Copyright 2006, Science Letter via NewsRx.com.

Copyright 2006 Science Letter via NewsRx.com

M&M buys German co for Rs 830 cr

By
Tom Keating
on September 29, 2006 12:52 AM | | Comments (0)
M&M buys German co for Rs 830 cr. Check it out:
(Financial Express Via Thomson Dialog NewsEdge) Mahindra and Mahindra (M&M) Ltd on Thursday bought a 67.9% stake in German forging company Jeco Holdings, in a deal struck at an enterprise value of Rs 830 crore (140 million euros). M&M did not disclose the exact payout for the acquisition though it claimed it was the largest acquisition in the auto components sector. "The acquistion, to be done through Mahindra's Mauritian subsidiary, is the largest acquisition by an Indian company in the auto component manufacturing space," Systems and Technology (Systech) president Hemant Luthra said. Jeco, which has a capacity of one lakh tonne per annum and a turnover of 180 million euro, supplies major products including gear boxes, engine & axle pans, hubs, gears and piston heads to customers which include the DaimlerChrysler Group, ZE Group, MAN Nutzfahrzeuge, Volvo, Linde, Renault, Agco, Kessler and Kolbenschmidt. The stake, currently held by Mahindra, would be transferred to the recently relisted Mahindra Automotive and Steels Ltd (MASL), Luthra said. This is the third acquisition by the company within the space of a year. Earlier in January this year, M&M had acquired 98.6% of the shares in UK-based automotive forging company Stokes Group Ltd. Forging ahead



Products Gear boxes, engine & axle pans, hubs, gears and piston heads Customers DaimlerChrysler Group, ZE Group, MAN Nutzfahrzeuge, Volvo, Linde, Renault, Agco, Kessler and Kolbenschmidt Capacity One lakh tonne per annum Turnover 180 million euro Just before that in December last year, Mahindra & Mahindra Ltd entered into an agreement with Plexion Technologies, Mauritius, a group Company of JP Morgan to acquire 88.41% of the fully diluted equity capital in Plexion Technologies (India) Ltd. The board of MASL would be reconstituted to accomodate members of Jeco, he said, adding that the debt of Jeco would get frozen as the German auto component manufacturer is not a highly leveraged company. The acquistion will help M&M service customers from three locations-UK, Germany and India for their auto component needs. With regard to the benefits accruing to the company as a result of the acquistion, Luthra said, "This transaction will result in us establishing a significant footprint in continental Europe."

Copyright 2006 The Indian Express Online Media Ltd.. Source: Financial Times Information Limited.

IGI gets CIBJO recognition to test gemstones, jewellery

By
Tom Keating
on September 29, 2006 12:52 AM | | Comments (0)
IGI gets CIBJO recognition to test gemstones, jewellery. Check it out:
(Financial Express Via Thomson Dialog NewsEdge) The International Gemological Institute (IGI), the world's largest independent laboratory for testing and valuing gemstones and fine jewellery, has been officially recognised as a World Jewellery Confederation (CIBJO) registered laboratory. CIBJO president Gaetano Cavalieri announced the registration of IGI, endorsed by Jewelers of America, at the CIBJO laboratory committee meeting in Vancouver, Canada recently. CIBJO, which is the French acronym for International Confederation of Jewellery, Silverware, Diamonds and Stones, is the international jewellery confederation of national trade organisations. Its primary purpose as a decision making body is to create and maintain standards and promote co-operation between these inter-connected organisations. Every CIBJO registered laboratory has to be independent of any commercial or private enterprise, or groups of such enterprises. It should always be managed under competent professional direction and abide by all CIBJO rules without exception. It is mandatory for the registered body to work in accordance with the CIBJO publications such as the Diamond Book, the Gemstone Book, the Pearl Book. It can only issue diamond, gemstone and/or pearl reports, prepared in accordance with the CIBJO rules. In case of deviation from these rules, its recognition can be cancelled by CIBJO. Commenting on the recognition, Tehmasp Printer, managing director, IGI India said, "In a short span of seven years, IGI has established a leadership position in certification across the country. IGI's recent recognition as a CIBJO registered laboratory is a further reassurance to all our customers of the quality and accuracy of our processes and expertise of gemologists." The International Gemological Institute established in 1975, is located in important diamond centres such as Antwerp, New York, Los Angeles, Toronto, Bangkok, Mumbai, Tokyo, Dubai and Hong Kong. IGI has also received the prestigious ISO 9001:2000 certification for standard grading and certification processes', the only certifying laboratory in the country to have this certification.



Copyright 2006 The Indian Express Online Media Ltd.. Source: Financial Times Information Limited.

Chronicle Solutions picks chairman [Chronicle Solutions]

By
Tom Keating
on September 29, 2006 12:51 AM | | Comments (0)
Chronicle Solutions picks chairman [Chronicle Solutions]. Check it out:
(Total Telecom Via Thomson Dialog NewsEdge) Network content monitoring and capturing software firm Chronicle Solutions has appointed Alan Watkins, founder and former managing director of Cisco UK, as its new chairman. Watkins built up Cisco's UK operation from a standing start to over 300m revenue and has a proven track record of establishing and growing start up companies.



Chronicle Solutions flagship product, netReplay is the world's first enterprise-class Network Content Appliance that captures and indexes all user communications on a network in real-time, helping companies to enforce email, instant messenger and Internet acceptable use policies. It enables forensic investigations by monitoring and recording relevant traffic, alerting on transgressions, as well as enabling search, retrieval and replay of individual web sessions, including webmail, blogs, instant messenger, Voice-over-IP and downloads.

Nick Kingsbury, recently appointed CEO of Chronicle Solutions comments, "Alan has an excellent reputation within the high tech industry and his proven success in growing fast track start-ups will be invaluable to us, as we expand our operations both here in the UK and in the US."

Alan Watkins adds, "There cannot be a single enterprise in the modern world that does not use the Internet for communications, to go about its every day business. But in the world we live in today, that also brings significant challenges in terms of compliance, corporate responsibilities and employee behaviour. Chronicle Solutions has a very real solution to offer the enterprise to address these needs. This combined with an outstanding management team and the financial backing of 3i, SEP and Soc Gen were compelling reasons why I am delighted to accept the chairmanship of Chronicle."

Watkins has over 30 years experience within the IT industry. He has chaired both public and private companies and works closely with the private equity and venture capital industry in the technology, media and telecommunications sector.

Watkins is currently chairman of AIM-listed Matrix Communications Group Plc, a 60m virtual network operator (VNO); Glasshouse, a Boston-based, VC- backed storage services company; Appligenics, a VC- backed software house; and Foster MacCallum, an early stage software house. In addition to founding Cisco UK, Watkins has previously held senior positions within BT, Timeplex, Outsource Group and Giantloop.

Copyright 2006 Terrapinn Ltd

Verizon expands Euro ethernet [Verizon Business]

By
Tom Keating
on September 29, 2006 12:51 AM | | Comments (0)
Verizon expands Euro ethernet [Verizon Business]. Check it out:
(Total Telecom Via Thomson Dialog NewsEdge) READING, UK - 28 September 2006 - Customers in six additional countries now have Ethernet access to the Verizon Business Private IP network under an expansion announced by the company today. Enterprise customers in Austria, Denmark, Finland, Norway, Poland and Spain now can use Verizon Business next-generation Ethernet services to access the companys Private IP network in a flexible way.



The announcement extends Verizon Business Ethernet Access to a total of 16 European countries. Customers in Belgium, France, Germany, Ireland, Italy, Luxembourg, the Netherlands, Sweden, Switzerland and the UK have been able to benefit from Ethernet services since January. Verizon Business also offers Ethernet Access to Private IP in the US, and in seven countries across Asia.

Copyright 2006 Terrapinn Ltd

Swisscom, Ciena get compliance [Ciena]

By
Tom Keating
on September 29, 2006 12:51 AM | | Comments (0)
Swisscom, Ciena get compliance [Ciena]. Check it out:
(Total Telecom Via Thomson Dialog NewsEdge) Swiss market leader offering Ethernet Private Lines using Cienas CN 4200 FlexSelect Advanced Services Platform and CN 2300 Managed Optical Services Multiplexer

Madrid (Carrier Ethernet World Congress) 28 September, 2006 Ciena Corporation (NASDAQ: CIEND*), the network specialist, and Swisscom today announced Carrier Ethernet certification for Swisscoms Carrier Optical Service (COS) and Cienas optical Ethernet platforms the CN 4200 FlexSelect Advanced Services Platform and CN 2300 Managed Optical Services Multiplexer that power COS. Both the Swisscom service and Ciena platforms have been certified to deliver Metro Ethernet Forum (MEF) compliant Ethernet Private Lines based on the groups MEF9 technical specifications for Ethernet Services at the User Network Interface (UNI).



The Swiss market leader in Carrier Ethernet services, Swisscom has been connecting pharmaceutical, banking and other large enterprise customers with rigorous wide area network performance requirements with its Ethernet Private Line services for nearly two years on the Ciena platforms, in addition to offering storage extension and TDM connectivity services. Carrier Optical Service is a transparent point-to-point Layer 1 service for high to very high dedicated bandwidth connecting LAN applications throughout Switzerland. Cienas optical Ethernet platforms are sold to Swisscom and supported through a partnership with Ericsson.

The MEFs Carrier Ethernet Certification Program is designed to accelerate the rollout of Carrier Ethernet services by reducing the time and cost of equipment testing and providing end users with consistent, reliable services across service providers and network equipment. Both Cienas platforms and Swisscoms service were tested by Iometrix in accordance with its MEF-approved Test Plan for Ethernet Services at the UNI.

Weve seen tremendous uptake in our Carrier Optical Service from enterprises looking for flexible bandwidth options backed by strong service level agreements for mission-critical data center, business continuity and other wide area network applications, said Thomas Aeberhard, Head of Data Services, Swisscom Fixnet Wholesale. As customers increasingly move to Ethernet and look for services that are standards-based, this Carrier Ethernet certification will only broaden the appeal of our market leading Carrier Optical Service.

Ciena's CN 4200, the flagship product of its FlexSelect Architecture, is the first multiservice transport and service aggregation platform capable of supporting the migration to packet networks using future-ready technology such as ITU G.709 Optical Transport Network (OTN) for service transparency, dynamic wavelength routing featuring a hybrid ROADM solution, software-defined service ports, and remote service provisioning and management capabilities.

As a Charter Member of the MEF, this certification reflects our early focus on developing innovative optical Ethernet platforms for delivering MEF-certified Carrier Ethernet services, said Martin Nuss, vice president and chief technologist at Ciena. Swisscom was the first to deploy CN 4200 and weve worked closely with them to ensure our optical Ethernet platforms create a flexible network capable of delivering a variety of Carrier Ethernet and storage extension services with automated provisioning and advanced service level management.

Based on the recent MEF testing for Ethernet Private Lines, Cienas CN 4200 and CN 2300 have been certified for both Fast Ethernet (100 Mbps) and Gigabit Ethernet (1000 Mbps). Ciena is committed to supporting standards-based Carrier Ethernet networking through MEF certification of multiple products in its portfolio.

*Effective as of 5:00 p.m. EDT on Friday, 22 September, 2006, Ciena completed a one-for-seven reverse split of Ciena common stock. Cienas common stock began trading on a split-adjusted basis when the market opened on Monday, September 25, 2006. For a period of approximately 20 days, NASDAQ will append a D to Cienas stock symbol in order to inform the investment community of the reverse stock split.

Copyright 2006 Terrapinn Ltd

NTP Software(TM) Introduces NTP Software Storage M&A(TM) for NAS, NetApp(R) Edition Including Support for Snapshots

By
Tom Keating
on September 29, 2006 12:51 AM | | Comments (0)
NTP Software(TM) Introduces NTP Software Storage M&A(TM) for NAS, NetApp(R) Edition Including Support for Snapshots. Check it out:
NASHUA, N.H. --(Business Wire)-- NTP Software(TM), the worldwide leader in the management and control of unstructured data, today announced the availability of its new version of NTP Software Storage M&A(TM) for NAS, NetApp(R) Edition, which now includes support for Snapshots.



NTP Software Storage M&A(TM), a member of NTP Software Smart ILM(TM) suite of products, provides Senior Executives and Storage Administrators a way to understand what's happening in their environment. While NTP Software Storage M&A(TM) will allow you to report on anything in the environment, its real value comes from the NTP Software Storage Analysis Engine(TM) which uses heuristics, trend analysis and spot analysis to discern what's important and help focus your attention.

Snapshots, as part of your data protection strategy are a critical component of the health of your network storage. Up until now it has been difficult to analyze how storage is used by snapshots, other than its basic allocation. Without NTP Software Storage M&A(TM) and the NTP Software Storage Analysis Engine(TM), Storage Administrators have no way to judge the appropriateness of their allocation.

"In a NetApp(R) environment, much of a network's storage can be consumed by Snapshots, which means they can become quite costly," said David Hilton, President of Strategic Vision. "Using the NTP Software Storage M&A(TM) Engine to analyze their storage utilization is critical to cost-effective management."

"We see Snapshot support as one of the steps in helping our customers better understand their storage environments," said Aaron Dufoe, NTP Software's Vice President for Worldwide Sales. "Coupled with the NTP Software Storage Analysis Engine(TM), which will tell you what's important and not bury you in raw data, our customers can now see all the important elements of their NetApp(R) environment."

NTP Software Storage M&A(TM) for NAS, NetApp(R) Edition with Snapshot support provides the functionality to report and project on the storage space in an environment, as well as take into consideration space that is allocated for Snapshots and compare it to the space that is actually being used. This new product feature provides greater insight into the overall storage environment and allows the enterprise to understand what is going on in their environment and where, through one central location.

NTP Software Storage M&A(TM) for NAS, NetApp(R) Edition with support for Snapshots is now available. Pricing starts at $9,995, and is licensed per Filer.

About NTP Software

Founded in 1994, NTP Software is the worldwide leader in the control and analysis of storage. We create platform-independent products that enable our customers to control and manage their storage environments.

NTP Software is based in Nashua, NH, and is privately held. NTP Software is located on the web at www.ntpsoftware.com, and can be reached at (800) 226-2755 or (603) 622-4400, or via email at info@ntpsoftware.com.

Global Government Health and Human Services Experts to Gather at Curam Software International User Conference - Focus on Social Infrastructure Modernization

By
Tom Keating
on September 29, 2006 12:50 AM | | Comments (0)
Global Government Health and Human Services Experts to Gather at Curam Software International User Conference - Focus on Social Infrastructure Modernization. Check it out:
HERNDON, Va. --(Business Wire)-- Curam Software, the leading provider of Social Enterprise Management (SEM) software solutions, today announced it will hold its second annual International User Conference, "Transforming the Social Enterprise," October 3-6, 2006 in Long Island, N.Y., bringing together government social infrastructure modernization experts from the United States, Canada, Australia, New Zealand, and Israel as well as Gartner and Forrester analysts. The conference provides an opportunity for Curam Software clients, prospective clients, and partners to gain insight into how SEM is transforming the contemporary health and human services landscape.



The conference will feature information sessions hosted by progressive state agencies, provincial governments, industry analysts, and Curam Software executives, including representatives from New Zealand's Ministry of Social Development and the State of Utah's Department of Technology Services, as well as other leading agencies.

The conference sessions - delivered by international government executives and industry analysts from Forrester and Gartner - will allow attendees to participate in a peer-to-peer information exchange within the Curam Software community. Speakers include:

-- Steve Barnett, Vice President and Assistant Chief Financial Officer, Claims Management Solutions, WorkSafeBC

-- Valerie Adamo, Vice President Business Technology Services and Chief Information Officer, Executive Lead Integrated Case and Account Management Program, Workplace Safety and Insurance Board

-- John Kost, Vice President and Managing Partner, Gartner Research Worldwide

-- Tim Occleshaw, Chief Information Officer, Ministry of Social Development, New Zealand

-- Stephen Fletcher, Chief Information Officer and Executive Director of the newly-formed Department of Technology Services, State of Utah

-- Greg Gardner, Deputy Director, Department of Workforce Services, State of Utah

-- Gene Leganza, Vice President of Government Research, Forrester Research

"We designed the Curam Software User Conference to bring leading social enterprise management professionals together to share best practices and experiences," said Ronan Rooney, co-founder and Chief Technology Officer, Curam Software Inc. "As the market leader, we know that we must continue to provide solutions that transform business and operational processes as well as improve the efficiency and effectiveness of service delivery. The Curam User Conference will provide a glimpse of what is possible using SEM."

Platinum sponsors for the user conference include Accenture, IBM, and HP. Additional sponsors include Enterprise Ireland, EDS, Deloitte Consulting, Cognos, Oracle, Keane, Ciber, Quartech Systems, and eSystems, Inc.

SEM is a new category of enterprise software that is client-centric and leverages commercial-off-the-shelf (COTS) products to transform as well as modernize health, human services, labor, and social security agencies. SEM provides comprehensive enterprise eligibility IT solutions crossing agency boundaries, simplifying policies, and integrating with existing technology. SEM fosters holistic, convenient services for citizens, as well as provides screening for needs and referrals to state and community-based resources.

About Curam Software

Curam Software is the leading provider of Social Enterprise Management (SEM) software solutions, delivering best-in-class applications for social enterprises globally including, health and human services, workforce services, and social security organizations. Using the Curam Business Application Suite(TM) agencies can immediately reap the benefits of client-centric business processes and an outcomes-driven integrated service delivery model. The Curam Business Application Suite, underpinned by the Curam Enterprise Framework(TM), combines the advantages of commercial-off-the-shelf (COTS) software, an enterprise platform and service oriented architecture with the business and technical flexibility required to allow agencies to implement solutions to meet their strategic objectives. Curam Software is headquartered in Dublin, Ireland with additional offices located in New York, Washington, D.C., United Kingdom, and Bangalore, India. For more information, visit www.curamsoftware.com.

Minimum pay up in '07

By
Tom Keating
on September 29, 2006 12:49 AM | | Comments (0)
Minimum pay up in '07. Check it out:
(Columbian, The (Vancouver, WA) (KRT) Via Thomson Dialog NewsEdge) Sep. 28--The paychecks for Washington's minimum-wage workers will increase by about 29 cents an hour in 2007, giving joy to employees like Ryan Bisson and frustration to business owners like Scott Dickinson.



The two are the yin and yang of the wage debate.

"That's a big increase for me," said Bisson, a Clark College student who works two minimum wage jobs. "You really notice it in your check."

Dickinson, who owns seven KFC restaurants in Southwest Washington and employs about 140 workers, sees the impact differently.

"The minimum wage issue has quite honestly been disastrous for small business for many years now," he said.

It's a debate that is revived each year in Washington as the state Department of Labor and Industries adjusts the wage figure. This year's announcement comes Friday. The new minimum goes into effect Jan. 1.

In Clark County, roughly 4,000 of the 132,000 workers here likely held minimum wage jobs in 2005. Economists say the actual figure is difficult to compute since most people in such jobs aren't working full time.

The annual wage alteration comes each September and is courtesy of Washington's voters who in 1998 approved a law that adjusts the state's minimum hourly wage according to the annual change in the Consumer Price Index. The CPI measures the average inflationary shift in prices for a fixed number of goods and services such as food, shelter and medical care.

The actual figure to come from the state Friday could be a few pennies higher or lower than the estimated 29 cents an hour. Congress this summer unsuccessfully tried to raise the national minimum wage of $5.15 to $7.25 during a two-year period.

Voters in Arizona, Colorado, Missouri, Montana, Nevada and Ohio will decide in November whether to raise minimum wage levels above the national rate.

Wage debate

Critics of the arbitrary wage requirement argue it hurts the country's low-income workers, depresses private enterprise and can actually result in a loss of jobs.

Dickinson agrees wholeheartedly. Before Washington's law was enacted, Dickinson's workers who had more skills or seniority made significantly more than the minimum wage. None of his employees make more than a dollar over minimum wage.

He said the automatic pay increase gives a 16-year-old the same pay as a 35-year-old trying to support a family.

"We're approaching $8 (an hour)," he said. "I shudder to think where we go with it."

Shelly Lundberg, an economics professor at the University of Washington, said moderate increases in minimum wage tend to have small negative impacts on employment of the very young or inexperienced workers and negligible impacts on more highly experienced or skilled workers in the overall job market. She said businesses have learned to deal with the annual adjustments.

Bisson understands businesses can struggle with the forced pay increase, but is still thankful for the pay boost.

A year ago he was making $10.50 an hour working in a warehouse in Clackamas, Ore., when he realized he needed to "step up and go to school so I'm not in a minimum-wage job my whole life."

Bisson quit the warehouse job, moved back in with his parents and studies at Clark College to become a music teacher.

He spends 20 hours a week as a barista at Savana Coffee House and another 10 hours a week at Rocky Mountain Chocolate Factory store at Westfield Vancouver mall. Starting next, year because of the minimum wage change, his total weekly pay will increase to about $237.60, up $8.70.

Debbie Parshall, owner of Savana Coffee House, said it can be difficult to absorb the pay increase for her six employees. Still, she considers it necessary to keep good workers. In fact, Parshall pays above minimum wage for most of her employees.

"I don't have the resources for health benefits or paid vacation so I pay decently so they stay," she said.

Jonathan Nelson covers retail for The Columbian. He can be reached at 360-759-8013 or via e-mail at jonathan.nelson@columbian.com.

WASHINGTON'S HOURLY WAGE

2007: $7.92 2006: $7.63 2005: $7.35 2004: $7.16 2003: $7.01

*estimated figure; effective Jan. 1.

Source: Washington Employment Security Department

Copyright (c) 2006, The Columbian, Vancouver, Wash.
Distributed by McClatchy-Tribune Business News.
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OneSource(R) Database To Include Coverage Of Great Britain's Small Business Market

By
Tom Keating
on September 29, 2006 12:48 AM | | Comments (0)
OneSource(R) Database To Include Coverage Of Great Britain's Small Business Market. Check it out:
OMAHA, Neb. --(Business Wire)-- infoUSA(R) (NASDAQ:IUSA), the leading provider of proprietary business and consumer databases and sales leads, today announced OneSource(R), an infoUSA(R) company, and leading provider of the most comprehensive, global business information announced today, coverage of an additional two million small to medium sized UK companies and four million of their executives. This enhanced content further strengthens the breadth of OneSource(R)'s company profiles and is now available within OneSource(R)'s UK Business Browser.



According to recent research from the Department of Trade and Industry(a), the Small to Medium Sized Enterprise (SME) market employs 58.5% of the UK workforce and generates over half of the sales of all companies in the country. Having identified this as a significant market opportunity, OneSource(R) is at the forefront of helping UK businesses target prospects in this rapidly growing market.

"The increased coverage of OneSource(R)'s UK company information is a reflection of our commitment to providing customers with comprehensive global business information," said Phil Garlick, President of OneSource(R) Information Services, Inc. "As a result we are pleased to provide our customers access to a significant UK market segment."

As part of the UK data expansion of Business Browser, customers now gain access to 1.4 million actively trading companies and over 500,000 new businesses yet to file accounts. The new information includes director profiles, 3 years of financials, gazette codes, mortgage, auditor and banking data to assist companies in evaluating new business partners, customers and suppliers.

(a) Department of Trade and Industry (DTI) report on Small and Medium-sized Enterprise (SME) Statistics for the UK 2004.

About OneSource Information Services

OneSource(R), an infoUSA company, delivers products and services to support a company's sales and marketing efforts including serving customers better, identifying and leveraging new sales opportunities, and creating stronger marketing campaigns. OneSource(R) combines and organizes content from over 2,500 information sources supplied by more than 35 world-class content providers, creating an unequalled business information resource encompassing company profiles, corporate families, industries, executives, financials, news, analyst reports, and trade and business press articles.

OneSource(R) is headquartered in Concord, MA, with offices located in North America, Europe, Pacific Rim, and Latin America. Customers include Bank One, Chubb, Citigroup, Deloitte & Touche, i2 Technologies, Orange, SAS Institute, and Sun Microsystems.

About infoUSA

infoUSA (www.infoUSA.com), founded in 1972, is the leading provider of business and consumer information products, database marketing services, data processing services and sales and marketing solutions. Content is the essential ingredient in every marketing program, and infoUSA has the most comprehensive data in the industry, and is the only company to own a proprietary database of 250 million consumers and 14 million businesses under one roof. The infoUSA database powers the directory services of the top Internet traffic-generating sites. Nearly 3 million customers use infoUSA's products and services to find new customers, grow their sales, and for other direct marketing, telemarketing, customer analysis and credit reference purposes. infoUSA headquarters are located at 5711 S. 86th Circle, Omaha, NE 68127 and can be contacted at (402) 593-4500. To know more about Sales Leads, click www.infousa.com. To get a 7-day free trial and 100 free sales leads, click www.salesgenie.com.

Statements in this announcement other than historical data and information constitute forward looking statements that involve risks and uncertainties that could cause actual results to differ materially from those stated or implied by such forward-looking statements. The potential risks and uncertainties include, but are not limited to, recent changes in senior management, the successful integration of recent and future acquisitions, fluctuations in operating results, failure to successfully carry out our Internet strategy or to grow our Internet revenue, effects of leverage, changes in technology and increased competition. More information about potential factors that could affect the company's business and financial results is included in the company's filings with the Securities and Exchange Commission.

Blue Ridge Networks(TM) Launches RemoteLink(TM) -- ''Guaranteed, Impenetrable'' Secure Communications Between Small/Mobile Offices and Headquarters

By
Tom Keating
on September 29, 2006 12:48 AM | | Comments (0)
Blue Ridge Networks(TM) Launches RemoteLink(TM) -- ''Guaranteed, Impenetrable'' Secure Communications Between Small/Mobile Offices and Headquarters. Check it out:
CHANTILLY, Va. --(Business Wire)-- Blue Ridge Networks, the premier provider of secure communications products and managed services, today launched RemoteLink, the first device that provides impenetrable communications for small offices, personal offices, and mobile offices. The RemoteLink is also unique in that it requires no end-user configuration. This plug-and-play device can be deployed by non technical staff in minutes--enabling organizations to quickly add users, locations, and devices to secure networks affordably and easily.



RemoteLink secures any device with an Ethernet interface. It can be used to create a secure bridge across a wide variety of broadband connections, including dial-up access, T1, DSL, cable, wireless, satellite, frame-relay, and even MPLS networks. Since any Ethernet device can be plugged into RemoteLink, whether IP or non-IP, it extends the enterprise's network enabling secure data, VoIP and video communications across the enterprise. RemoteLink also extends the life of older systems, even DOS-based terminals commonly used in retail point of sale equipment.

"With RemoteLink, we're delivering on our promise to our customers--to put forward solutions that combine the highest security, the greatest flexibility, and the ultimate in mobility," noted Blue Ridge Networks' CEO Tony Russo. "This affordable, scalable solution can help organizations make remote branches, teleworkers, and even temporary offices as secure as if they were inside headquarters."

RemoteLink is an ideal option for organizations such as banks with multiple branches, civilian Government agencies with ad-hoc field offices, even multi-location healthcare providers--all environments where timely access to critical information while maintaining ironclad security is essential. RemoteLink affordably provides several security measures that allow organizations to meet and/or exceed the most stringent requirements they face including the Payment Card Industry's Data Security Requirements, DoD PKI, HSPD-12, HIPAA and a host of others.

"RemoteLink continues to open up new options for secure communications that were previously not possible," continued Russo. "We're giving organizations everywhere the freedom to secure new technology alongside their legacy equipment to increase productivity and ultimately drive cost savings to the bottom line."

About Blue Ridge Networks

Blue Ridge Networks develops a full spectrum of secure communications solutions for wireless and wired environments. The company was responsible for the industry's first commercial virtual private network and has completed widespread deployments across commercial and Government sectors. The Blue Ridge Networks BorderGuard product suite has been deployed globally and in demanding applications such as wireless LAN, extranets, site-to-site and remote access VPN, and thin client computing. The company has earned several Government agency certifications, including: JITC, Army TIC, FIPS 140-2 validation, Common Criteria certification, HIPAA compliance, and the Department of Defense SPOCK validation. Information about the company's products and managed services can be found at www.blueridgenetworks.com.

BorderGuard is a registered trademark; Blue Ridge Networks and RemoteLink are trademarks of Blue Ridge Networks, Inc. Other names used herein may be trademarks of their respective owners.

China.com's New Expectation on Sales

By
Tom Keating
on September 29, 2006 12:48 AM | | Comments (0)
China.com's New Expectation on Sales. Check it out:
(SinoCast China IT Week Via Thomson Dialog NewsEdge) BEIJING, September 29, SinoCast -- China.com, the company under the aegis of CDC Corporation, has issued an updated advisory to shareholders about the impact that Chinese telecom regulations issued in July will have on its financial results.



The new policies include requiring subscribers to provide double confirmations for orders and MVAS providers to send billing reminders to subscribers, and have resulted in China.com having fewer new subscribers for its services and higher cancellation rates. In addition, costs to acquire new users have increased.

China.com says it anticipates that both the revenue and net profit of its MVAS business unit will be significantly affected this quarter. The following table sets out the unaudited revenue for the Company's MVAS business unit for the months of July and August 2006 as compared with the same months in 2005.

The company says to further reduce costs and improve operational efficiencies it initiated a headcount reduction program in August, reducing the workforce of its mobile value- added services business unit by approximately 30 per cent.

China.com achieved quarterly revenue levels and its 22nd consecutive quarter of profits with total revenues of HKD 108 million, up 24 percent when compared to Q2 2005.

The company says its online games initiative continues to achieve strong growth, the portal continues to hit key operational matrices, and the MVAS business has undergone three sequential quarters of double-digit percentage revenue growth and has progressively diversified away from SMS revenues to a point where revenues from advanced mobile products such as MMS and WAP represent 60 percent of total MVAS revenue.

China.com has established a wholly-owned subsidiary, CDC Games Limited, to hold all current and future online game business assets and investments. With strong growth expected in China's online gaming market as well as with the company's online game offering, China.com plans to focus more resources to this fast-growing sector.

The company's mobile value-added services (MVAS) business continued to show healthy growth in the third quarter of 2005 with a 15 percent increase in total revenue over Q2 2005.

Sequential quarterly revenue increases from Advanced Mobile Products amounted to the following: Multimedia Messaging Services (MMS) - up 80percent, Interactive Voice Response (IVR) - up 61percent, and Wireless Application Protocol (WAP) - up 27percent.

The company's MVAS marketing strategy focused on cross- selling its products and services toward niche consumer groups across various platforms. The strategy resulted in meaningful ranking increases of some of the company's key WAP products on China Mobile's WAP product listings.

China.com is a mobile applications, Internet services and online game company in China. Its principle business areas are Mobile Value Added Services (MVAS), online entertainment, and Internet services that target users in China.

CDC Corporation is focused on enterprise software, mobile applications and online games. As part of its strategic review, the company has reorganized into two primary operating business units, CDC Software and China.com Inc.

Its principle business areas are Mobile Value Added Services (MVAS), online entertainment, and Internet services that target users in China. In the MVAS arena, China.com provides products and services on various platforms, including Short Messaging Service (SMS), Multimedia Messaging Service (MMS), Wireless Application Protocol (WAP) and Interactive Voice Response (IVR). The Company also offers online games and a broad range of online products and services via its portal network (www.china.com; www.hongkong.com).

Copyright 2006 Sinocast

Kingdee Posted Growth

By
Tom Keating
on September 29, 2006 12:48 AM | | Comments (0)
Kingdee Posted Growth. Check it out:
(SinoCast China IT Week Via Thomson Dialog NewsEdge) SHENZHEN, September 29, SinoCast -- Kingdee International Software Group Co., Ltd. (SEHK: 0268), a leading enterprise resources planning (ERP) software vendor in China, released its interim report recently.



For the first half ended on June 30, the company's operating revenues hit CNY 287 million, jumping 17 percent from a year ago. Its software sales climbed 7.8 percent year on year to CNY 213 million.

Kingdee's software solution service reached CNY 39.75 million, hiking 73.9 percent compared with last year. And its net profit margin rose 1 percent to 10.6 percent.

In the period, the software vendor, headquartered in Shenzhen, an industrial city in southern China, has gained a good performance in the high-end market. This is attributive to EAS, a high-end product by Kingdee.

For the first half, EAS has grown 64 percent, which is strategically significant to the company's expansion in the high-end market, Xu Shaochun, Kingdee's chairman and chief executive officer, said at an interview.

The product, competitive in technologies, has helped enlarge the company's market share and now is serving big groups like China's leading real estate firm China Vanke Co., Ltd., suggesting more market reception for the product.

Big clients are expected to bring more customers in their sectors to the software vendor, and further drive up the sales of its medium-end products. They have pushed the company's medium-end products sales by about 10 percent in the first half, increasing 7 to 8 percent from the previous year, and the percentage is estimated to continue to rise in coming days.

In addition, Kingdee's major rivals' high-end products account for 15 percent of their total, a fall from 23 percent for 2005, according to their interim reports.

Kingdee's service has been another fuel for its financial growth. Now the company is offering a variety of service tailored for its over 400,000 customers. From January to June, its income from service has increased 52 percent, and the number is expected to climb up further, said the chairman.

Its 2005 fiscal report showed that its business earnings reached CNY 530 million in 2005, an increase of 19 percent compared with the same period of the previous year. And its net profit increased by 40 percent year on year.

This May Kingdee took over a Shenzhen-based ERP manufacturer Godline for CNY 10 million and absorb Godline's brand. Xu Shaochun claimed that they would increase acquisitions of medium- and small-sized ERP manufacturers both at home and abroad to become a leader in the ERP market in the Asia Pacific region.

Founded in 1997, Godline is specialized at the development, promotion and service of ERP products for manufacturing industries. Now its business has covered six manufacturing segments, electric and electronic products assembly, hardware machinery, plastic & electronic, light source and lights, gifts and toys, cables and wires.

ERP software developers such as Kingdee and UFIDA are also facing another difficulty, higher costs resulting from huge investment in research and development.

In such case, some Chinese ERP software developers have quit their research and development and even were kicked out of the ERP sector to become resellers of foreign brands in China.

Industry analysts said that the only way out for Chinese ERP software developers is the ownership of core technologies in the long term.

(USD 1 = CNY 7.96)

Copyright 2006 Sinocast

Brazil: Love Lula if you're poor,worry if you're not

By
Tom Keating
on September 29, 2006 12:47 AM | | Comments (0)
Brazil: Love Lula if you're poor,worry if you're not. Check it out:
(The Economist Via Thomson Dialog NewsEdge) The voters in Brazil's elections on October 1st can look back on welcome help for the dispossessed and forward to the likelihood of little broader reform

AN UNEXPECTED whiff of garlic is the first indication of an industry that helps sustain the 70,000 people of one of the poorer districts of Contagem, a city in eastern Brazil. Elizabete Cordeiro and Romilda da Silva are among the 200 women who spend their days peeling garlic, which fetches more than the unshelled sort in nearby Belo Horizonte. Hunched over plastic buckets outside a brick hovel, they shell 1,000 kilos a month. This yields 400 reais ($185), which they share.



Hard as life is, it has lately improved. Shelling garlic pays more than it did, thanks to a one-third rise negotiated by a local NGO. And a few months ago the women became beneficiaries of the federal government's Family Fund, a stipend of up to 95 reais a month that goes to parents who keep their children at school and take them for medical check-ups. The fund now reaches the poorest quarter of Brazil's population. Mrs da Silva notes that the price of rice has "fallen a lot", another boost to the family budget.

For all this the women credit Luiz Incio Lula da Silva, the first Brazilian president whose background is as humble as theirs. Accordingly, they will vote for him on October 1st, in the first round of Brazil's general election. And so will many others like them. The man who proclaims the poor to be "every cell" of his body is backed by 57% of the voters who earn up to 700 reais a month, according to Datafolha, a polling firm. Against this bearded Evita, Geraldo Alckmin, a former governor of So Paulo, Brazil's most populous state, has been struggling.

Lula will probably win, in the second round on October 29th if not in the first, because in the eyes of most voters he has kept the promises that matter. While showering money on the poor, he has cut inflation, created jobs and kept the economy growing. Foreign debt no longer hangs over Brazil like the blade of a guillotine. The economy is enjoying "the best fundamental conditions of the past 30 years", boasts Antonio Palocci, a former finance minister who is now a congressional candidate for Lula's Workers' Party.

And yet Brazil is not as sound as Lula's popularity ratings. Economic growth has been slow by comparison with other countries in Latin America, and with the three "BRIC" countries--Russia, India and China--the less-developed world's leading economies (see charts). A big reason for this is a huge public sector, which keeps interest rates high and has only grown more voracious under Lula.

The list of reforms needed to perk up the economy is not much shorter than it was when Lula took office in 2003, and other issues have grown in urgency. Brazil's dismal standard of public education suddenly seems intolerable, prompting the president to campaign on the clunky slogan "development with income distribution and quality in education". And crime moved up the agenda when a prison-based gang in So Paulo started attacking police and public transport in May.

Then there is corruption, which does not worry garlic-shellers but enrages the newspaper-reading elite. Although graft carries no party card, much anger is directed at the ruling party and Lula himself, partly because they were once seen as the holders of the Brazilian patent on political purity. A scandal erupted in May 2005 which involved Lula's closest associates bribing congressmen to back the government. Now the final days of the campaign are being muddied by allegations that Lula's advisers tried to buy a dossier supposedly implicating Jos Serra, the candidate for the governorship of So Paulo from Mr Alckmin's Party of Brazilian Social Democracy (PSDB), in another scandal. The electoral court could cancel Lula's election if it were proved that he had benefited from wrongdoing. More likely, the scandal could undermine Lula's capacity to govern. The political system itself has become a top election issue.

Efficiency must wait

No saviours are on the ballot. Mr Alckmin is "much more prepared [than Lula] to make the state efficient" and therein lies the big difference between them, says Acio Neves, the PSDB governor of Minas Gerais, whose re-election is even more certain than Lula's. This rings true. The next president's most urgent task seems impossible: to curb the state's appetite for both resources and economic influence while raising investment and improving services like education.

Lula is not the ideal agent to bring about change. He and his party embody an alliance between the dispossessed and those who benefit from an indulgent state, such as union members and public-sector workers. Some of the government's mistakes can be traced to the false notion that what is good for the one is good for the other, not surprisingly perhaps, given that Lula, born poor, became a union leader.

Tax-and-spend habits were already entrenched when Lula took office, but he has not changed them. Instead, he has turned his attention to social policy. While suppressing inflation and containing the deficit, he has transferred more cash to households, partly through the Family Fund, which helps the poor, but also through increases in the minimum wage, which raises publicly financed pensions. The upshot is that the central government's current spending is set to rise from 16.9% of GDP in 2003 to 19% this year, says Raul Velloso, a specialist in public finances.

The mix of subsidy and stability, though, has done wonders for the poor. The poverty rate, as measured by the Getulio Vargas Foundation, a business school, fell from 28% of the population in 2003 to 23% last year, which was comparable to the improvement brought about by the end of hyperinflation in the early 1990s. Lula's critics carp that the Family Fund merely alleviates poverty without providing an exit. That is to underestimate the value of reducing misery. The trouble is that although the total real income of Brazil's poorest households rose 28% between 2004 and 2005, that of the middle class increased just 1.6%.

Well-being in Lula's Brazil is unevenly spread in geographic terms, too. Cash transfers have animated the economy of the poor north-east, where retail and wholesale trade jumped 15.6% in the year to July. But this will tail off when the government ratchets back increases in handouts, as it must. In the southern state of Rio Grande do Sul, the economy shrank 5% last year because of drought, which hurt farming, and the strong real, which damaged industries such as shoe- and furniture-making. The economy of Rio de Janeiro, the second-largest city, has not grown since 1975. Enterprise there is thwarted by bureaucracy and high taxes. A third of the income in the metropolitan area comes from pensions.

As Rio's stagnation suggests, the blame must be shared by earlier administrations and all levels of government. But Lula has done too little to spark higher growth. Investment, the best indicator of the economy's long-term health, has edged up from 18% of GDP in 2003 to 20%, not enough to sustain growth rates of more than 4%. Lula promises that investment will rise to 25% of GDP in his second term, but how?

His government has done several useful things, such as passing a bankruptcy law. A long-delayed measure to encourage the private financing of public works may at last yield results. And, after a shaky start, a new model for commissioning power generation is starting to show it can attract private capital to the electricity industry.

Ignore or overrule

But this is not enough. The central government is responsible for investment amounting to only 0.8% of GDP. Its attitude towards regulatory agencies, whose independence should encourage investment in infrastructure, has bordered on hostility. The telecoms ministry has more than once sought to overrule Anatel, the industry regulator. And investment in sanitation has been stuck at a derisory 0.2% of GDP for the past seven years, leaving a quarter of Brazil's urban population lacking access to sewerage.

The reforms required to boost Brazil's growth are as familiar as old jokes. They include formal independence for the Central Bank, which would allow it to achieve its inflation target with lower interest rates, lower trade tariffs, a simpler tax system and, above all, a long-term plan to reduce spending and the net public debt, which at present stands at about half of GDP. With taxes close to their limit (tax revenue hit a record 37% of GDP last year) and spending rising inexorably, the government will struggle to deliver the primary budget surplus (ie, before interest payments) of 4% of GDP that it has promised.

"It's clear this model is almost exhausted," says Marcos Mendes, an economist in Braslia, the capital. A better one would, among other things, give the government more discretion over spending, 90% of which is tied to items like pensions and health, and breaking the link between the minimum wage and pensions. All would inflict political pain.

Brazilians wonder whether new models can be built with the same old politics. Mr Alckmin, a tax-cutting technocrat who has run an uninspired campaign short on detail, might just do better. But the inertia built into Brazil's institutions may get the better of any candidate. The 1988 constitution is a busybody document with something to say on everything from the structure of the police to tuition fees at public universities (forbidden). It directs the government to hand about half its tax revenue to the 27 states and 5,500 (often financially incontinent) municipalities. IPEA, a research institute, says they wasted 16 billion reais in 2000, 1.5% of GDP. Many economic reforms require a constitutional amendment that must twice win three-fifths majorities in both houses of Congress. This will hobble any president.

Moreover, many of the issues exercising voters, including crime and education, are the responsibility mainly of the states and municipalities. Much therefore depends on give and take between the president and the other branches and levels of government. The voters this Sunday will elect all state governors and legislatures, the lower house of Congress and a third of the Senate, as well as the president.

Of the 27 states, 19 are expected to re-elect incumbent governors or successors from the same parties. The current Congress is widely seen as the most corrupt in history. The next one may even have a seat for Fernando Collor, a president impeached in 1992, and Mr Palocci, who has been charged with infractions while he was a mayor. Brazil's "presidential coalitionism," in which a directly elected president must fashion majorities from a fragmented Congress, is never easy to manage. Lula's administration has fared worse than most, only grudgingly giving allies top government jobs, which has left bribery as one of the few ways to recruit support. That so many congressmen are eager to succumb--nearly a fifth of the lower house is implicated in some scandal--has something to do with the way they are elected.

The missing link

With 5,406 candidates competing for 513 seats in the lower house, the congressional vote amounts to a mass beauty contest. Few of the aspirants have more than casual contact with their constituents, partly because they represent whole states rather than districts. The system is proportional: the number of votes won by a party or its candidates determines how many seats it gets in each state. Within that quota, the winners are those with the most individual votes, which may not be many.

Over half the voters generally forget which congressmen they have voted for. Winning candidates can, and often do, switch parties after the election, further straining their link with voters. This "deficit of representation" makes it difficult for voters to scrutinise their representatives and for presidents to build stable coalitions. That encourages corruption.

The answer, many believe, is political reform. One element is already in place. In the next Congress parties will for the first time have to cross a threshold--5% of the national vote--to secure various privileges, including free television time. The number of parties, 16 at present, may be halved. Other reforms may include penalties for politicians who switch parties, public money for campaigning and voting for party lists instead of single candidates.

That would not be a cure-all. Party voting and penalties for party-switching would strengthen parties and citizens' monitoring of their representatives, which ought to reduce corruption. But much of the representation deficit has to do with wider economic and social conditions. A poor and badly educated electorate is unable to control the behaviour of politicians, says Claudio Weber Abramo of Transparncia Brasil, an anti-corruption NGO. Designing a new electoral system might distract from the more urgent task of economic reform.

Some Brazilians are not altogether downhearted, though. Their country may be growing more slowly than the other BRIC countries, but its institutions are sturdier, asserts Antnio Delfim Netto, a congressman from the centrist Party of the Brazil Democratic Movement. In Brazil party politics is virtually the only politics, points out Ftima Anastasia, of the Federal University of Minas Gerais, which makes it more stable than such neighbours as Bolivia and Venezuela, where strikers and strongmen hold sway.

Even without reform, the meshing of growth and democracy keeps Brazil moving forward with occasional bursts of speed. That is certainly true in Minas Gerais, where Governor Neves claims to have eliminated the budget deficit and applied a "management shock" to the bureaucracy. "Results agreements" pay bonuses to civil servants in exchange for hitting targets such as cutting the number of prison escapes. "We're gradually changing the mind-set of the civil servant, who used to pass the exam [for his job] and then sit passively in his chair," claims Antonio Anastasia, Mr Neves's running-mate. Mostly hype, sniff his critics, who claim, among other things, that he balanced the books by cutting health spending and cares more about efficiency than ending poverty.

Yet in Contagem Mr Neves's entrepreneurial approach has made a difference. Unlike the favelas of Rio de Janeiro, where gun-toting adolescents rule, the poor parts of Contagem were not abandoned by the state. Minas Gerais created special teams of police to patrol violent areas. The notorious Nelson Hungria prison no longer erupts. The state employs nearly 400 people in "social prevention" projects such as Stay Alive, which lures the young away from crime with computer training, football and other activities. And the local monthly murder rate has dropped from double to single digits.

Lula's party is allergic to the idea of management shocks but their spirit is spreading, for example, to education, where it may be needed most. Lula has been rightly skewered for ignoring basic education during his first three years in office, but that seems to be changing. Last year, for the first time, the education ministry tested all primary public schools in urban areas. In June it published the results of the national tests, school by school. Now each will be given its own targets to improve its scores.

Shock treatment needed

To help meet those targets the government intends to distribute an extra 5 billion reais to schools in the ten poorest states. A thousand teacher-training centres are to improve teaching quality. A genuine management shock would allow school directors to choose their teachers and would hold them accountable for the results. Fernando Haddad, the education minister, admits that Brazil is still in the "ante-room" of such a discussion but thinks targets and tools will "change the culture" of education. By 2022, he says, Brazil's scores should be as good as the industrial-country average.

It is indeed possible that the national tests could click with Mr Neves's results agreements and the Family Fund's education requirement to lift young Brazilians into useful work. But if that is to happen quickly, Lula will need to act. He has proposed a national pact for reform after the elections. But the attempt to smear Mr Serra threatens to disrupt his second term before it begins. The price could be four more years of underperformance.

SOURCE: The Economist

Copyright 2006 Economist Newspaper

Kazakhstan: Business environment at a glance

By
Tom Keating
on September 29, 2006 12:45 AM | | Comments (0)
Kazakhstan: Business environment at a glance. Check it out:
(EIU Viewswire Via Thomson Dialog NewsEdge) COUNTRY VIEW

FROM THE ECONOMIST INTELLIGENCE UNIT

Policy towards private enterprise and competition

2007-08: In the few privatisations undertaken, the government seeks to retain control of key assets.

2009-11: As the economy approaches full capacity, there is a growing incentive to resume restructuring and large-scale privatisation. However, these processes favour domestic or Russian enterprises over Western ones.

Policy towards foreign investment

2007-08: The government increases its presence in the hydrocarbons sector by seeking a stake in all major projects.

2009-11: There are fewer contract disputes, but corruption and bureaucratic red tape continue to cause difficulties.

Foreign trade and exchange controls

2007-08: Kazakhstan joins the World Trade Organisation (WTO) at the same time as Russia. This forces the government to undertake some reforms, but implementation of trade liberalisation continues to be hindered by informal trade barriers.



2009-11: Progress is made on removing protectionist measures in agriculture, under the terms of WTO accession.

Taxes

2007-08: The government progressively shifts the tax burden on to subsurface users and other firms in the extractive sector.

2009-11: Tax evasion and poor administration continue to pose problems. Value-added tax (VAT) rate is cut from 15% to 13%.

Financing

2007-08: Banking sector consolidation proceeds, and financial supervision strengthens. Development of a corporate bond market provides a further source of finance for some large enterprises.

2009-11: Finance available for domestic investment rises, partly owing to efforts by the central bank to mobilise savings.

The labour market

2007-08: Labour mobility remains very low, accentuating sharp regional and sectoral disparities in wage earnings.

2009-11: The size of the workforce increases as a result of improving demographics and net immigration. Wages spike in 2011 ahead of the 2012 presidential election.

Infrastructure

2007-08: The government seeks to improve transport, communications and energy distribution networks.

2009-11: Infrastructure development is uneven, but telecommunications booms as network upgrades are completed.

Copyright 2006 Economist Intelligence Unit

Greece: Business environment at a glance

By
Tom Keating
on September 29, 2006 12:45 AM | | Comments (0)
Greece: Business environment at a glance. Check it out:
(EIU Viewswire Via Thomson Dialog NewsEdge) COUNTRY VIEW

FROM THE ECONOMIST INTELLIGENCE UNIT

Policy towards private enterprise and competition

2006-07: Further reorganisation of state enterprises along private-sector lines, although this has already happened in many state firms. Privatisation and liberalisation are not likely to accelerate until after the next election.

2008-10: More effective implementation of EU legislation, but aspects of competition policy still subject to lobbying.

Policy towards foreign investment

2006-07: The Hellenic Centre for Investment will try to reduce obstacles to direct investment. New investment law will try to promote high-tech investment and high-end tourism.

2008-10: Greece will intensify efforts to promote itself as a good location for foreign companies to launch business operations in the Balkans, but foreign direct investment will be limited.

Foreign trade and exchange controls

2006-07: Trade regime will remain liberal, except in agriculture, where tariffs and quotas will stay in force.

2008-10: Low chance of success in reaching a new agreement on global trade liberalisation. Trade liberalisation continues, albeit slowly, through unilateral, bilateral and regional arrangements.

Taxes

2006-07: The complex and opaque tax system will be modernised and streamlined. Corporation tax and personal income tax to be cut further. Continuation of efforts to curb tax evasion and avoidance.

2008-10: Fiscal practice will come closer into line with the rest of the EU. Tax evasion will be further reduced.

Financing

2006-07. Some further consolidation of the banking sector may take place. Increased foreign presence.

2008-10: The broadening and deepening of the Athens Stock Exchange will continue.

The labour market

2006-07: Higher wage increases than elsewhere in the euro area. Opposition to more flexible working practices.

2008-10: Labour costs remain among the lowest in the EU, but still higher than in new EU members from central and eastern Europe. The power of trade unions will decline slightly. Moderate wage increases.

Infrastructure

2006-07: Completion of another line of the Athens metro extension. Public-private partnerships (PPPs) will result in new hospitals and schools, as well as new tourist facilities.

2008-10: Improved transport links with Balkan neighbours with the help of EU funds. Gas conversion of power stations.

Copyright 2006 Economist Intelligence Unit

Kenya: Business outlook

By
Tom Keating
on September 29, 2006 12:44 AM | | Comments (0)
Kenya: Business outlook. Check it out:
(EIU Viewswire Via Thomson Dialog NewsEdge) COUNTRY VIEW

FROM THE ECONOMIST INTELLIGENCE UNIT

Business environment rankings(a)Value of index(b)Global rank(c)Regional rank(d)2001-052006-102001-052006-102001-052006-10Overall position4.154.7278771414Political environment2.62.981811616Political stability2.93.381791616Political effectiveness2.32.680801515Macroeconomic environment6.65.863781214Market opportunities2.94.182791717Policy towards private enterprise & competition3.04.575691312Policy towards foreign investment5.15.566691113Foreign trade & exchange controls4.25.573731011Taxes4.75.670611310Financing5.15.55665910The labour market5.05.169721011Infrastructure2.42.779791515(a) See Guide to the business rankings model at the end of this report. (b) Out of 10. (c) Out of 82 countries. (d) Out of 17 countries: Algeria, Bahrain, Egypt, Iran, Israel, Jordan, Kuwait, Libya, Morocco, Qatar, Saudi Arabia, Tunisia, UAE, Angola, Kenya, Nigeria and South Africa.Kenya will remain an unattractive investment destination in 2006-10



The Economist Intelligence Units business environment rankings show that Kenya was among the worlds least attractive investment locations in the historical period (2001-05) and that it will remain so in the forecast period (2006-10). Kenyas operating environment has long been a challenge for investors because of weak institutions, rampant corruption, poor infrastructure, political instability, serious economic structural imbalances, and persistent cycles of boom and bust. Kenya ranks poorly on political environment, reflecting the inability of the current president, Mwai Kibaki, to unite the coalition that brought him to power in 2002. The prospect of further social unrest and increasing political uncertainty will tend to dominate political debate, particularly in the short term, distracting from the major policy challenges in other areas. This risks slowing the pace of economic reform.

Kenya ranks poorly, particularly for economic openness, policy towards foreign investment, the quality of its financial markets, its infrastructure and the labour market. As for taxes, the high corporate tax regime is not expected to change, and will remain burdensome, in the medium term.

The current government and its successor after the 2007 election are expected to remain committed to gradual economic liberalisation and step-by-step integration within the global trading and financial system. The lead-up to the election may see a rise in economic nationalism, with Kenya rejecting donor funding that has numerous conditions attached and being cautious in selling strategic assets to foreign investors, but a more balanced perspective is likely to return after the poll. However, despite the governments pursuit of donor-supported reforms, severe structural problems will continue to weigh on the business sector and the overall economy. These will be compounded by high business costs, stemming from poor infrastructure, a heavy regulatory burden, high interest rates, a shortage of skilled labour and the impact of HIV/AIDS. Mismanagement, a weak judiciary and rampant corruption will also remain major constraints to stronger growth. The governments battle against corruption is still cited by the private sector as the major obstacle to doing business in Kenya. Businesses are also expected to continue to suffer from the high cost of electricity and to face frequent power cuts. These cause disruption to output (and loss of revenue), and add to production costs (as companies are forced to install generators). The largely rain-fed agricultural sector, which accounts for about 27% of GDP, also poses a significant structural risk. Other growth inhibitors will continue to include the poor state of the road network and congestion at ports. Although investment in infrastructure and other key sectors is expected to accelerate, these substantial structural faults will take a number of years to correct.

Copyright 2006 Economist Intelligence Unit

Taiwan: Business outlook

By
Tom Keating
on September 29, 2006 12:44 AM | | Comments (0)
Taiwan: Business outlook. Check it out:
(EIU Viewswire Via Thomson Dialog NewsEdge) COUNTRY VIEW

FROM THE ECONOMIST INTELLIGENCE UNIT

Business environment rankings(a)Value of index(b)Global rank(c)Regional rank(d)2001-052006-102001-052006-102001-052006-10Overall position7.508.05211955Political environment7.27.2222555Political stability7.07.0363975Political effectiveness7.47.4172044Macroeconomic environment8.38.6181243Market opportunities5.86.74326108Policy towards private enterprise & competition7.58.0192255Policy towards foreign investment7.88.2242155Foreign trade & exchange controls7.38.2413598Taxes8.48.46533Financing7.48.9241955The labour market7.27.4141645Infrastructure8.28.9181664(a) See Guide to the business rankings model at the end of this report. (b) Out of 10. (c) Out of 82 countries. (d) Out of 17 countries: Australia, Bangladesh, China, Hong Kong, India, Indonesia, Japan, Malaysia, New Zealand, Pakistan, Philippines, Singapore, South Korea, Sri Lanka, Taiwan, Thailand and Vietnam.Taiwans overall score in the Economist Intelligence Units business environment rankings rises to 8.05 in the forecast period (2006-10) from 7.5 in the historical period (2001-05). As a result of this improvement, Taiwans global rank rises slightly, from 21st place in the past five years to 19th in the forecast period. Taiwans regional ranking remains unchanged at fifth place.



The improvements in the business environment during the forecast period will be driven in a general sense by implementation of market-opening measures associated with Taiwans accession in 2002 to the World Trade Organisation (WTO). The Democratic Progressive Party (DPP) government, led by Chen Shui-bian, Taiwans president since 2000, has also been keen to liberalise the economy and improve the quality of regulation. It has outlined ambitious plans to upgrade Taiwans infrastructure. However, the DPPs failure to secure a majority in the Legislative Yuan (parliament) in the 2004 elections will continue to hamper implementation of the governments legislative agenda. A government freed of such impediments would, however, not be entirely good for business. A DPP lacking the constraint of having to reach consensus with the largest opposition party in parliament, the Kuomintang (KMT, Nationalists) might, for example, raise taxes to reduce the fiscal deficit. It might also seek to increase social spending. (The KMT has traditionally supported lower taxes.)

Copyright 2006 Economist Intelligence Unit

Serbia: Business outlook

By
Tom Keating
on September 29, 2006 12:43 AM | | Comments (0)
Serbia: Business outlook. Check it out:
(EIU Viewswire Via Thomson Dialog NewsEdge) COUNTRY VIEW

FROM THE ECONOMIST INTELLIGENCE UNIT

Business environment rankings(a)Value of index(b)Global rank(c)Regional rank(d)2001-052006-102001-052006-102001-052006-10Overall position4.836.0168601413Political environment4.14.668641313Political stability4.85.164611514Political effectiveness3.64.265621212Macroeconomic environment4.76.679661615Market opportunities4.85.064681414Policy towards private enterprise & competition3.55.371601212Policy towards foreign investment6.46.949521011Foreign trade & exchange controls5.16.965631315Taxes5.86.7413375Financing3.65.971571412The labour market6.06.650401210Infrastructure4.45.858501312(a) See Guide to the business rankings model at the end of this report. (b) Out of 10. (c) Out of 82 countries. (d) Out of 16 countries: Azerbaijan, Bulgaria, Croatia, Czech Republic, Estonia, Hungary, Kazakhstan, Latvia, Lithuania, Poland, Romania, Russia, Serbia, Slovakia, Slovenia and Ukraine.The Economist Intelligence Unit's business environment rankings assess a wide range of factors that have an impact on the business environment in 82countries, and compare the situation in 2001-05 with what is expected in 2006-10. Serbia's overall score is 4.83 in the historical period, putting it 68th in our global rankings and 14th out of 16 transition economies. In 2006-10 Serbia's overall score improves to 6.01. This pushes the country up eight places in the global rankings to 6o. We expect significant improvements in policy towards private enterprise and competition, the foreign trade and exchange regime, and the labour market. Taxation policy and the quality of the infrastructure are also expected to make notable advances over the forecast period.



Making up lost ground

Serbia lost a lot of ground relative to its central European neighbours under the regime of Slobodan Milosevic in the 1990s, during which time relations with the West were, in effect, frozen and economic reform was limited. Alongside the rapid reform progress achieved in several of the new EU member states from central Europe over the past decade, this has meant that Serbia's regional ranking is fairly low, despite its relatively favourable initial conditions. Most of the laws affecting businesses in Serbia came into force after October 2000, when MrMilosevic was ousted. In 2001-05 two successive governments made great progress in transforming Serbia's business environment, by liberalising prices and foreign trade; undertaking wide-ranging privatisation aimed at making the private sector dominant within the economy; pushing through comprehensive fiscal reforms; pursuing a tight monetary policy; and reforming the banking and financial system. The Serbian authorities have broadly adhered to this reformist agenda over past five years, despite widespread political bickering among the reformist parties, the assassination of the prime minister, Zoran Djindjic, in March 2003 and the installation of a minority coalition government led by Vojislav Kostunica in March 2004.

In the World Bank's latest Doing Business (2007), a much narrower measure of the ease of doing business than our business environment rankings model, Serbia comes 68th out of 175 countries in terms of the ease of doing business, just two places behind Hungary and well ahead of Croatia (ranked 124th). In Doing Business (2006), which measured progress in 2004, Serbia was singled out as the world's leading pro-business reformer, reflecting progress in easing business start-up rules, making the labour market more flexible, making it easier to register property, and taking steps to reform bankruptcy legislation, which is generally seen as a test of reforming vigour in a transition country. However, Serbia still has much to do to achieve a flexible, liberal and efficient business environment. The bureaucracy has changed less rapidly than the legal framework, and it lacks the capacity to implement new laws effectively. The signing of an EU stabilisation and association agreement (SAA), and further steps toward EU integration, should lead to improvements in public administration. However, corruption and cronyism, some of which dates from the Milosevic era, will continue to be considerable problems.

Copyright 2006 Economist Intelligence Unit

Workstream Enters $15 Million Loan Agreement to Solidify Strong HR On-Demand Market Position

By
Tom Keating
on September 29, 2006 12:43 AM | | Comments (0)
Workstream Enters $15 Million Loan Agreement to Solidify Strong HR On-Demand Market Position. Check it out:
OTTAWA --(Business Wire)-- Workstream Inc. (TM) (NASDAQ: WSTM), a leading provider of On-Demand Enterprise Workforce Management software and services, today announced it has entered into a definitive loan agreement with Hilco Financial, LLC, a leading capital provider for a borrowing of $15 million, which is expected to fund within two weeks subject to certain agreed upon closing conditions.



Proceeds of the loan will be available primarily for working capital purposes.

"Workstream is at an exciting point in their growth and we are pleased to partnering with them," said David Chisholm, Chief Executive at Hilco Financial. "Workstream's market position is truly unique - a strong customer base of more than 400 world class firms, an on-demand services model, an integrated product set and visionary leadership in a momentous time in the company's history."

"The growth opportunities available today in the On-Demand software market have never been stronger and this investment will enable Workstream to continue to pursue its unique and innovative TalentCenter strategy," stated Michael Mullarkey, CEO and Chairman at Workstream.

Interest on the loan is payable monthly at the Bloomberg prime rate plus 2.5% per annum for the initial 180 days of the loan, and at the Bloomberg prime rate plus 3.5% per annum for the remainder of the loan. The term of the loan is for 545 days and may be prepaid at the option of the company without penalty. Upon repayment of the loan for any reason, the company will pay to the lender an additional payment such that the lender receives an internal rate of return of 30% per annum during the initial 180 days of the loan and 40% per annum during the remainder of the term of the loan. The loan contains various financial covenants that will require the company to maintain at all times at least $15 million of qualified accounts receivable and cash, and to maintain cash of at least $10 million.

In connection with loan, the company will issue the lender a warrant to purchase 2,750,000 shares of its common shares at an exercise price of $.01 per share, giving rise to original issue discount on the loan. The shares issuable upon exercise of the warrants must be registered for resale within 120 days of the closing date of the loan, or the company will be subject to certain penalties.

About Workstream

Workstream provides enterprise workforce management solutions and services that help companies manage the entire employee lifecycle - from recruitment to retirement. Workstream's TalentCenter provides a unified view of all Workstream products and services including Recruitment, Benefits, Performance, Compensation, Development and Transition. Access to TalentCenter is offered on a monthly subscription basis under an on-demand software delivery model to help companies build high performing workforces, while controlling costs. With 9 offices across North America, Workstream services customers including Chevron, The Gap, Home Depot, Kaiser Permanente, Motorola, Nordstrom, Samsung, Sony Music Canada, VISA and Wells Fargo. For more information visit www.workstreaminc.com or call toll free 1-866-470-WORK.

About Hilco Financial

Hilco Financial, LLC (www.hilcofinancial.com) provides senior secured bridge loans to facilitate mergers, acquisitions and specialized corporate funding requirements. In addition, the company also acquires senior distressed debt. Headquartered in Northbrook, Illinois, Hilco Financial supports the activities of private equity firms, hedge funds, investment banks and senior lenders. Hilco Financial is part of the Hilco Organization (www.hilcotrading.com), a world leader in the valuation, acquisition, disposition and specialized debt and equity financing of businesses and business assets.

This press release contains forward-looking statements within the meaning of the "safe harbor" provisions of the Private Securities Litigation Reform Act of 1995. These statements are based on the current expectations or beliefs of Workstream's management and are subject to a number of factors and uncertainties that could cause actual results to differ materially from those described in the forward-looking statements. The following factors, among others, could cause actual results to differ materially from those described in the forward-looking statements: inability to grow our client base and revenue because of the number of competitors and the variety of sources of competition we face; client attrition; inability to offer services that are superior and cost effective when compared to the services being offered by our competitors; inability to further identify, develop and achieve success for new products, services and technologies; increased competition and its effect on pricing, spending, third-party relationships and revenues; as well as the inability to enter into successful strategic relationships and other risks detailed from time to time in filings with the Securities and Exchange Commission.

Cyprus: Business environment at a glance

By
Tom Keating
on September 29, 2006 12:43 AM | | Comments (0)
Cyprus: Business environment at a glance. Check it out:
(EIU Viewswire Via Thomson Dialog NewsEdge) COUNTRY VIEW

FROM THE ECONOMIST INTELLIGENCE UNIT

Policy towards private enterprise and competition

2007-08: Continued gradual implementation of EU competition legislation. Competition authority becomes more active.

2009-11: Further strengthening of domestic competition. Small chance of privatisation of public utilities.

Policy towards foreign investment

2007-08: Euro adoption in 2008 raises Cyprus' attractiveness as a location. Policy towards foreign investment generally welcoming. The takeover of at least one bank is likely, although reservations against foreign takeovers remain.

2009-11: Increasing market integration at EU level raises chance of further acquisitions of major Cypriot companies.

Foreign trade and exchange controls

2007-08: Substantial chance that Turkey will lift restrictions on transport links with Cyprus, albeit after a further delay.

2009-11: Foreign-trade regime determined by EU policy. Non-tariff restrictions to intra-EU trade in services to be reduced.

Taxes

2007-08: Tax system remains attractive, with only minor adjustments to be expected.

2009-11: Possibility of increased social security contributions, in order to accommodate the financial pressure expected from the ageing of the population.

Financing

2007-08: Consolidation of the banking sector likely. Adoption of the euro increases financing choices for business and reduces lending rates.

2009-11: Market for private pensions expands.

The labour market

2007-08: Wage indexation and fairly healthy economic growth lead to substantial wage increases.

2009-11: Legislation to raise the private-sector pension age may be passed.

Infrastructure

2007-08: Development to upgrade the two airports starts. Investment in new golf courses. Construction of new marinas may also begin.

2009-11: Further infrastructure investments to improve tourism product.

Copyright 2006 Economist Intelligence Unit

Belarus: Economic background

By
Tom Keating
on September 29, 2006 12:42 AM | | Comments (0)
Belarus: Economic background. Check it out:
(EIU Viewswire Via Thomson Dialog NewsEdge) COUNTRY BACKGROUND

FROM THE ECONOMIST INTELLIGENCE UNIT

Main economic indicators, 2005(Actual unless otherwise indicated)Real GDP growth (%)9.2Consumer price inflation (av; %)10.3Current-account balance (US$ m)469.1Exchange rate (av; BRb:US$)2,153.8Population (m)9.8Source: Economist Intelligence Unit, CountryData.The government's intrusive economic policies continue



The president, Alyaksandar Lukashenka, pursues a policy of pervasive state involvement in the economy. He has by and large followed this course since the early years of his presidency in the mid-1990s, when he announcedas the paramount goal of his administrationthe return to a Soviet-style economic system as seen in the late 1980s. Unlike in most other transition economies in the region, MrLukashenka has not encouraged any sort of restructuring of the state-dominated system, or promotion of the private sector. Instead, the Lukashenka administration bases its economic policy on consistent support for and preservation of large and obsolete state-controlled enterprises.

The government's emphasis on full employment and its resistance to large-scale privatisation have prevented the expansion of non-traditional sectors. Instead, small-scale privately owned enterprises are either forced to the margins or else pushed into the shadow economy, which is estimated to equal 15-20% of official GDP. This is nevertheless less than in many other former Soviet countries. The poor business climate in Belarus has led entrepreneurs to concentrate their efforts in retail trade, where sunk costs, and thus potential losses, are relatively low. They have largely avoided investment in manufacturing, where they are more vulnerable to unpredictable changes in official policies at the central and local levels.

In agriculture, collective and state farms are kept afloat by government subsidiesdespite their abysmal performance. Collective farms (and state-controlled industrial enterprises) are supported for political rather than economic reasons, as the president and his entourage understand that independent private producers are unlikely to add to the regime's power base. Nevertheless, even though private farms are virtually non-existent, collective farm workers cultivate small plots of land in their spare time and supply a disproportionately large share of total agricultural produce.

Privatisation continues to be resisted

Despite periodic Russian pressure on Belarus to sell its key industrial sector assets, Mr Lukashenka continues to resist anything more than limited privatisation. He originally indicated that major petrochemical enterprises would be sold in 2003, but then refused to agree to sales terms that prospective buyers would accept. Russian oil and gas companies are in theory interested in the acquisition of oil refineries and pipeline networks to control all stages of the export of their products to Europe. However, they refuse to agree to the restrictive terms on offer, including the acceptance of only minority stakes and wage and job guarantees for employees.

Even enterprises in which the government owns less than a majority stake are still technically subject to state intervention. The latter can be exercised through a "golden share" rule, which gives the government majority voting rights in decision-making, even if it owns only a small number of shares. In 2004 MrLukashenka extended the golden share to include even those enterprises in which the government had no ownership claim at all. Based on a vaguely worded presidential decree, the government can now justify intervening in the affairs of any privatised enterprise. This is likely to have further exacerbated the hesitancy of private investors.

Comparative economic indicators, 2005Belarus(a)Russia(a)Poland(a)Lithuania(a)Ukraine(a)GDP (US$ bn)29.6763.6303.225.682.9GDP per head (US$)3,0325,3477,9437,481(b)1,773GDP per head (US$ at PPP)7,67010,89412,752(b)14,313(b)6,802Consumer price inflation (av; %)10.312.72.12.713.5Current-account balance (US$ bn)0.583.6-4.3-1.82.5Current-account balance (% of GDP)1.610.9-1.4-7.03.1Exports of goods fob (US$ bn)16.1243.695.811.835.0Imports of goods fob (US$ bn)-16.6-125.3-98.5-14.7-36.2External debt (US$ bn)4.4(b)214.8(b)105.5(b)11.9(b)25.9(b)Debt-service ratio, paid (%)2.0(b)14.2(b)21.5(b)20.2(b)13.6(b)(a) Actual. (b) Economist Intelligence Unit estimates.Source: Economist Intelligence Unit, CountryData.

Copyright 2006 Economist Intelligence Unit

BNE hires consultant to boost results

By
Tom Keating
on September 29, 2006 12:42 AM | | Comments (0)
BNE hires consultant to boost results. Check it out:
(Buffalo News, The (NY) (KRT) Via Thomson Dialog NewsEdge) Sep. 28--Buffalo Niagara Enterprise has hired a New York-based global consulting firm to help develop a focused marketing campaign and drum up leads for economic development projects, the organization said Wednesday.



The region's privately funded marketing organization is paying a retainer of more than $140,000 to Development Counsellors International, a 46-year-old economic development advisory firm. That's 5 percent of BNE's budget.

Officials say the firm's job is to assess how companies in four selected industries view Western New York, to help Buffalo Niagara Enterprise promote the region to those industries, and to solicit new businesses to consider expanding or relocating to the area.

The 7-year-old organization on Tuesday released its annual report, touting 38 "wins" in its fiscal year that ended June 30. (See accompanying chart on Page B8.) Those wins resulted in $258.2 million in local investments, as well as the retention of 1,384 jobs and the creation of 2,052 jobs, officials claimed.

Buffalo Niagara Enterprise sought to portray its record as rivaling or even beating those of four fast-growing cities -- some of which have worked with DCI. But the consulting firm held off on its own praise Wednesday.

"We don't know yet whether there are improvements that can be made," said Chairman Ted M. Levine. "Part of our job is to be honest critics. I don't think we can say right now if these guys are doing a good job because we don't know."

Founded in 1960, DCI describes itself as the world's only economic development and tourism marketing consulting firm. It has worked for public- or private-sector clients in all 50 states, two U.S. territories, and more than two dozen foreign countries on six continents.

In all, it has 396 customers, including 41 state governments and 150 U.S. cities. It helped four other counties and several cities in New York state, and is now working in the Hudson Valley, Levine said. It's also helping National Grid Plc's U.S. subsidiary on an economic development marketing campaign for upstate New York.

DCI has a history with BNE, having helped develop its first general marketing plan more than five years ago in conjunction with advertising agency Eric Mower & Associates. This time, however, Levine said the work will be narrower in focus, stressing four industries selected by BNE: advanced manufacturing, back office service centers, life sciences and Canadian firms.

First, it will conduct a "perception analysis," to see how Western New York rates among U.S. and Canadian company executives and site selection consultants, when compared to other regions. The firm wants to know how these decision-makers perceive the region's strengths and weaknesses, and what impressions or misconceptions they may have.

Secondly, DCI will take BNE's strategic plan and find ways to market it, using its new slogan.

Finally, DCI will use computer modeling to identify companies in the targeted fields that may be ripe for expansion, based on their investments, employment, the location of their current sites, and recent executive changes. Then its Prospect Development Qualification (PDQ) group will call senior executives to assess their interest and set up meetings with BNE.

Levine said the service doesn't replace BNE's own efforts, but adds a new stream of leads. He said many development groups have tried just calling many companies in certain fields. But less than 10 percent of those companies are expanding at any given time, he said, so "the trick is to find them."

Also, it usually takes 10 to 15 calls to reach one of the top executives. So rather than waste BNE's staff time, the six-person PDQ group does it for them.

The PDQ feature is the consulting firm's fastest-growing service, with about 15 clients actively using it now and a total of 30 who have benefited, Levine said. With one of PDQ's first clients, DCI arranged 40 appointments, and 14 resulted in expansions or new facilities.

Still, DCI can't do it all. Levine recalled hearing a very negative comment about Buffalo from a taxi driver when he and his staff arrived. Instead, he said, it's critical for cab drivers and hotel desk attendants to be positive.

"It's not a good thing to have a taxi driver tell you the economy stinks," he said.

To see more of The Buffalo News, N.Y., or to subscribe to the newspaper, go to http://www.buffalonews.com.

Copyright (c) 2006, The Buffalo News, N.Y.
Distributed by McClatchy-Tribune Business News.
For reprints, email tmsreprints@permissionsgroup.com, call 800-374-7985 or 847-635-6550, send a fax to 847-635-6968, or write to The Permissions Group Inc., 1247 Milwaukee Ave., Suite 303, Glenview, IL 60025, USA.

How Are Enterprise UC and Business Process Applications Converging?

By
Tom Keating
on September 29, 2006 12:42 AM | | Comments (0)
How Are Enterprise UC and Business Process Applications Converging?. Check it out:
 
IP networking is enabling major paradigm shifts in how enterprise organizations will function in the future. While the technology will affect both the people and the business processes, the reverse is also true, i.e., the needs of the people and the business processes will dictate how the technology will be deployed and exploited.  The basic “new” infrastructure technologies that are changing how enterprise business operations will function are Internet/Web network access to people and information, Service Oriented Architecture (SOA) for network-based application software implementation, and wireless mobility for communicating with people and business processes. These technologies will enable business organizations of any size to operate more efficiently and cost effectively in the future. Although business process improvement objectives are not really new, just more attainable with new technology capabilities, every enterprise must face the challenge of adapting organizationally to such changes.


 
Every enterprise will have different operational needs, not only based upon the business it is in (vertical markets), but also how the organization is distributed geographically and the kind of customers it must serve. In an increasingly global economy, local market differences must be accommodated by both customer-facing staff as well as by automated self-service applications (online Web and telephone). In a distributed user environment, which includes any business process involving two or more people, IP technologies will enable centralization of application software processes, while also “virtualizing” the people components of such business processes.
 
Business Processes To Contact People
There are really two areas in evolving unified communications where business processes will benefit from the increased flexibility in making contact with people.
 
Facilitating direct people to people contact within the context of online information or automated business processes
This involves the ability to embed contact information links in any form of information, documents, pictures, etc., along with appropriate permissions for initiating different forms of contact. This is the area that Microsoft (News - Alert) is developing for its online business tools in conjunction with IP telephony technology. A contact may be a single specific individual identified in the information for “collaborative” interaction, or could be a member of a “group” of assigned, qualified people available at that moment in time to handle any questions. (Sound like a call center?)
 
Facilitating time-sensitive delivery of information to people regardless of location and modality of contact.
As automated business processes monitor and detect the need for some sort of people action, such processes will also exploit the flexibility of mobile and multimodal contacts with specific or available individuals. Example, being notified that a flight has been delayed or cancelled, or that a critical operational metric has been reached.
 
Both forms of communication activity will benefit business process performance and problem resolution by facilitating flexible and timely contacts with key personnel. Such “ROI” will pay off in enterprise “macro-productivity” involving collaborative tasks.  Identifying specific end users in an enterprise, whose job responsibilities are mission-critical, require being accessible and responsive, will be one of the top prerequisites for cost-effective UC migration planning.
 
Marty Parker’s well-attended panel session at VoiceCon Fall on migrating to UC was highlighted by the speakers from Microsoft, IBM (News - Alert), Cisco, and Nortel who underscored the need for enterprise management to prioritize the operational business application requirements selectively for those end users that will benefit from the flexibility and efficiencies of new UC functionality, particularly when they are mobile.
 
Voice/Unified Messaging, as a key component of UC, is one area that is in the midst of a challenging transition for virtualization and business process integration.  Some companies are showing the ability to make messaging a valuable part of improved business processes; these companies have typically integrated voice messaging with e-mail to create unified messaging and have extended the functionality to desktop and mobile clients.  Other companies have not made such transitions and find the voice messaging is usually declining in use, displaced by IM and e-mail.  These issues will be a focus during the upcoming IAMP Conference described below. 
 
10th Annual IAMP Conference to Highlight Free “Virtual” Sessions on Enterprise Migration to UC
 
The International Association of Messaging Professionals, an independent enterprise user group focused on the convergence of telephony and messaging, will again host several free webcast sessions at their annual conference taking place in Las Vegas, October 16-18. IT management responsible for telephony, and voice/text messaging technologies in their organizations are invited to participate free of charge. Check the IAMP Web site for more information at:
 
There are three webcasts scheduled as follows (Pacific Time):
 
Monday, October 15, 2006 – 8:15 – 9:30 AM
Keynote- Bern Elliot, Gartner (News - Alert) VP Research
“Unified Communications — What is it and why you should care?”
(Webcast information will be posted on the IAMP Web site)
 
Tuesday, October 16, 2006 – 10:45 – 12:00 Noon
“Virtual Session #1” — Provider panel discussion (hosted by Nortel)
Everything you wanted to know about migrating to UM/UC but didn’t know who to ask!
Moderated by Art Rosenberg, The Unified-View
Invited panelists from Avaya (News - Alert), Nortel, AVST, Microsoft, Interactive Intelligence (News - Alert), Cisco.
Click here to Register online.
 
Questions to be discussed by UC technology providers include:
  • What are the 3 biggest drivers for enterprise organizations to migrate to UM/UC? 
  • What are the 3 biggest barriers for enterprise organizations to migrate to UM/UC?
  • How important will existing enterprise text messaging server and client software technologies in choosing UM/UC solutions and what migration changes will such existing messaging technologies have to undergo?
  • How will UM and UC integrate with automated business process applications?
  • How will federated presence technology fit into UM/UC technologies for the enterprise and what impact will that have on users and on enterprise infrastructures?
  • What are the most significant changes to enterprise IT responsibilities needed for consolidating administration and end user support for UM/UC?
  • What new communication productivity metrics and tools are needed for enterprise operational management to evaluate user activity?
  • What kind of objective, external assistance do enterprise organizations need to realistically plan their migration to a UC operational environment?
 
Wednesday, October 17, 2006 – 10:15 – 12:00 Noon
“Virtual Session #2” — “Messaging Migration Customer Experience Panel”
Moderated by Marty Parker, Communication Perspectives
Invited panelists are enterprise IAMP members who have already started or are planning to start migrating their messaging systems and will report on the operational impact experienced, as well as the migration challenges they have encountered.
The audio bridge number is 1-641-696-6699 with a participant code of 101806 (the mmddyy date).
 
 
What Do You Think?
Let us know your opinion by sending us an email at artr@ix.netcom.com, or by commenting to our new blog. (http://unified-view.blogspot.com/)
 
 
Read our articles on UC for Customer Contact applications:
The Math of Customer UC: blog (http://unified-view.blogspot.com/)

RELM Wireless Secures $5.1 Million in Federal Government Orders

By
Tom Keating
on September 29, 2006 12:41 AM | | Comments (0)
RELM Wireless Secures $5.1 Million in Federal Government Orders. Check it out:
 
RELM Wireless has received a recent boost in revenue due to federal government orders valued at $5.1 million. These sales included orders from the Department of Defense (DOD), Homeland Security, the Department of Interior (DOI) and the USDA Forest Service. Digital P25 compliant radios made up roughly 84 percent of the orders. The company anticipates that these orders will ship in the third and fourth quarters of 2006.


 
According to David Storey, president and chief executive officer of RELM Wireless, this recent activity reflects the significant progress RELM Wireless has made in securing additional federal government orders. RELM is especially gratified with the orders from DOD and Homeland Security, which represents new client penetration in 2006. Storey believes that the federal government agencies will remain a long-term source of opportunities for RELM.
 
Storey went on to add that RELM’s commitment to designing, manufacturing and delivering radios that meet or exceed the specific requirements of its customers has greatly contributed to the company’s success. RELM understands its customers’ needs and remains committed to providing the highest quality and functionality in both digital P25 and analog radios.
 
The APCO Project 25, or P25, is one in which interoperability among compliant equipment is required, regardless of the manufacturer. The project was established by the Association of Public-Safety Communications Officials and received approval from the US Department of Homeland Security.
 
The shift toward interoperability has gained significant momentum as a result of communications failures during the Oklahoma City bombings, 9/11 attacks and most recently Hurricane Katrina. RELM made its name with the federal government by being one of the first manufacturers to develop P25-compliant technology.
 
For almost sixty years, RELM Wireless Corp. has focused on the manufacturing and marketing of high-specification two-way communications equipment for use by public safety professionals and government agencies. RELM has also provided radios for use in a wide range of commercial and industrial applications, including disaster recovery.
 
One of the key elements for performance during a disaster, natural or otherwise, is that communication equipment is able to be used regardless of the make or model of devices associated with that equipment. In order for first responders to find their devices useful, the parties with whom they are attempting to communicate must be using devices on a similar or the same network to ensure communication is possible.
 
Introducing a standard of interoperability for devices amongst those that are charged with not only protecting the public, but also responding to those in need provides for a higher level of security and assurance when the unthinkable happens. Most likely RELM had to be the lowest bidder to win the government contracts, but the capability of the radios must be proven as well.
 
Special Attractions
What’s the number one VoIP conference in terms of attendance? What’s the leading VoIP expo for exhibitors in terms of lead generation? And which VoIP industry event will feature special attractions for service providers, resellers, and the enterprise and SMB market as well as an overview on the Future of IP Telephony? Answer: INTERNET TELEPHONY Conference & Expo, WEST, which runs October 10-13, 2006. See you in San Diego!
 
Susan J. Campbell is a contributing editor for TMC and has also written for eastbiz.com. To see more of her articles, please visit Susan J. Campbell’s columnist page.
 
 

Cocaine: A controversial name

By
Tom Keating
on September 29, 2006 12:41 AM | | Comments (0)
Cocaine: A controversial name. Check it out:
(Press-Enterprise, The (Riverside, CA) (KRT) Via Thomson Dialog NewsEdge) Sep. 28--You can buy Cocaine at specific clubs, liquor stores and markets in Los Angeles and San Diego. But to find the source, you'll need to go to Murrieta.

That's where Jamey and Hannah Kirby, founders of Redux Beverages LLC, organize the marketing, sales and distribution of their new energy drink. Because of its name, the drink has generated enormous publicity since it debuted earlier this month.



"If I had a million cases, I could sell them by the end of the week. We could never have imagined being this successful so fast," said Jamey Kirby, 42, a former software executive from northern San Diego County, who started Redux last year.

Although Cocaine Energy Drink has nothing to do with the drug and contains nothing illegal, its motto claims it offers an "instant rush" and "no crash" to partiers, rock 'n' rollers and other consumers who want to go beyond coffee, Red Bull or Mountain Dew.

In fact, the entire marketing campaign, from the red can, the company motto, the Web site, www.DrinkCocaine.com, and a youth-centric Web page at myspace.com, play off the drug. Cocaine is targeting the 16- to 25-year-old age group.

Redux is registered in Nevada and lists Las Vegas as its headquarters, but Hannah Kirby said the company is operated out of Murrieta because the city has good office space and is a convenient middle ground between Los Angeles and San Diego.

The product has frustrated Los Angeles community groups who fight drug use, however, and elicited an angry response from Assemblywoman Karen Bass, D-Los Angeles, who called the drink's marketing strategy irresponsible.

"It's important that drug use of any kind is not glamorized, and this product undermines this effort," she said Wednesday during a statement.

"Cocaine has had a devastating impact on our nation and has affected everyone," added Najee Ali, an activist and director of Project Islamic Hope.

The groups plan to boycott stores that sell Cocaine.

But that reaction pales in comparison to the positive response, said Kirby, who is in New York this week to appear on TV news and entertainment shows.

"One sales rep told me he has people on the East Coast driving for a hundred miles to pick one up," Kirby said, adding that he has sold out of his first production run and begun another. Eventually, he hopes to make 150,000 cases per day.

"I chose the name because I knew it would be controversial, and controversy sells," he said. "A lot of super-right-wing groups are trying to come at us and asking about drug addiction and kids, but I think kids are a lot smarter than people give them credit for. They are not going to do cocaine because of this.

"I don't like people blaming us for the world's problems," he added.

But Cocaine will have other challenges.

Energy drinks are a $3 billion industry and growing by 50 percent a year. The category includes serious competitors such as stalwart, Red Bull; Monster, made by Corona-based Hansen Natural; and brands affiliated with major soft-drink companies.

Nevertheless, publicity and "brand awareness" don't always translate into sales, San Diego marketing consultant Liz Goodgold, owner of the Nuancing Group.

"Provocative names pique consumer interest. But you have to walk a fine line between provocative and outlandish, and I think he has crossed it," she said.

Goodgold acknowledged the name's appeal to certain segments, however.

"He's intentionally upset parents, so it will be the perfect teen drink," she said.

Kirby said Cocaine will easily find its niche.

"Most of the products out there target pro sports and athletes, so they have limited their market. We have moved into the street scene and rock 'n' roll," he explained.

The Kirbys, along with five financial partners, decided to make and sell an energy drink because of the growing popularity of this market segment.

One 8.5-ounce can -- the same size as a Red Bull -- packs a punch that is three-and-a-half times greater than a cup of coffee, the company says.

Although Redux won't reveal all of its ingredients, Kirby said Cocaine includes some of the same ingredients as other energy drinks, including Taurine, D-Carnitine, ribose, sugar and caffeine. The beverage supposedly contains a throat-numbing agent as well, although the Kirby's won't say what it is. The suggested retail price is $1.99.

So far, it can be found only in select stores in New York, Los Angeles and San Diego, and in some nightclubs, but the Kirbys are working on distribution agreements for Florida, Texas, Arizona, Oregon and northern California.

They also hope to have it in stores in the Temecula area in the next few weeks. They have no timetable for the rest of the Inland region.

To see more of The Press-Enterprise, or to subscribe to the newspaper, go to http://www.PE.com.

Copyright (c) 2006, The Press-Enterprise, Riverside, Calif.
Distributed by McClatchy-Tribune Business News.
For reprints, email tmsreprints@permissionsgroup.com, call 800-374-7985 or 847-635-6550, send a fax to 847-635-6968, or write to The Permissions Group Inc., 1247 Milwaukee Ave., Suite 303, Glenview, IL 60025, USA.

Study: Recession not expected

By
Tom Keating
on September 29, 2006 12:41 AM | | Comments (0)
Study: Recession not expected. Check it out:
(Press-Enterprise, The (Riverside, CA) (KRT) Via Thomson Dialog NewsEdge) Sep. 28--California's economy may continue to slow over the next year as the housing market cools and job growth tapers off, according to a UCLA study released today.



But the Inland region may not be as harmed by the slowdown as other parts of the state, a UCLA economist said.

"The Inland Empire is experiencing the rosiest end of these trends," said Ryan Ratcliff, an economist with UCLA Anderson Forecast. "Construction growth is still strong in the Inland Empire, and there's been an uptick in manufacturing jobs."

Ratcliff said a recent exodus of residents from the coastal counties inland has resulted in a strong market in the region, unlike any other area in the state.

"But nonetheless, it is slowing down from what i t was last year," Ratliff said.

UCLA economists expect the production of new homes in the Inland region to fall next year as a result of slowing sales. That also means fewer construction jobs -- which have spurred much of the region's recent job growth -- will be added.

The forecast center predicts a statewide loss of 100,000 construction jobs between the start of 2006 and the end of 2008, or about a 10 percent drop in total construction employment.

A slowing real estate market also is harming real estate brokers and lenders, they noted.

A bit more foreboding for the Inland region, Ratcliff said, is that in Riverside County, new homes made up 40 percent of new sales, but prices continue to rise.

He said it's uncertain whether that data means falling house prices in the rest of the state haven't caught up to Riverside County or that conditions in the county are still favorable compared to the rest of the state.

Although the UCLA report calls for a statewide slowdown in the real estate market, economists do not expect a full recession. Ratcliff said recessions in the past have been caused by a parallel decline in two economic sectors, never by housing alone, and currently the rest of the economy looks healthy.

Still, though sales of new and existing homes have plummeted 30 percent in California since their September 2005 highs, there is no reason to expect a precipitous decline in home prices, the forecasters said.

UCLA economist Edward Leamer said builders who want to eliminate rising inventories are the first to cut prices, often through upgrades and subsidized financing rather than outright price reductions.

He said he doesn't expect home prices to fall more than about 5 percent over the next couple of years but may hold steady for five to 10 years.

One source of uncertainty in the UCLA forecast, Ratcliff said, is what toll the loss of rising home values will have on consumer spending by sapping feelings of wealth and making it more difficult for consumers to tap the equity from their homes to pay for large purchases.

By Josh Brown and Leslie Berkman

To see more of The Press-Enterprise, or to subscribe to the newspaper, go to http://www.PE.com.

Copyright (c) 2006, The Press-Enterprise, Riverside, Calif.
Distributed by McClatchy-Tribune Business News.
For reprints, email tmsreprints@permissionsgroup.com, call 800-374-7985 or 847-635-6550, send a fax to 847-635-6968, or write to The Permissions Group Inc., 1247 Milwaukee Ave., Suite 303, Glenview, IL 60025, USA.

Shift Adds Execs

By
Tom Keating
on September 29, 2006 12:41 AM | | Comments (0)
Shift Adds Execs. Check it out:
 
By CINDY WAXER
TMCnet Contributing Editor
 
Shift Networks is beefing up its operation with the addition of several new executives. A VoIP provider, the company is bolstering its senior management team in an effort to execute on its strategy for national expansion. The expanded team addresses all aspects of Shift's customer lifecycle, from sales and marketing through technology and network operations, customer support and retention, and will ensure Shift delivers on its promise of providing improved service to the Canadian small and medium business market.


 
"Shift's ability to attract such a wealth of senior-level talent in a highly competitive labour market speaks to the scope of our opportunity to transform the way businesses in Canada purchase and use telecommunications services," said Trent Johnsen, Shift Networks' president and CEO. "I'm excited to welcome all of our new team members and look forward to working with them as we continue to expand our subscriber base, strengthen our service offering and deliver an enhanced customer experience."
 
Shift's expanded management team now includes Keith Bradley, vice president, sales (Western Region). Bradley joins Shift from TELUS Mobility, where his most recent role was director of corporate sales for British Columbia. Keith has worked in the telecommunications industry since 1992 and has extensive experience in direct sales to the Canadian small and medium-sized business markets.
 
Also joining the company Daniel Gibbons, vice president, marketing communications. Gibbons joins Shift from SingleView Ltd., a consulting firm providing marketing analytics and business intelligence services to enterprise and mid-market clients. Daniel has substantial new media marketing experience, having founded and subsequently sold a successful email and Internet marketing company, which provided services to enterprise organizations across North America.
 
David Kozicz, vice president, client services, joins Shift from TELUS, where he was director of client services and project management, responsible for provisioning and customer care in the enterprise segment in BC. Prior to TELUS, David was director, global technology sourcing and alliance partnerships with CIBC, and also spent five years consulting to Fortune 500 companies throughout North America with A.T. Kearney, a Chicago-based tier one management company.
 
And finally, Wes Semeniuk, vice president, network operations, joins Shift from TELUS Communications where he was responsible for product management following his tenure as principal of the professional services group at TELUS Mobility.
 
------
Cindy Waxer is a Toronto-based freelance journalist specializing in business and technology. She has written for publications including TIME, Fortune Small Business, Business 2.0, Computerworld, Canadian Business, and Workforce Management. To see more of her articles, please visit Cindy Waxer’s columnist page.

Printing plan afoul of rules: Missourian negotiated without bids.

By
Tom Keating
on September 29, 2006 12:41 AM | | Comments (0)
Printing plan afoul of rules: Missourian negotiated without bids.. Check it out:
(Columbia Daily Tribune (Columbia, MO) (KRT) Via Thomson Dialog NewsEdge) Sep. 28--Officials at the University of Missouri-Columbia journalism school planned to contract with an area newspaper company to print its morning newspaper without a public bid process and later rigged a request for bids to favor the same vendor.



Public documents, including e-mail exchanges between Columbia Missourian General Manager Dan Potter and employees with the Jefferson City News Tribune, confirm the Missourian was poised to sign a contract in early August with the capital-city newspaper to print the journalism school's six-days-a-week lab paper. The Missourian is part of the MU School of Journalism but is published by the independent Missourian Publishing Association Inc.

As officials sought final approval to execute the contract, Vice-Chancellor Jackie Jones flagged the plan and ordered the school to work with the MU procurement office to develop a bid procedure.

Late last month, the school announced it would solicit bids for an outside contractor to print the paper to avoid the cost of replacing a "decades-old press" and to introduce more color to the newspaper pages.

An Aug. 28 request for proposals, or RFP, outlined requirements that favored the News Tribune, including certain print specifications and an unusual stipulation that the printer would help launch a regional advertising network to compete in Cole, Osage, Boone and other counties in the combined circulation areas of both newspapers.

The Missourian's RFP apparently went to four newspaper printing plants within a 50-mile radius of Columbia, including the Columbia Daily Tribune. After studying the RFP, Tribune Associate Publisher Vicki Russell sent the university procurement office a five-page letter that questioned the legality of MU's publicly funded joint advertising venture with a private enterprise and other aspects of the request.

Messages exchanged from May to August by employees at the Missourian and the News Tribune document a business relationship that appeared headed toward marriage weeks before a request for bids was announced. The negotiations reached a point at which start dates were set and data files were exchanged.

Potter on June 12 wrote to Mike Vivion of the News Tribune, "I'm kind of thinking of this timetable: We'd move our printing by Aug. 1 and no later than Sept. 1 to your plant. I'll stay in touch. I'm excited about all the synergies we can create in advertising."

A few days later, Potter told Vivion he would soon meet with MU Dean of Journalism Dean Mills for final approval.

"I see no problem in getting his agreement on this because I already outlined the overall plan and got his agreement. I just need to give him the details," Potter wrote.

Mills did not respond to a request for a telephone interview but answered written questions submitted to the MU News Bureau. He said in an e-mail that Missourian officials had done nothing wrong and that the journalism school had no relationship with the News Tribune before the RFP was issued.

Among the key components of the request for bids a point that spurred questions by the Tribune was the requirement for the regional advertising alliance. In response to Russell's questioning, MU buyer Joetta Gross said the Missourian requested the requirement because it would "greatly broaden their overall business strategy."

Thirty percent of the bid score would be based on the advertising alliance requirement, and 50 percent would reflect the best printing price.

State law says that for contracts of more than $25,000, state agencies and institutions must advertise for bids in at least two daily newspapers and select the "lowest and best bidder." The successful bid for the Missourian contract likely would far exceed that threshold.

Purchasing guidelines on the university procurement Web site mirror state law and include policies that give suppliers "equal consideration" and a requirement that "a sufficient number of vendors should be contacted/solicited to ensure fair and open competition in the procurement process."

MU scuttled the RFP on Sept. 13, five days before the bid deadline, with a message posted on its procurement Web site that said, "additional information will be provided in a separate addendum to follow."

MU Chief Procurement Officer Bill Cooper said Missourian employees apparently "were unaware of the principles of procurement that would govern this type of a buy." Cooper said he did not read the RFP before it was issued because the contract fell below a review limit of $1 million.

After the RFP was issued, vendor feedback made it clear that it was flawed and needed amending to create an "equal competitive situation," Cooper said.

"It's not unusual to amend if the supplier community says, Hey, you've kind of missed the boat on this one,' " he said. "We are most confident that this new solicitation will accomplish what we need to do."

An amended RFP will be issued in "a day or two," Cooper said.

Tribune Associate Publisher Russell said she's "grateful the university chose to re-issue the RFP," but wondered if the process had already been compromised.

"I'm not sure how the university will level the playing field for all vendors," she said. "Managers at the Missourian and the Jefferson City newspaper obviously worked out conditions of the original RFP to favor Jeff City. They agreed to pricing, deadlines and various technical details weeks before the first RFP went out."

Copyright (c) 2006, Columbia Daily Tribune, Mo.
Distributed by McClatchy-Tribune Business News.
For reprints, email tmsreprints@permissionsgroup.com, call 800-374-7985 or 847-635-6550, send a fax to 847-635-6968, or write to The Permissions Group Inc., 1247 Milwaukee Ave., Suite 303, Glenview, IL 60025, USA.

HP Offers New Entertainment Products in Time for Holiday Season

By
Tom Keating
on September 29, 2006 12:40 AM | | Comments (0)
HP Offers New Entertainment Products in Time for Holiday Season. Check it out:
NEW YORK --(Business Wire)-- HP (NYSE:HPQ)(Nasdaq:HPQ) today introduced a new line of computing products aimed at making it easy for people to enjoy high-definition entertainment.

In time for the holiday season, HP introduced three high-definition products based on the HD-DVD digital media format, making HP one of the first companies to announce products that deliver a high-definition experience.

The products include a 17-inch widescreen diagonal HD-DVD notebook PC with a piano-black HP Imprint finish and patterned design; an HD-DVD Media Center TV PC with 7.1 surround sound; and an HD-DVD external drive for PCs -- all of which can deliver the superior picture quality associated with high-definition movies.



HP also introduced two home storage products that are ideal for storing high-definition movies and rich digital content such as music and photos. The HP Media Vault, the first in a new product category for the company, is an expandable storage product that allows consumers to easily back up and share movies, music and photos across home networks. The HP Pocket Media Drive is an ultra-portable, 2.5-inch USB hard drive in 80 gigabyte (GB) and 120 GB(1) capacities.

Additionally, the company announced a stylish, versatile handheld, the HP iPAQ Travel Companion, which couples GPS (global positioning system) navigation with entertainment and communication features, such as an MP3 player, to keep consumers entertained and connected when on the go.

"The digital lifestyle is here, and HP is making it easy for customers to experience high-definition entertainment that is compelling and fulfilling," said Todd Bradley, executive vice president, Personal Systems Group, HP. "HP, with its heritage in digital technology, is at the forefront of simplifying the experience. Today, we're extending that leadership to the high-def lifestyle."

The news was announced at the Manhattan Center in New York as a showcase of the high-definition lifestyle.

"Demand for high-definition products is booming and HP is targeting this growth segment with its product lineup and latest introductions," said Danielle Levitas, vice president, Consumer and Broadband Markets group, IDC. "High-definition TVs and media centers, coupled with compelling HD content, bring a great experience to consumers."

HP takes the high-def road

HP's 2006 holiday lineup of high-definition products includes:

-- HP Pavilion dv9000t Series Entertainment Notebook PC -- which makes it easy to handle demanding applications with its combination of innovative digital entertainment features and blazingly fast multi-tasking performance via Intel(R) Core(TM) 2 Duo mobile technology.(2) Cinema-quality viewing is delivered with a 17-inch diagonal high-definition BrightView widescreen display with optional HP Ultra BrightView dual-lamp technology. An integrated HDMI port enables true HD content playback on a high-definition TV or monitor.(3)

-- HP Pavilion Media Center TV m7600n Series PC -- which takes movie watching to a new level with its HD-DVD high-definition DVD player, Intel Viiv(TM) technology and an Intel Core 2 Duo processor, wireless home networking,(4) and 7.1 surround sound. Users can enjoy high-definition movie playback(3) with six times better resolution than standard DVD. In addition, the built-in TV tuner NPSC and personal video recorder allow users to simply watch, pause, rewind and record live television. The new HP Pavilion Media Center TV PC paired with HP's new w22 flat panel HD-ready monitor completes the HD movie experience.

-- HP High Definition DVD-ROM Drive -- which provides the superior picture quality of high-def movies(5) in a portable device for use with widescreen notebooks. The external drive offers advanced interactivity; for example, users can access the Internet(6) and chat while watching a movie, or play games that are seamlessly integrated into a movie. Backwards compatible, the drive not only supports new HD DVDs, but also regular CDs and DVDs.

-- HP Media Vault mv2010/mv2020 -- which allows consumers to easily protect and share digital content across multiple PCs. With its user-friendly HP-designed interface, even the least technical family members can enjoy the same movie, photos, music or video by streaming the file from the Media Vault to different computers or networked TVs throughout the home. With a capacity that expands up to a staggering 1.2 terabytes, the Media Vault can store up to 500,000 photos, 16,000 hours of music or 340 hours of video.(7)

-- HP Pocket Media Drive -- which makes sharing easy. The sleek, ultra-portable, 2.5-inch USB hard drive provides the storage needed to take digital photos, recorded TV programs and professional presentations on the go. The drive easily works with any USB-enabled PC or notebook and also fits into select HP Pavilion PCs with the exclusive HP Pocket Media Drive bay for a clutter-free desktop. The drives are now available with 80 GB or 120 GB.

Navigate your way to entertainment

The slim and sleek HP iPAQ rx5000 series Travel Companion offers GPS navigation, digital entertainment and mobile connectivity.(8) For easy, turn-by-turn navigation, the device comes installed with TomTom NAVIGATOR 6 software and maps. Additional software to simplify travels includes weather, traffic, world clocks and points of interest.

In addition, the HP iPAQ rx5000 series Travel Companion allows people to travel with their music, view photos and videos, surf the web(8) and play games. Microsoft(R) Outlook Mobile keeps users' calendars, contacts and tasks up to date so they can conveniently stay connected to important people and information via Wi-Fi hotspots, Bluetooth(TM) wireless technology or USB.

Tech support just got personal

HP also is improving personal tech support with a new support capability called HP Instant Care. HP agents use the Internet to remotely solve a wide range of PC and printer issues while the customer sits back and watches. It also helps prevent problems by checking the health of the product and identifying additional issues to help avoid future calls. Based on technology created by HP's enterprise group, this help-desk technology affords consumers a secure environment, which they can opt out of at anytime. In the future, HP Instant Care is planned to encompass digital entertainment systems, TVs, cameras and more.

Rounding out the holiday lineup

HP also introduced its fall consumer PC lines, including HP Media Center, HP Slimline PC, HP Pavilion and Compaq Presario desktop PCs, 19- and 22-inch diagonal widescreen LCD monitors, HP Notebook QuickDock, and new accessories. With its ultra-wide angle, the HP 2-Megapixel Webcam takes great still pictures and high-quality video, and includes a versatile clip for easily attaching to all LCD monitors.

Additionally, HP will soon ship two new digital entertainment centers that combine the best of PC and advanced audio/video features to offer consumers a superb home entertainment experience. These advanced systems feature high-definition TV tuners, advanced audio features and digital video recorders designed for the living room. These products build on HP's launch last month of the wireless, 37-inch diagonal HP MediaSmart High-Definition LCD TV -- the industry's first TV to connect home networks to home entertainment systems.

More information on HP's new digital entertainment products is available at www.hp.com/go/yourlifeistheshow.

About HP

HP is a technology solutions provider to consumers, businesses and institutions globally. The company's offerings span IT infrastructure, global services, business and home computing, and imaging and printing. For the four fiscal quarters ended July 31, 2006, HP revenue totaled $90.0 billion. More information about HP is available at www.hp.com.

(1) For hard drives, 1 GB = 1 billion bytes. Actual formatted capacity is less.

(2) Dual core is a new technology designed to improve the performance of certain software products. Not all customers or software applications will necessarily benefit from use of this technology. Intel EM64T requires a computer system with a processor, chipset, BIOS, operating system, device drivers and applications enabled for Intel EM64T. Processor will not operate (including 32-bit operation) without an Intel EM64T-enabled BIOS. Performance will vary depending on hardware and software configurations. See www.intel.com/info/em64t for more information, including details on which processors support Intel EM64T or consult with a system vendor for more information.

(3) As HD DVD is a new format containing new technologies, certain disc, digital connection, compatibility and/or performance issues may arise, and do not constitute defects in the product. Flawless playback on all systems is not guaranteed. In order for some HD DVD titles to play, they may require an HDMI digital connection and a display may require HDCP support. Blu-ray Discs cannot be played on this notebook PC.

(4) Wireless home network sold separately.

(5) As HD DVD is a new format containing new technologies, certain disc, digital connection, compatibility and/or performance issues may arise, and do not constitute defects in the product. Flawless playback on all systems even if the above requirements are met is not guaranteed. For additional information, please visit http://www.hp.com/support/HDSupport. Some future HD DVD movie titles may require your display to support HDCP enabled DVI-D or HDMI connection only, and may not be viewed on an analog display. For more information, please see enclosed documentation or additional information at www.hp.com/support/HDSupport. Blu-ray Disc movies cannot be played with this drive.

(6) Internet access required and sold separately.

(7) Maximum capacity of 1.2 terabytes requires the purchase of additional storage capacity, sold separately. Photo capacity based on average compressed .jpg size of 2 MB/image @ 4 MP. Music capacity based on four minutes per song and 128-Kbps AAC encoding. Video capacity based on standard NTSC recording format. Actual recording times may vary. Actual quantities will vary depending on file types, file formats and other factors.

(8) A standard WLAN infrastructure, other Bluetooth-enabled devices, separately purchased equipment and a service contract with a wireless airtime provider may be required for applicable wireless communication. Wireless Internet use requires a separately purchased service contract. Check with service provider for availability and coverage. Not all web content available.

Intel, Core and Viiv are trademarks or registered trademarks of Intel Corporation or its subsidiaries in the United States and other countries. Microsoft is a U.S. registered trademark of Microsoft Corporation. Bluetooth is a trademark owned by its proprietor and used by Hewlett-Packard Company under license.

This news release contains forward-looking statements that involve risks, uncertainties and assumptions. If such risks or uncertainties materialize or such assumptions prove incorrect, the results of HP and its consolidated subsidiaries could differ materially from those expressed or implied by such forward-looking statements and assumptions. All statements other than statements of historical fact are statements that could be deemed forward-looking statements, including but not limited to statements of the plans, strategies and objectives of management for future operations; any statements concerning expected development, performance or market share relating to products and services; anticipated operational and financial results; any statements of expectation or belief; and any statements of assumptions underlying any of the foregoing. Risks, uncertainties and assumptions include the achievement of expected results and other risks that are described from time to time in HP's Securities and Exchange Commission reports, including but not limited to the risks described in HP's Quarterly Report on Form 10-Q for the fiscal quarter ended July 31, 2006, and other reports filed after HP's Annual Report on Form 10-K for the fiscal year ended Oct. 31, 2005. HP assumes no obligation and does not intend to update these forward-looking statements.

(C) 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. The only warranties for HP products and services are set forth in the express warranty statements accompanying such products and services. Nothing herein should be construed as constituting an additional warranty. HP shall not be liable for technical or editorial errors or omissions contained herein.

Wansbeck District Council Deploys Alcatel's IP Network

By
Tom Keating
on September 29, 2006 12:40 AM | | Comments (0)
Wansbeck District Council Deploys Alcatel's IP Network. Check it out:
 
Alcatel announced Thursday that it was tapped by the Wansbeck District Council in the North East of England to deploy the company's IP network in order to beef up community safety through CCTV surveillance.


 
Alcatel (News - Alert) joined forces with business partner Rapier Systems to install the system. The service will also include free VoIP-based internal calling for Wansbeck's 500 employees.
 
The converged IP network runs through South East Northumberland and also links DataBanks in Newcastle. The network will be powered by Alcatel's OmniSwitch network infrastructure technology, bundled with the Alcatel's OmniPCX Enterprise IP-PBX (News - Alert) phone system.
 
"We were impressed by the overall performance of the Alcatel offering, particularly the integration between its voice and data products," said Wansbeck District Council's chief IT officer John Kelly in a statement. "The new solution allows staff all over the district to communicate more effectively with one another, improving both their own productivity and Wansbeck's overall ability to deliver a high standard of service to the community."
 
The new partnership will also allow neighboring authorities to now have access to a wireless data network through Alcatel's OmniSwitch 6600, 6800 and 7700 data switches. This will re-route Wansbeck's traffic in case there is a network problem.
 
"More and more organizations are realizing that convergence isn't just about saving money, it's about overhauling and improving internal processes through greater collaboration and increased access to resources," said Graeme Allan, country director for UK and Ireland, Alcatel enterprise activities. "Wansbeck is a good example of a forward-thinking council committed to providing the highest standard of service to its citizens, and the installation serves as an excellent blueprint that other public sector organizations should seek to follow."
 
Alcatel also announced today that it signed an agreement with ATD Quart Monde, a world anti-poverty organization, and Data Telecom Service (DTS), an Internet service provider, to supply broadband Internet access to the deprived people of Antananarivo in Madagascar.
 
Under the terms of the agreement, Alcatel will help establish IT discovery and training programs for people between the ages of 16 and 25 years old in very disadvantaged areas.
 
Alcatel
 
-------
Johanne Torres is contributing editor for TMCnet and INTERNET TELEPHONY magazine. To see more articles by Johanne Torres, please visit her columnist page.

Ericsson Creates More Business Units

By
Tom Keating
on September 29, 2006 12:39 AM | | Comments (0)
Ericsson Creates More Business Units. Check it out:
(This Day (Nigeria) Via Thomson Dialog NewsEdge) Carl-Henric Svanberg, President and Chief Executive Officer of Ericsson, the world's leading telecom end-to-end solutions provider has disclosed that Ericsson is implementing a more customer-oriented organization with three business units, each optimized for its specific market segment.



According to a release made available to THISDAY, Ericsson is set to leverage its position in mobile networks, services, transmission and expand its leadership in next generation converging IP-networks with a focus on multimedia applications and services.

Svanberg stated that Ericsson sees opportunities to further strengthen its market and technology leadership by developments in the broadband industry - fixed as well as mobile - coupled with the move toward next generation networks that will create immense possibilities for richer multimedia services that will accelerate opportunities for growth. Multimedia is an area with obvious business opportunities and potentially a powerful driver for increasing network capacity and investments by operators.

According to Svanberg, the new organization will have an even stronger customer focus and pave the way for continuously improving efficiency in all areas. Also, to further strengthen Ericsson's technology leadership, an additional 500 engineers will be recruited to accelerate research, especially in the area of next generation IP-networks and multimedia technology.

The new Ericsson organization will have three business units; Networks, Global Services and Multimedia.

The integration of Ericsson's network operations into the Networks business unit, according to Svanberg, will enable a focused solutions offering that supports converging and more cost-efficient operations. The new unit will include mobile and fixed access, core and transmission networks as well as next generation IP-networks. Ericsson is the world leader in mobile networks and has a leading position in fixed networks. The new unit will have approximately 21, 500 employees.

The Global Services business unit comprises the professional services and network rollout units and will continue to support operators with technology evolution and efficient operations. It provides operators with economies of scale and proven expertise as well as first class operations with attendant considerable savings. Through its Global Services operations, Ericsson provides round-the-clock support to networks with 725 million subscribers and manages networks with 65 million subscribers. This unit, established in 1999 is unaffected by the re-organization. It has approximately 23,000 employees worldwide.

The new Multimedia Business unit said Svanberg will comprise the multimedia units within the former systems business unit, enterprise business unit, Ericsson mobile platforms and Ericsson Consumer & Enterprise Laboratories respectively. The new unit will have approximately 4,000 employees.

Ericsson Nigeria corroborating Ericsson's positioning to sustain its leadership and drive innovation in the telecom industry, added that "in the multimedia business, we have the content and application management, the technical excellence and execution resources as well as strong relationships with content providers and operators. And let's not forget another strong asset, Sony Ericsson Mobile Communications and our close relationship with Sony - which further strengthens our consumer perspective for superior end-to-end offerings".

The new organization, said Edwall will further consolidate Ericsson's ability to create synergies with telecom operators in Nigeria and elsewhere providing them with leading-edge expertise and experience and in turn, enabling them provide leading edge service, cost-effectively.

Distributed by AllAfrica Global Media. (allafrica.com)

Copyright 2006 Accra Mail. Distributed by Allafrica Global Media.

Keynote Speaker to Connect GIS with Unified Emergency Response Preparedness

By
Tom Keating
on September 29, 2006 12:37 AM | | Comments (0)
Keynote Speaker to Connect GIS with Unified Emergency Response Preparedness. Check it out:
REDLANDS, Calif. --(Business Wire)-- ESRI announces that James Lee Witt will deliver the keynote address on the role of geographic information system (GIS) technology in emergency response preparedness at the ESRI Homeland Security GIS Summit and ESRI Health GIS Conference. These concurrent events will be held October 23-26, 2006, in Denver, Colorado. Witt is the chief executive officer of the public safety and crisis management consulting firm James Lee Witt Associates (JLWA), a part of GlobalOptions Group, Inc.



Witt's keynote presentation will address such topics as ad hoc analysis, assembling appropriate information and data, and communicating information in a new way. Attendees will see firsthand how a virtual command center can work and how GIS plays a critical role in producing real-time operating pictures and information for responding to events.

Witt served as director of the Federal Emergency Management Agency (FEMA) from 1993 to 2001. While at FEMA, Witt was the visionary and architect of national government programs related to emergency preparedness, mitigation, response, and recovery, and he built expertise in integrating community-based disaster management with national emergency management strategy. JLWA is currently advising Louisiana governor Kathleen Babineaux Blanco on the long-term recovery effort in the aftermath of Hurricane Katrina.

"James Lee Witt's extensive background in emergency management will provide attendees with valuable insight for developing crisis management strategies," says Russ Johnson, ESRI's manager for public safety and homeland security solutions.

In addition to Witt's keynote address, two panel discussions in the Plenary Session will focus on the many different organizations that must participate to achieve effective planning and delivery of emergency response, whether it is to a natural disaster, disease outbreak, or act of terrorism, and how GIS can play a major role in accelerating the process and producing optimal outcomes. The presentations will highlight some of the many new features in ArcGIS 9.2 as they apply to common elements of homeland security. The morning panel discussion on incident management will be moderated by Ronny J. Coleman, former state fire marshal for the State of California, former chief deputy director of the California Department of Forestry and Fire Protection, and currently business development manager of Emergency Services Consulting, Inc. The afternoon panel discussion will focus on the role of GIS in bringing together and sharing data and will be moderated by Richard Andrews, former director of the California Office of Emergency Services and advisor to the Department of Homeland Security, Redlands, California.

The two-and-one-half-day ESRI Homeland Security GIS Summit will also feature workshops on GIS portals and interoperability topics for homeland security solutions. It will be held concurrently with the ESRI Health GIS Conference, a colloquium for those in health, hospital systems, and scientific research interested in a range of GIS applications from community health to global systems for disease surveillance and spatial awareness. Sessions at both conferences are available to all attendees, and there will be a unified exhibit area to bring people together from peer organizations.

Both conferences will be held October 23-26; the registration deadline is October 6. For additional information and to register, visit www.esri.com/hssummit or www.esri.com/healthgis.

Founded in 1969, ESRI (www.esri.com) is the world leader in the GIS software industry. ESRI offers innovative solutions that help users create, manage, analyze, and display information to make timely decisions and solve problems they encounter every day. ESRI's comprehensive product line ranges from desktop GIS to GIS for the enterprise.

M&M buys German forging firm Jeco

By
Tom Keating
on September 29, 2006 12:36 AM | | Comments (0)
M&M buys German forging firm Jeco. Check it out:
(The Economic Times (India) Via Thomson Dialog NewsEdge) : Mahindra & Mahindra (M&M) has struck a deal to buy out German forging company Jeco Holdings in the largest overseas deal in the auto component space so far.

M&M, through its component arm Mahindra Systems and Automotive Technologies, now rechristened Systech, acquired a 67.9% stake in German forging company Jeco Holdings, one of Germany's top five forgings companies, for an undisclosed amount. The enterprise value of the firm has been estimated at about e140m (Rs 830 crore), making it the largest outbound deal.



Jeco Holdings has three plants in Germany with a total capacity of 100,000 tonnes per annum and a turnover of e180m. However, there is no clarity on how much M&M is paying for its 67.9% share of Jeco's total equity. Kotak Investment Banking was the principal advisor to M&M on this deal.

M&M plans to integrate this company with its subsidiary Mahindra Automotive Steels (MASPL) at a later date and is currently in discussions with the Indian regulators to chart out a course of action for the same. MASPL holds M&M other forgings interests like the Chakan unit acquired from Amforge in '05.

"Jeco is a profitable company with a strong customer base and good capabilities for innovation so this is a sound investment in terms of returns to our shareholders. Jeco's presence in the European forgings market will help us build a global business in the forgings market," said Anand Mahindra, vice-chairman and managing director of M&M. Mr Hemant Luthra, president of Systech added that "Jeco's assets, in terms of machinery is perfectly complimentary to what we have in Amforge and Stokes, giving us a global platform in Germany, UK and India to meet customer demands."

Jeco manufactures forgings for gear boxes, engine and axle parts, hubs, gears and piston heads and its activities are concentrated on the truck, bus and trailer market. Its main customers include DaimlerChrysler Group, ZF Group, MAN Nutzfahrzeuge, Volvo, Linde, Renault, Agco, Kessler and Kolbenschmidt.

"The cost scenario for our business is difficult in Europe so we were looking for a strategic partner to tie-up with. We see immense potential in our alliance with M&M as it is a technologically competent company with a strong base in India," said Mr Oliver Scholz, member, supervisory board of JECO Holdings. "M&M's strategy for Jeco seems fairly straight forward. It will use Jeco for all the high-end work as European clients tend to be picky about where their critical parts are engineered. It may move some of the back-end and low-technology business to India to rationalise costs," said an industry analyst.

Copyright 2006 The Economic Times of India, Coleman & Co Ltd. Source : Financial Times Information Limited

AMD clinches major chip supply deal

By
Tom Keating
on September 29, 2006 12:35 AM | | Comments (0)
AMD clinches major chip supply deal. Check it out:
(China Daily Via Thomson Dialog NewsEdge) US microprocessor manufacturer AMD made another breakthrough in China yesterday, with the country's second-largest PC maker agreeing to install the firm's chips in its computers.

The US chipmaker yesterday clinched a strategic agreement with Founder Technology, China's second-largest PC vendor, under which the Chinese computer maker is expected to launch AMD64 processor-based desktop PCs throughout China early next month. Founder's decision to use AMD chips is seen as a major breakthrough for the US firm, with the world's second-largest chipmaker now trying to supply chips to all of China's major PC manufacturers.



"It is a milestone and an historic moment for AMD in China. It is one more demonstration that industry and customers are increasingly seeing the value that our products offer," said Henri Richard, AMD's executive vice-president and chief sales and marketing officer.

In 2004, AMD began to co-operating with Lenovo, China's biggest and the world's third-largest computer maker, which uses AMD chips in 80 per cent of its consumer desktop computers. Earlier this year, AMD clinched a similar deal with Tsinghua Tongfang, China's third-largest computer manufacturer and the nation's second-largest home PC brand.

Tongfang has so far launched nine new commercial and consumer PC models based on AMD Athlon 64 X2, AMD Athlon 64 and AMD Sempron processors.

Dell Inc, the world's largest computer maker, announced in May that it would start using AMD microprocessors in some of its high-end servers, a major breakthrough for AMD, which had little presence in the server market until it released its Opteron processor in 2003.

AMD's Opteron Dual-Core processors will be offered in Dell's multiprocessor servers for the first time by the year's end. Dell previously relied exclusively on chips from AMD's larger rival, Intel Corp.

HP, the world's second-largest PC maker, already uses AMD chips in 60 per cent of its consumer desktop computers sold in China.

Yesterday's agreement with Founder will begin with desktop systems and gradually expand to cover the notebook and server markets, Richard said, although he did not elaborate on when this would occur.

AMD has gained some ground in the consumer desktop computers and servers segments as it strives to catch up with archrival Intel.

But it still needs to make breakthroughs in the notebook and enterprise desktop computer segments, where most PC makers have yet to include AMD chips in their products.

Copyright 2006 China Daily. Source: Financial Times Information Limited - Asia Intelligence Wire.

Marsh, Yale and Ceres Join To Educate Corporate Directors About The Risks, Opportunities Posed By Climate Change; Collaboration lauded by President Clinton at Clinton Global Initiative

By
Tom Keating
on September 29, 2006 12:34 AM | | Comments (0)
Marsh, Yale and Ceres Join To Educate Corporate Directors About The Risks, Opportunities Posed By Climate Change; Collaboration lauded by President Clinton at Clinton Global Initiative. Check it out:
(Comtex Business Via Thomson Dialog NewsEdge) NEW YORK, Sep 21, 2006 (Collegiate Presswire via COMTEX) --Three leading U.S. organizations have announced a unique collaborative effort to educate hundreds of independent corporate board members about the potential liabilities and strategic business opportunities global climate change can create for companies. The announcement was made at a plenary session of the 2006 annual meeting of the Clinton Global Initiative, being hosted here this week by former President Bill Clinton.



The collaboration draws together institutions with complementary expertise in the area of climate change: Marsh, the world's leading risk and insurance services firm; Yale University, one of the nation's leading academic institutions; and Ceres, the nation's largest coalition of investors and environmental groups working with companies on environmental and social issues.

"Increasingly, corporate leaders are asking us to help them better understand their total spectrum of risk, and how it affects their overall business strategies," said Brian Storms, Chairman and Chief Executive Officer of Marsh. "Aligning with Yale and Ceres to educate top corporate leaders about one of the most critical business risks of our time demonstrates our strong commitment to addressing this important issue, as well as our growing focus on delivering world-class risk advisory services."

Many companies understandably focus on avoiding the liabilities related to climate change. However, Storms believes there are easily as many opportunities associated with climate change. "Those companies that understand true enterprise risk will be the ones that seize upon the growth prospects that threats like climate change create," he said. "In fact, as more companies have begun to understand this and seek advice, we're seeing increased business."

Initial training of more than 200 independent U.S. board members will begin this winter through a newly created curriculum - the Sustainable Governance Forum. The training sessions will be offered across the country through September 2008. Marsh, Yale and Ceres are combining their intellectual capital and research to develop the training, with a $250,000 contribution by Marsh being used to produce the materials.

"This training program will prepare corporate directors for what is perhaps the biggest challenge companies will face in the 21st century," said Ceres President Mindy S. Lubber, who also directs the $3 trillion Investor Network on Climate Risk. "Major investors are increasingly demanding that companies sharpen their focus on the impacts from climate change, whether from new regulations, physical changes, or growing global demand for low-carbon technologies. This program will help ensure that independent directors ask the tough, smart questions of the companies they oversee."

Lubber said focusing on climate is the first step in educating corporate directors on a broad array of environmental and social issues businesses will face in the coming years. "As competition for business resources intensifies - from materials to labor, water to oil - this program will work to help board members address these challenges," she said.

The concept for the new collaboration took shape at a high-level conference on climate change hosted late in 2005 by the Yale School of Forestry and Environmental Studies. The school has long been committed to advancing rigorous science on climate change and has recently undertaken new initiatives to disseminate this science to major decision makers, including the corporate directors addressed by this new collaboration. The full program of action from Yale is described in a recently published book by Yale Associate Dean Dan Abbasi, entitled, "Americans and Climate Change: Closing the Gap Between Science and Action" (http://environment.yale.edu/climate/).

"Climate change is no longer the purview of scientists only. The widespread ramifications of unchecked climate change require that more leaders in our society understand its implications," said Yale's Dean of the School of Forestry and Environmental Studies, James Gustave Speth.

"Corporate directors are going to need a strategic and analytical underpinning to navigate the transformations that climate change will require in their businesses in the coming years. These changes offer great economic opportunity to those directors who act in a timely way. As a result of its combined academic, non-governmental and corporate leadership, our new initiative will be well positioned to deliver needed training and support to participating corporations," said Speth.

Initially, the training will have a U.S. focus and be made available to directors of Fortune 1000 companies, but will eventually be offered to board members worldwide. Courses and materials have been designed to provide insights into practical financial, legal, business and investor perspectives about the effects of climate change on corporations.

Marsh, Yale and Ceres officials say they would welcome assistance and additional partnerships to help further their efforts to engage the world's top corporate leaders on the subject of climate change as a matter of corporate governance.

About Marsh

Marsh, the world's leading risk and insurance services firm, has approximately 26,000 employees and annual revenues approaching $5 billion. The firm provides advice and transactional capabilities to clients in over 100 countries. Marsh is a unit of Marsh & McLennan Companies (MMC), a global professional services firm with approximately 55,000 employees and annual revenues of approximately $12 billion. MMC is also the parent company of Guy Carpenter, the world's leading risk and reinsurance specialist; Kroll, the world's leading risk consulting company; Mercer, a major global provider of human resource and specialty consulting services; and Putnam Investments, one of the largest investment management companies in the United States. Its stock (ticker symbol: MMC) is listed on the New York, Chicago, Pacific, and London stock exchanges. MMC's website address is www.mmc.com. Marsh's web site address is www.marsh.com.

About Yale

The Yale School of Forestry & Environmental Studies is a graduate and professional school within Yale University that provides teaching, research and outreach in broad areas of environmental science, policy and management to some 200 candidates for master's degrees and 75 doctoral students. For more information, visit http://environment.yale.edu.

About Ceres

Ceres is a national coalition of investors, environmental groups and other public interest organizations working with companies to address sustainability challenges such as global climate change. Ceres directs the Investor Network on Climate Risk, a network of more than 50 leading investors who collectively manage more than $3 trillion of assets. Earlier this year, Ceres issued a report evaluating 100 leading global companies on their climate change governance practices. For more information, visit http://www.ceres.org.

Al Modugno
Marsh
212-345-2448
http://www.mmc.com
http://environment.yale.edu
http://www.ceres.org

(C) Copyright 2006 Marsh & Collegiate Presswire. All Rights Reserved.

Venture Capital Firms K-O

By
Tom Keating
on September 29, 2006 12:34 AM | | Comments (0)
Venture Capital Firms K-O. Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) Kardan Technologies A subsidiary of Kardan 85, Medinat Hayehudim St., P.O. Box 4012, Business Park, Herzliya 46140 Tel: 972-9-960-2000 Fax: 972-9-960-2001 E-mail: info@kardantech.com Investment focus: Creating global high-tech and e-commerce companies. Kardan is also invested in Nitzanim and Concord I and II funds.



Koonras Technologies A subsidiary of Polar Investments 21 Ha'arba'a St., Tel Aviv 64739 Tel.: 972-3-684-5794 Fax: 972-3-684-5713 E-mail: Avi Shachar A technology investment company focusing on start-up and early stage financing in Israeli and Israel related software, robotics, automated inspection, biotechnology and agrotechnology companies.

Koor Corporate Venture Capital The investment arm of Koor Industries Platinum House, 21 Ha'arba'ah St., Tel Aviv 64739 Tel. 972-3-6238 410 Investment focus: Telecommunications technology, internet infrastructure, enterprise software and life sciences.

LEAP Capital 14 Shenkar St., Suite 110, PO Box 12226, Herzliya 46733 Tel.: 972-9-951-4434 Fax: 972-9-951-4435 E-mail: General inquiries Investment focus: Raising capital for, and providing advice to, growth and technology companies.

LINK Technologies Israel contact: Tel: 972-9-951-8489 Fax: 972-9-958-3692 E-mail: Galit Fuhrer A joint Israeli-Japanese team linking portfolio companies to Japan and the Far East. Its focus is software, Internet and e-commerce, communication, electronics, agro-technology, medical devices and biotechnology.

Azrieli Center 1, 35th fl., Tel Aviv 67021 Tel: 972-3-696-7285 Fax: 972-3-695-5960 E-mail: modi@magnumvc.com Modi Rosen, managing director Investment focus: Communication related areas including data and IP communication, Internet, e-Commerce, communication software, wireless, as well as new models for communication services.

Maoz Everest Fund Management 21 Ha'arba'a Street, Tel Aviv 64739 Tel: 972-3-685-5855 Fax: 972-3-685-8557 E-mail: info@maozeverest.com Investment focus: Maoz Everest manages two funds - the Everest Fund LP focuses on Israeli and Israel-related investments; Everest Special Situations LP invests in distressed companies.

Marathon Venture Capital Fund Yahalom Tower, 3A Jabotinsky Rd., Ramat Gan 52520 Tel: 972 3 613 4010 Fax: 972 3 613 4011 E-mail: marathon@inter.net.il Investment focus: Early-stage high-tech companies in the data communications, Internet and intranet, electronics, robotics and automated inspection, semiconductors, biotechnology and medical devices fields.

MATI High-Tech 3 Tel Hai St., Ra'anana 45403 Tel: 972 9 760 2716 Fax:972 9 760 2245 E-mail: ibg@ibg.co.il

MayTree Management Group Ackerstein Bldg., 103 Medinat Hayehudim St., Herzliya Pituah Tel.: 972-9-950-5456 Fax: 972-9-950-5461 E-mail: Rafi Zitvar MayTree is a strategic partnership between Israeli financial institution Meitav, and SunTree. Investment focus: IT, telecommunications, semiconductors, robotics, energy and environment.

Medica Venture Partners Ackerstein Towers, Bldg. B, 10th Floor, 11 Hamanofim St., Herzliya Pituah 46725 POB 2206,Herzliya Pituah 46120 Tel.: 972-9-960-1900 Fax: 972-9-954-2266 E-mail: medica@medicavp.com Investment focus: Israeli and Israel-related biotechnology, pharmaceuticals, healthcare and life sciences companies at all investment stages.

Medica Investments (US & Israel) Incubation, seed and early stage financing in healthcare, biotechnology, pharmaceuticals and agro-technology.

Medmax Ventures City Gate II, 22B Ben Gurion St., Herzliya 46785 Tel: 972 9 951 1990 Fax: 972 9 951 1992 Email: noammed@ibm.net Incubation, seed and early-stage financing in healthcare, biotechnology, pharmaceuticals and medical devices.

MG Equity Partners SHAP Tower, 19 Tuval St., Diamond Exchange District, Ramat Ran Tel: 972-3-7538900 fax: 972-3-7538903 E-mail: info Investment focus: Investment banking, equity research, cross border M&A's and private equity capital to issuing clients, specializing on the LSE, AIM, and OFEX.

Millennium Materials Technologies Fund LP 40/13 Eistein St. Ramat Aviv 69101 Tel: 972-3-643-9986 Fax: 972-3-643-9987 E-mail: info@mmt-fund.com Two funds, focusing on new materials and industrial process.

Mofet Technology Fund Management 11 Galgalei Haplada St. P.O. Box 12896 Herzliya Pituah 46733 Tel: 972-9-956-1290 Fax: 972-9-956-1293 E-mail: Elie Barr Investment focus: Early stage investments in the IT, Internet and intranet, data communications, electronics, software, semiconductor and medical devices fields.

Myriad Partners 13 Ramban St, Jerusalem 92422 Tel.: 972-2-567-1345 Fax: 972-2-567-1346 E-mail: info@myriadpartners.com Investment focus: Telecom, wireless technology and Internet.

Ness Ventures The investment arm of Ness Technologies Ness Tower, Atidim, Bldg. 4, P.O.Box 58152, Tel-Aviv 61580 Tel: 972-3-7666800 Fax: 972-3-7666809 E-mail: info@nessventures.com Investment focus: IT start-ups.

Nokia Venture Partners Israel office: Ackerstein Towers, 11 Hamenofim St. Herzlia Pituach 46120. Tel: 972-9-951-4884 Investment focus: Mobile and IP communications start-ups.

Ofer Brothers Hi-Tech A part of the Ofer Brothers Group Ramat Aviv Towers, 11th Floor, 40 Einstein St., Ramat Aviv, Tel Aviv E-mail: info@oferhitech.com Tel: 972-3-643-8890 Fax: 972-3-643-6662

OphirTech A subsidiary of Polar Investments 3 Daniel Frisch St., 13th fl. Tel Aviv Tel.: 972-3-691-1911 Fax: 972-3-609-5851 E-mail: Yermi Kaplan Investment focus: Seed and early stage financing in software, telecom and wireless communications, software and data communications.

Opus Capital 2730 Sand Hill Road, Suite 150, Menlo Park, CA 94025 Tel: 1-650-543-2900 Fax: 1-650-561-9570 Investment focus: Seed and early-stage investments in technology companies.

Copyright 2006 Globes. Source : Financial Times Information Limited.

Rate the company, not the stock

By
Tom Keating
on September 29, 2006 12:33 AM | | Comments (0)
Rate the company, not the stock. Check it out:
(Israel Business Arena Via Thomson Dialog NewsEdge) Anyone wishing to follow the semiconductor sector on a regular basis, especially the flash market, knows that there is one key figure whose opinions are well worth noting: Citigroup analyst Craig Ellis. However, in the past year, he has been joined by another analyst who is also gaining a reputation as a sector expert: WR Hambrecht & Co. analyst Daniel Amir. While one could hardly compare the two investment houses in terms of size or experience of their analysts, the fact that Ellis and Amir are now classed in the same category is quite definitely an impressive achievement for the Israeli analyst, who joined WR Hambrecht in 2004, and has already become renowned worldwide for his expertise. These are some of Amir's latest recommendations:



1. DSP Group (Nasdaq: DSPG)

Recommendation - Buy

Target Price - $33; premium - 45%

Line of business: DSP Group is a fabless semiconductor company that offers chipset solutions applications for digital telephony, European digital enhanced cordless telecommunications telephony, and Bluetooth systems for voice, data, and video communication in residential, as well as small-office home-office, and small to medium enterprise environment.

DSPG should opt, in future, for large acquisitions, rather the small ones it has made up till now.

Amir: DSP Group focuses on the wireless handset niche and it has a big advantage because it controls 70% of the US market and 10% of the European market, which it entered a year and a half ago. It is a highly profitable company operating in a market that is large enough for one company to succeed, but too small for the big competitors. This field is not growing as fast as cellular handsets. DSP Group has a handsome $353 million in cash, and it generates $15 million revenue a quarter from current operations.

Globes: DSP Group predicts revenue of $227-236 million and growth of 21-26% for 2006. What do you think about this rate? DSG Group's problem is that its sector is not growing rapidly. Revenue rose handsomely, but it's rather hard to get institutions excited about the growth rate, or about the fact that the company works with cordless telephones. All in all, this is nevertheless a wonderful company, with excellent management. The way Wall Street looks at it is not their fault. In any event, I believe that DSP Group should use its cash to expand.

What kind of acquisitions?

I'm not talking about buying small technologies as it has done until now, but buying large companies with revenue, for example in wireless communications or networking, video and image processing. Things that are close to it. If the company learns how to diversify properly, I believe that this will generate more interest in it. DSP Group's share was a great disappointment this year, even though its business was pretty good. Therefore, my target price constitutes a significant premium on the current share price.

Saifun's investors know next year will be critical

2. Saifun Semiconductors Ltd. (Nasdaq:SFUN)

Recommendation: Buy

Target Price - $38; premium - 30%

Line of business: Saifun provides intellectual property solutions for the nonvolatile semiconductor memory market. Its nitride-read-only memory (NROM) technology enables semiconductor manufacturers to double and even quadruple the amount of memory that can be stored on a given area of a processor.

What's the basis for your target price for Saifun?

People investing the company today expect the company to shortly sign a large contract with a data company. If this doesn't happen, investors might be disappointed in the long term, but it's premature to talk about this. I predict that the company will have $100 million in sales next year, and I see no reason for them not to achieve this. My hope is that they'll announce a new licensing agreement with a data company during the coming quarter, as they promised would happen by year-end. I also hope that Spansion Inc. (Nasdaq: SPSN) will continue to expand its collaboration with it, and that Semiconductor Manufacturing International Corporation (SMIC) (HKSE: 0981) will reach the tape-out stage and make progress towards a product. Investors in Saifun know that 2007 will be critical for the company and that 2006 is a transition year.

What's critical? What does the company have to prove?

Spansion bought code licenses from Saifun, as did most other customers. Saifun has to prove that large companies are buying licenses from it in the data field too, otherwise its NROM technology will remain a niche technology. This will be proof that the technology Saifun is talking about works, because meanwhile, there's no large-scale proof. If data companies don't go in the direction Saifun expects, it will be in trouble. Meanwhile, it's very successful and innovative, and its model of selling intellectual property is very profitable and works for it.

PowerDsine should be a division of a large company. It will succeed better that way.

3. PowerDsine Ltd. (Nasdaq: PDSN)

Recommendation: Buy

Target Price - $8.50; premium - 7%

Line of business: PowerDsine designs, develops, and supplies integrated circuits, modules, and systems that enable the implementation of power-over-Ethernet (PoE) in local area networks (LANs).

In recent weeks, PowerDsine's share has skyrocketed on assessments that it is an acquisition target, or is at least in negotiations to be acquired, after it hired Citigroup (NYSE:C). Names mentioned as possible buyers include Freescale Semiconductor Inc. (NYSE:FSL), but Freescale was itself acquired by Blackstone Group LP and other private equity funds for $17.6 billion.

Amir says, I assume that Freescale is busy with internal matters, so it's no longer relevant, but I shouldn't be surprised if companies such as Broadcom Corp. (Nasdaq:BRCM) or Texas Instruments Inc. (NYSE:TXN) aren't interested in such a deal.

Why is an acquisition logical at all? Wouldn't it be better for PowerDsone to continue on its independent path?

With sales of $35-40 million a year, it's better for PowerDsine to be a division of a large company. It will succeed much better that way. This isn't a recommendation for every company; DSP Group or Saifun aren't right for sale, but it's true for PowerDsine. My target price of $8.50 is more or less where the share is now.

At what price could a deal be struck?

I assume that if an acquisition takes place, it will be at around $11.50 per share, not less than the IPO price. It should be borne in mind that General Electric Co.'s (NYSE:GE) investment in PowerDsine was made at $11.20 per share, and with a 23.7% stake in the company, I don't believe that it would sell for less.

In my opinion, investors making investments now are doing so because they think the company will be sold. However, if there is no deal, in my opinion PowerDsine is definitely worth its current share price, but not more. The rumors are strong, and after I saw the response by CEO Igal Rotem, I believe that a sale is only a matter of price, and not a question of whether or not they agree to be sold. Igal doesn't conceal the fact that he's prepared to sell if the right buyer comes along.

Published by Globes [online], Israel business news - www.globes.co.il - on September 28, 2006

Copyright of Globes Publisher Itonut (1983) Ltd. 2006

Copyright 2006 Globes. Source : Financial Times Information Limited.

M&M bags German forging firm Jeco

By
Tom Keating
on September 29, 2006 12:33 AM | | Comments (0)
M&M bags German forging firm Jeco. Check it out:
(The Economic Times (India) Via Thomson Dialog NewsEdge) : Mahindra & Mahindra (M&M) has struck a deal to buy out German forging company Jeco Holdings in the largest overseas deal in the auto component space so far.

M&M, through its component arm Mahindra Systems and Automotive Technologies, now rechristened Systech, acquired a 67.9% stake in German forging company Jeco Holdings, one of Germany's top five forgings companies, for an undisclosed amount. The enterprise value of the firm has been estimated at about e140m (Rs 830 crore), making it the largest outbound deal.



Jeco Holdings has three plants in Germany with a total capacity of 100,000 tonnes per annum and a turnover of e180m. However, there is no clarity on how much M&M is paying for its 67.9% share of Jeco's total equity. Kotak Investment Banking was the principal advisor to M&M on this deal.

M&M plans to integrate this company with its subsidiary Mahindra Automotive Steels (MASPL) at a later date and is currently in discussions with the Indian regulators to chart out a course of action for the same. MASPL holds M&M other forgings interests like the Chakan unit acquired from Amforge in '05.

"Jeco is a profitable company with a strong customer base and good capabilities for innovation so this is a sound investment in terms of returns to our shareholders. Jeco's presence in the European forgings market will help us build a global business in the forgings market," said Anand Mahindra, vice-chairman and managing director of M&M.

Mr Hemant Luthra, president of Systech added that "Jeco's assets, in terms of machinery is perfectly complimentary to what we have in Amforge and Stokes, giving us a global platform in Germany, UK and India to meet customer demands."

Jeco manufactures forgings for gear boxes, engine and axle parts, hubs, gears and piston heads and its activities are concentrated on the truck, bus and trailer market. Its main customers include DaimlerChrysler Group, ZF Group, MAN Nutzfahrzeuge, Volvo, Linde, Renault, Agco, Kessler and Kolbenschmidt.

"The cost scenario for our business is difficult in Europe so we were looking for a strategic partner to tie-up with. We see immense potential in our alliance with M&M as it is a technologically competent company with a strong base in India," said Mr Oliver Scholz, member, supervisory board of JECO Holdings.

"M&M's strategy for Jeco seems fairly straight forward. It will use Jeco for all the high-end work as European clients tend to be picky about where their critical parts are engineered. It may move some of the back-end and low-technology business to India to rationalise costs," said an industry analyst.

Copyright 2006 The Economic Times of India, Coleman & Co Ltd. Source : Financial Times Information Limited

HP, Dell, Sun Microsystems and Oracle traverse the country to hob knob with New York press and analysts

By
Tom Keating
on September 29, 2006 12:33 AM | | Comments (0)
HP, Dell, Sun Microsystems and Oracle traverse the country to hob knob with New York press and analysts. Check it out:
(www.internetnews.com Via Thomson Dialog NewsEdge)
Reporter's Notebook: Remember, remember the month of September.

That could be the theme for high-tech events in New York City in 2006, as officials from HP, Sun Microsystems, Dell and Oracle all traveled to New York to tout new wares and curry the favor of east coast press and analysts.

HP unveiled new PCs and a new family of storage servers at separate press events in Manhattan.

The events moved like clockwork, with HP officials portraying the company's strengths in making enterprise-class computers and storage servers.

Unfortunately, the company's boardroom shenanigans overshadowed its technological accomplishments by a long shot.

But that's a whole other story.

Dell's D-Day

Dell's technology day on Sept. 12 proved to be far more noteworthy because of the company's recent financial woes and earnings delay .

And then there are things that make reporters cringe. Not many things but enough.

I witnessed one at this Dell tech event, where company officials debuted new PCs.

Check out this exchange between Michael Dell and a reporter during a Q&A session following Dell's keynote.

Reporter: "In your last quarterly report, your revenue earnings had fallen 51 percent."

Dell: "Our revenues did not fall 51 percent."

Reporter: "Your revenue earnings had fallen."

Dell: "Our revenues did not fall. Our earnings fell."

Reporter: "Oh, I'm sorry! I'm sorry, I'm sorry."

Dell then made light of the gaffe, bailing the poor guy out from an embarrassing mistake. He said something to the effect that it was hard to keep the revenues and earnings straight.

Kudos to board chairman Michael Dell for his handling of the situation. He could have ripped the guy for the misstep. But he took the high road.

He sure wasn't rewarded though.

Another reporter asked Dell to comment on the job Kevin Rollins is doing as CEO. That was the second time of the day Dell had to deal with that line of questioning.

Seems there is a lot of anti-Rollins sentiment floating around after the company missed some financial targets.

Dell again handled the tough question with grace and aplomb: "I think my comments earlier about Kevin were quite clear and I don't plan to repeat them because I haven't changed my mind since this morning."

Earlier that morning, Dell staunchly defended Rollins, noting that he disagrees with press and analyst comments that Rollins isn't the right man to lead Dell. He even called Rollins and "excellent executive."

Dell noted that the board has Rollins' back, as well, adding: "I'm the biggest shareholder so you can do the math."

Will Dell and the board can Rollins? Dell, point blank: "It's not going to happen."

Sounds like Rollins' and Dell's fates are tied together for the time being. But one wonders if Dell will sing a different tune if things don't improve.

Viva La Ponytail!

A week later, I took in the tech news at Sun Microsystems' event at Chelsea Piers, the third consecutive year Sun has schlepped to New York in September to hold a quarterly news briefing with press and analysts.

Sun CEO Jonathan Schwartz, sporting the coolest ponytail in high-tech, regaled the audience with tales of how Web 2.0 is harboring a lot of convergence and that we as a society are moving from a static, passive information age to one of active participation.



That was the message peppered in and around the hard news about a few new servers and storage devices. But the real fireworks took to the sky in the Q&A.

Someone in the audience asked Schwartz for more details about Sun's relations